1. ©deWinton-Williams Consulting Ltd 2008 LETG 2008 Developing and Running a Competency Framework November 2008

2. ©deWinton-Williams Consulting Ltd 2008 Focus for this session Scoping a competency framework Selling a competency framework Putting your framework together Making your framework work for the business

3. What is a competency framework? Activities The activities which are expected at different levels of progression Skills The business skills which are essential to delivering activities Attitudes The attitudes which differentiate excellent from OK Technical skills The technical skills – essential to delivery in the role ©deWinton-Williams Consulting Ltd 2008

4. Scoping your framework - 1 Full firm or gradual roll-out Fee earners – or everybody? How many levels? pqe or career stages? Activities as well as skills/qualities Levels of skills or single definitions Aligned with values/firm behaviours?

5. ©deWinton-Williams Consulting Ltd 2008 Scoping - 2 Who will champion? Who will own the project? Who is involved? - project team and users Where will your expertise come from? Who will provide internal steering? Can you provide internal resource?

6. ©deWinton-Williams Consulting Ltd 2008 Selecting your consultants Considerations - set your criteria –Experience –Size – can they provide resource? –Cost –Fit and flexibility –Transfer of skills –Transparency of deliverables –Beware linkage to ‘products’

7. ©deWinton-Williams Consulting Ltd 2008 Selling - six good reasons Creates transparency and consistency Raises standards Drives change if required Challenges and motivates Drives development Supports and aligns all services

8. ©deWinton-Williams Consulting Ltd 2008 Selling - supported processes CF InductionAppraisal Career Progression Performance Management Training and Development Change Selection Reward

9. ©deWinton-Williams Consulting Ltd 2008 Selling - benefits to users Clarity/consistency of expectation and progress Clear criteria for selection  fewer mistakes Focussed performance discussions Self-managed development Performance based progression Contextualised development and training

10. Creating your framework ©deWinton-Williams Consulting Ltd 2008 Set up and positioning Design and delivery Roll out and application

11. Set up Create project team (operations/logistics) Create steering group (interface) Project plan (detail) Define and select contributors (buy-in) Create timeline (link to deliverable) Create contingencies ©deWinton-Williams Consulting Ltd 2008

12. Achieving buy-in Sell before you start Tactical inclusion Multi perspective project group Wide inclusion in creation Ownership by firm not consultants Communications Implementation

13. Positioning Communicate –Project –Reasons and objectives –Deliverables and usage –Benefits –Inclusion ©deWinton-Williams Consulting Ltd 2008

14. Creating the framework - overview ©deWinton-Williams Consulting Ltd 2008 Coordination by project team Activity data collected through role holders Skill/quality data collected through role holders Technical skills collected through PSLs and partners

15. ©deWinton-Williams Consulting Ltd 2008 Creating the framework - data Train internal resource if used Create straw man for activities and skills? Create template for technical skills Interviews and focus groups Check issues as you go Expand for buy-in

16. ©deWinton-Williams Consulting Ltd 2008 Creating the framework - analysis The most technical aspect of the project Ensure clean data Activities – cover everything then cut Ensure clean descriptors of skills Do not mix activities and skills Benchmark – identify what missing Insert aspirational data

17. ©deWinton-Williams Consulting Ltd 2008 Creating the framework - checking Challenge the strawman again Does it cover all activity expectations? Do skills/qualities reflect culture? Are technical skills detailed enough? Does the framework reflect the future? Will it support all processes? Is the format as you want?

18. ©deWinton-Williams Consulting Ltd 2008 Roll-out Initial communication Briefings Development planning Link to process quickly (appraisal) Refer to document as often a possible

19. ©deWinton-Williams Consulting Ltd 2008 Linking the framework to training Create personal development plans Create modular skill training programmes Create specialist programmes for seniors Position all development against the CF

20. ©deWinton-Williams Consulting Ltd 2008 Questions Coffee break – working with consultants

21. Working with consultants – set up Get referrals and research See more than one Address all your worries up front Demand transparency of deliverables Ensure clarity of expectations Set out working ‘rules of engagement’ ©deWinton-Williams Consulting Ltd 2008

22. Working with consultants - fees Check fee estimates – hidden costs Agree added value consultant investment Very expensive is not always a guarantee Set up extension contingency Set up payment plan ©deWinton-Williams Consulting Ltd 2008

23. Working with consultants - info Set up communication plan Request reporting of issues Address worries as you progress Deliver feedback Request advice and suggestions Be very honest about political pitfalls ©deWinton-Williams Consulting Ltd 2008

24. Working with consultants – questions Relationship Fees Communication Problems ©deWinton-Williams Consulting Ltd 2008