MAC

COMPETENCY
FRAMEWORK
MANAGERS’ GUIDE
 IN THIS GUIDE INTRODUCTION

As organizations are forced to compete aggressively

• INTRODUCTION against the challenges in the job market in order to
attract and retain the best caliber employees, they
• WHAT IS A COMPETENCY? must commit to an integrated and progressive
developmental system to ensure they have the
• WHAT IS A COMPETENCY future skills required for sustainability. Accordingly
FRAMEWORK? all ambitious organizations are attempting the
development of their competency model which will
• WHY DEVELOPING A form the foundation for the on-going employees’
COMPETENCY FRAMEWORK? developmental initiatives.

• ADOPTED MODEL From this perspective MAC, contracted LOGIC Talent

Management to provide recommendations on best
• MAC COMPETENCY practices related to Competency Modeling with a
FRAMEWORK STRUCTURE primary objective of integrating the recommended
Competency Framework in their Recruitment
• COMPETENCY Process, Performance Management System, Job
Design, Reward System and all people management
DEMONSTRATION LEVELS
applications in the organization to ensure covering
• COMPETENCY GUIDE both components of performance being; objectives
(the WHAT is required – targets) and competencies
(the HOW or the behaviors required to achieve the
set objectives), where the latter is fully based on
behavioral (non-technical) competencies.

This guide has been developed to assist managers

across MAC in understanding the company’s
competency framework and performing the
different applications of it including selection,
appraisal, development, etc.
 ?
A COMPETENCY
FRAMEWORK Q1 WHAT IS A COMPETENCY?
ENABLES…
Competencies are specific observable behaviors that
• Reducing recruitment risks, demonstrate certain attitudes, skills, and motives that are
• Minimizing selection costs, essential to perform a job. They are also regarded as the
• Recognizing the potential in people, personal attributes that help employees achieve their
• Reducing staff turnover, business objectives and consequently achieve the company
• Improving productivity, goals and vision.
• Managing effective performance,
• Controlling succession planning,
• Ensuring a unified corporate identify
of an organization, which ultimately Q2 WHAT IS A COMPETENCY FRAMEWO
leads to a homogenous working
environment, and, A Competency Framework is the collectivity of selected
• Cohesively linking all HR systems competencies in one framework, which forms the
ensuring its integration. foundation for all the HR systems that are executed to
ensure a continuous development process of any
organization’s most important asset being its “Human
Capital”. It serves as the foundation for a variety of human
resources systems including selection, training,
performance management and career development. When
instilled and practiced over time, a Competency Model
projects the prevailing company identify and culture.

Q3 WHY DEVELOPING A COMPETENC

Where competencies are an instrumental factor in the
delivery of the person’s desired outcome, having a
Managers shall utilize the different
competency profile will help in the best utilization of the
tools developed for assessing
person’s capabilities through the employment lifecycle.
competencies for purposes of hiring,
selection and performance appraisal.
 ADOPTED

MODEL

MAC Competency Framework is adopted from Saville Consulting Performance Culture

Framework. Saville Consulting is an international psychometric assessment business founded in
2004 by Professor Peter Saville (previously the founder of SHL Group plc.) They operate in 80
countries and their products are available in over 35 languages.
Following many years of research with clients and academics, Saville Consulting has developed
the Performance Culture Framework, which can be applied to virtually any job in any
organization.
The underlying principle behind the selection of Saville Consulting Performance Culture
Framework for MAC, was not only the strength and comprehensiveness of Saville Consulting’s
Competency Model, but also to ensure harmony with the apparent interest demonstrated by
MAC HR Management to use scientific tools in assessing people abilities and personality, and
where Saville Consulting comes as a world leader in objective assessment. Such tools will help
MAC Management in assessing Managers and Leaders prior to taking succession planning,
promotions and other HR strategic decisions.
 MAC COMPETENCY FRAMEWORK
STRUCTURE
INDIVIDUAL SUPERVISOR MIDDLE SENIOR
CONTRIBUTO Y MANAGEMEN MANAGEMEN
R LEVEL T T

DEVELOPING EXPERTISE
CORE

TEAM WORKING

PURSUING GOALS

+ + + +
FUNCTIONA

1-3 POSITION SPECIFIC COMPETENCIES

L

+ + +
MANAGERIA

UNDERSTANDING MAKING DEVELOPING

PEOPLE DECISIONS STRATEGIES
L

MANAGING DIRECTING EMPOWERING

TASKS PEOPLE INDIVIDUALS

EMBRACING
CHANGE
 COMPETENCY DEMONSTRATION
LEVELS
INDIVIDUAL SUPERVISORY MIDDLE SENIOR
CONTRIBUTOR LEVEL MANAGEMENT MANAGEMENT

BASIC PROFICIENT ADVANCED EXPERT

You have the level of You are able to successfully You can perform the actions You are known as an expert
experience gained in a complete tasks in this associated with this skill in this area. You can provide
classroom and/or by competency as requested. without assistance. You are guidance, troubleshoot and
education or as a trainee Help from an expert may be certainly recognized within answer questions related to
on-the-job. You are required from time to time, your immediate organization this area of expertise and
expected to need help when but you can usually perform as "a person to ask" when the field where the skill is
performing this skill. the skill independently. difficult questions arise used.
• Focus is on developing • Focus is on applying and regarding this skill. • Focus is strategic;
through on-the-job enhancing knowledge or • Focus is on broad • Specialist /Authority level
experience; skill; organizational/profession knowledge, understanding
• Basic Understanding or • Detailed knowledge, al issues; and application of the
knowledge needed for the understanding and • Highly developed competency required to
job. application of the Knowledge, be successful in the job.
• Basic understanding and competency required to Understanding and • Recognized by others as
knowledge sufficient be successful in the job. application of the an expert in the
enough to handle routing • Ability to handle none competency required to competency and is sought
tasks. routing problems and be successful in the job out by others throughout
• Requires some guidance Situations. and organization. the Organization.
or supervision when • Required minimum • Can apply knowledge • Works across team,
applying the competency. guidance or outside the scope of the department and across
• Understands and can supervision /works one’s position. the organization.
discuss terminology and independently. • Is able to coach or teach • Applies skills across
concepts related to the • Consistently demonstrates others on the multiple projects or
competency. success in the Competency. functions.
competency. • Has a Long term • Able to explain issues in
• Capability of assisting perspective. relation to broader
others in the application • Helps develop materials organizational Issues.
of the Competency. and resources in the • Creates new applications
competency. and Processes.
 1
SOLVING PROBLEMS

