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Competency Framework Is Not Good for the Business!

I have written a ton about why competency frameworks should be put in the rubbish bin of the past (go to performance section) but on Saturday afternoon I was listening to Alex Hormozi's podcast that explained how to build a terrible business relationship. 


The first thing he said hit me. He said, that if you want to have a terrible business relationship have the same skill, knowledge, and experience as your business partner. This combination will make one of you unnecessary. BOOOOOMMMMMMM 

Isn't what competency frameworks do by urging us to have the same knowledge, skills, and behaviour? 

I never in my life understood the requirements of our (Accor) competency framework not only because you just cannot develop some of those skills in certain people (strategic thinking, business awareness and improvement, developing the team, communication, negotiation, inspirational leadership lol) but also because if we all had them, we would not be better because having the same of everything is not good for the business, the team, and for the individuals. Imagine if everyone was a great negotiator, we would only negotiate and never make decisions and may even start competing amongst each other who is the best instead of focusing on the business. 


As I said in one of my articles, competency frameworks are designed for teams, not for individuals and Alex's sentence just confirmed my thinking. Link to read. 


We need to stop the production line of the same because it is probably the most ridiculous attempt towards achieving higher performance. We need to start thinking about teams as a whole and about the competencies they are missing that hinder performance. It is kinda a stupid strategy if a company is not doing financially well, to introduce the business acumen skill for the entire team, train them and expect higher top-line revenue. Instead, have the leader of that team (one person) possess business skills and direct the execution of that. Easy! 


I understand the arguments towards "Yes but if we don't have the same knowledge customer service will suffer". Ok, Peter, hold your horses. Skills and knowledge that get the job done are non-negotiable and they should be incorporated into your training plan. If the person doesn't have those you train and fire if necessary, but you don't carry that into annual appraisal and start grading people on them. 


I am against these skills being forced upon us and then individuals being "measured" by them: Link. Have a look and tell me that I as a Szilvia should be graded on this crap at the end of the year! 


How does a waiter need to lead others and the business? Then why do we have management??????????????????????????????????????????????????????????


Why don't we measure performance by KPIs and let people naturally and with guidance figure out the skills they need to collectively deploy to achieve those KPIs? It is really that simple! We don't need to outline "This is how you going to achieve that KPI." No, there isn't one way, skill, knowledge or behaviour that any KPI can be achieved! Laura will do the same job as I deploying different competencies but now you are going to punish one of us for achieving exactly the same outcome. 


Athletes (in most sports) are not judged based on the skill they do or do not demonstrate, the outcome judges them, the score which is their KPI. How they achieve that within the rules of the game, doesn't matter. Can we please start paying attention to sports psychology because they do know what performance is? 


We need to start figuring out the basis for measuring and developing performance because this competency framework misery just doesn't cut it. I am ok if I don't have business skills but I am the best in the team at thinking strategically and I solve a problem nobody could for five years. But then Debbie comes with her framework saying "You are very good at that but now we need to focus on the "Business Acumen" area so you can be even better." I have a message for Debbie and everyone else out there who does that to their staff. Lovelies, this approach doesn't work and now that you did that to me (Brushed over my problem-solving ability) I will not even use my strategic thinking skills to solve your problem going forward. 


Respectfully, 

Szilvia 


PS: Alex then goes into other areas of a terrible business partnership which I could also relate to work:


  • Have the same amount of time maybe even at the same time as you. - This is where flexible work comes into the picture! So, why do we fight against it?????

  • Have different expectations from the partnership. - Employees' and employers' expectations couldn't be more misaligned. 

  • Give away everything. - Do a disproportionate amount of work in that partnership which is the mentality of the management, leadership and company to squeeze everything out of their people. 


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