Redefining competencies framework for M group employees

The Total Compensation team in Human Resources has redefined the competencies required for all four levels of M positions at McGill. Read more »

The Total Compensation team in Human Resources has redefined the competencies framework required for all four levels of M positions at McGill.  Matching competencies with the level of proficiency will set clear guidelines in defining job descriptions and conducting more meaningful job evaluations.  It will also set standards for roles within a job family, resulting in a clearer way to assess performance and the link to pay.

According to Angela Morse, project leader, “The new competencies framework will ease the recruiting process and career progression. It will also support organizational effectiveness through increased accountability and measurability.”

Angela is working in tandem with François Labrecque of the HR Organizational Development team on this project.  Introduced in 2009, this project will formalize the application of competencies in performance appraisals and career development.

The project started four years ago with the involvement of the senior administration for a decision on the behavioural competencies to adopt.  Focus groups were then conducted with managers in many areas across the University, starting with a pilot focus group in Human Resources two years ago.  Competencies have been developed for the following job families:  Student Affairs, Information Systems & Technology, Logistics and Financial Services.  

The project is well under way with a review of the competencies framework to be applied later in the Communications and Administration  job families.

Why are competencies important?

They attest to being qualified in having the knowledge and ability to perform a specific role, based on defined skillsets.

  • Employees better understand the requirements of their positions. They can evaluate their own performance and discuss development needs in their career aspirations. 
  • Managers are better equipped to identify the appropriate level of competencies required when recruiting for a given role. 
  • In terms of coaching, development needs are clearly defined in becoming fully proficient within the role and moving to the next level.

The next steps will include training sessions to fully grasp how to match competencies with the four levels of proficiency.  

McGill’s seven (7) core behavioural competencies:

  • Change agility
  • Resourcefulness
  • Teaming
  • Managerial courage
  • Self-awareness and management
  • Client service orientation
  • Performance orientation

Comments on “Redefining competencies framework for M group employees”

  • Donna Hedge-Cormier

    I am not too sure why this is being promoted since it is not tied to any kind of pay increase.

    • Carol Sharpe

      The development of competencies in any organization is not linked to pay increases but linked to identifying the technical and behavioral attributes that the organization will need in its current and future employees.
      At McGill Seven (7) behavioral competencies where identified by the Senior team at the University they are :
      * Change Agility * Resourcefulness
      * Teaming * Managerial Courage
      * Self Awareness & Management * Client Service Orientation
      * Performance Orientation
      Our goal with this project is to Integrate these behaviors as well as identify tasks for each job family and role profile at the University will help employees understand the specific requirements of their positions; This will allow them to evaluate their own performance and discuss development needs and career growth with their managers and explore and pursue opportunities for professional development.
      The developed framework will also provide an integrated framework for many HR related processes :
      Job matching tool: jobs are evaluated and positioned within the salary structure based on the role AND the competencies
      Recruiting tool: Identification of appropriate level of competency required for the role
      Framework for coaching & development: identification of development needs to become fully proficient within the role and/or move to the next level
      Retention tool: provides basis for rewarding contribution and employee development within the role

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