1.1 EVALUATING PROBLEMS

1.1.1 EXAMINING 1.1.2 DOCUMENTING 1.1.3 INTERPRETING
INFORMATION FACTS DATA
 Processing Information   Writing Fluently  Quantifying Issues
 Asking Probing Questions  Understanding Logical  Applying Technology
 Finding Solutions Arguments  Evaluating Information
 Finding Facts Objectively

1.2 INVESTIGATING ISSUES

1.2.1 DEVELOPING 1.2.2 ADOPTING PRACTICAL 1.2.3 PROVIDING
EXPERTISE APPROACHES INSIGHTS
 Taking Up Learning  Applying Practical Skills  Continuously Improving
Opportunities  Learning By Doing Things
 Acquiring Knowledge and Skills  Applying Common Sense  Identifying Key Issues
 Updating Specialist Knowledge  Making Intuitive Judgment

1.3 CREATING INNOVATION

1.3.2 EXPLORING 1.3.3 DEVELOPING
1.3.1 GENERATING IDEAS
POSSIBILITIES STRATEGIES
 Producing Ideas  Developing Concepts  Forming Strategies
 Inventing Approaches  Applying Theories  Anticipating Trends
 Adopting Radical Solutions  Identifying Underlying  Envisaging the Future
Principles
 2
INFLUENCING PEOPLE

2.1 BUILDING RELATIONSHIPS

2.1.1 INTERACTING WITH 2.1.2 ESTABLISHING 2.1.3 IMPRESSING
PEOPLE RAPPORT PEOPLE
 Projecting Enthusiasm  Putting People at ease  Attracting Attention
 Making Contact  Welcoming People  Promoting Personal
 Networking  Making Friends Achievements
 Gaining Recognition

2.2 COMMUNICATING INFORMATION

2.2.1 CONVINCING 2.2.2 ARTICULATING 2.2.3 CHALLENGING
PEOPLE INFORMATION IDEAS
 Persuading Others  Giving Presentations  Questioning Assumptions
 Shaping Opinions  Explaining Things  Challenging Established Views
 Negotiating  Projecting Social Confidence  Arguing Own Perspective

2.3 PROVIDING LEADERSHIP

2.3.3 EMPOWERING
2.3.1 MAKING DECISIONS 2.3.2 DIRECTING PEOPLE
INDIVIDUALS
 Deciding on Action  Leading People  Motivating Individuals
 Assuming Responsibility  Coordinating Groups  Inspiring People
 Standing By Decisions  Controlling Things  Giving Encouragement
 3
ADAPTING APPROACHES

3.1 SHOWING RESILIENCE

3.1.1 CONVEYING SELF- 3.1.2 SHOWING 3.1.3 RESOLVING
CONFIDENCE COMPOSURE CONFLICT
 Projecting Inner Confidence  Staying Calm  Calming Upset People
 Determining Own Future  Tolerating Stress  Handling Angry Individuals
 Valuing Own Contributions  Dealing with Pressure  Resolving Arguments

3.2 ADJUSTING TO CHANGE

3.2.1 THINKING 3.2.2 EMBRACING 3.2.3 INVITING
POSITIVELY CHANGE FEEDBACK
 Being Optimistic  Coping with Change  Acknowledging Criticism
 Recovering from Setbacks  Tolerating Uncertainty  Encouraging Critical Thinking
 Projecting Cheerfulness  Adapting to New Challenges  Gathering Feedback

3.3 GIVING SUPPORT

3.2.1 UNDERSTANDING 3.2.3 VALUING
3.2.2 TEAM WORKING
PEOPLE INDIVIDUALS
 Showing Empathy  Working Participatively  Showing Consideration
 Listening to People  Encouraging Team  Tolerating Others
 Understanding Motivation Contributions  Trusting People
 Involving Others in Decisions
 4
DELIVERING RESULTS

4.1 PROCESSING DETAILS

4.1.1 MEETING 4.1.3 FOLLOWING
4.1.2 CHECKING THINGS
TIMESCALES PROCEDURES
 Meeting Deadlines  Finding Errors  Adhering to Rules
 Keeping to Schedule  Ensuring Accuracy  Following Instructions
 Finishing Tasks  Producing High Quality Work  Minimizing Risk

4.2 STRUCTURING TASKS

4.2.2 UPHOLDING 4.2.3 PRODUCING
4.2.1 MANAGING TASKS
STANDARDS OUTPUT
 Working Methodically  Behaving Ethically  Working Quickly
 Planning Activities  Maintaining Confidentiality  Maintain Productivity
 Setting Priorities  Acting with Integrity  Multi-tasking

4.3 DRIVING SUCCESS

4.3.2 SEIZING
4.3.1 TAKING ACTION 4.3.3 PURSUING GOALS
OPPORTUNITIES
 Making Things Happen  Identifying Business  Achieving Outstanding Results
 Using Initiative Opportunities  Acting With Determination
 Investing Energy  Generating Sales  Persisting through Difficulties
 Outperforming Competitors