Working as the primary thought leader and content developer I engaged with my local management team to develop a competency and roles model. This was implemented locally and subsequently substantially adopted into the global competency and roles model for the Microsoft Services business.
The structured approach to competencies and roles improved career planning, personal development plans, team balance and performance management.
Impact
The frameworks we developed provided the organisation with a common language that could be used to discuss role scope and requirements for new and existing employees. As a result we were able to have local and global standards for career levels that enable our people to move between roles and across organisational silos. When combined with the structures performance management approach we had implemented in the prior years it gave managers a better level of granularity when discussing performance.
The most important impact of this exercise was supplementing the tools that people used when building development plans. This provided the basis for a more objective discussion with their manager and a common language for comparing themselves to the rest of the team.
With the inclusion of behaviours, values and competencies we ended up with a cohesive and rounded model. This model drove not only the outcomes that we wanted but shaped the way in which the outcomes were achieved.