Practice knowledge base
Competency Map (Career Tracks)
The Competency Map outlines role levels, skills, and behavioral examples, enabling employees to identify their next growth step and ensuring promotions are based on clear expectations.
Documentation sections
What it is
A Competency Map serves as a universal template for career tracks, documenting role levels, key skills, performance expectations, and behavioral examples. It reduces the reliance of promotions on a manager's personal impressions and facilitates a common language for discussing development. This practice is most effective when roles are already reasonably defined; if the role structure is chaotic, it is advisable to first establish clarity in areas of responsibility.
When it helps
- Employees do not understand what exactly needs to be demonstrated to advance to the next level.
- Managers evaluate the same level of maturity differently across similar roles.
- Promotions lead to disputes because growth criteria are discussed only after the decision has been made.
- Development plans consist of general advice without connection to actual role expectations.
How to start
- 1 Select one role or family of roles where questions about growth most frequently arise.
- 2 Describe 3-5 role levels through work outcomes, autonomy, and impact on others.
- 3 Gather behavioral examples for each level: what the individual does independently, where they assist the team, and what decisions they make.
- 4 Review the map with managers and several employees to eliminate unclear or overly general phrasing.
- 5 Use the map in upcoming 1:1 meetings and development reviews as a basis for discussing the next step.
Expected effect
Managers find it easier to explain growth decisions through observable behavior, while employees can select specific skills for development. The team gains a more predictable language for discussing role levels and next steps.
Common pitfalls
- The map becomes a rigid checklist and fails to account for the individual's work context.
- Levels are described using abstract qualities that cannot be observed in behavior.
- The document is created solely by HR, without validation from managers and individuals in the role.
- The map is used for evaluation but is not linked to regular feedback and development plans.
Further reading
- Book: Julie Zhuo, The Making of a Manager
- Book: Kim Scott, Radical Candor
- Book: Camille Fournier, The Manager's Path
- Documentation: SFIA Foundation, Skills Framework for the Information Age
FAQ
Who should own the competency map?
Typically, the owner is HR or the People function, but the content should be jointly managed by department heads. They understand the role's work and can verify that levels are described through realistic expectations.
Can we start without an external consultant?
Yes. Start with one role, gather expectations from managers, and behavioral examples from high-performing employees. External assistance is beneficial when many different roles need to be aligned or conflicting criteria need to be resolved.
How can we tell if the map is working?
In 1:1s and development reviews, individuals begin to refer to specific level expectations rather than general assessments. It becomes easier for managers to explain what behavior is already evident and what is needed for the next step.
What if employees perceive the map as bureaucracy?
Demonstrate how the map helps in choosing the next development step and asking specific questions to their manager. Remove phrasing that sounds like control for control's sake and does not aid in making practical work decisions.