Dear Neetu,
While designing competency matrix, you need to take into account the measures of performance for each department or that position. Mere possession of competencies is not end in itself. The logical end is meeting performance targets by attaining those competencies. Therefore, my request is to first concentrate on the deciding on do you measure what deserves to be measured and deciding the competencies.
Let me give you example of what happens when competency matrix is developed in isolation. Right now I am dealing with a client from manufacturing sector. It is a public limited company. If you look at their balance sheet, you find that for the last five years their YoY growth is 10-20% per cent. Nevertheless, what is overlooked is "Per cent of Inventory against Sale". It has risen from 6.5% to 13% for the corresponding period. Can there be better evidence of declining operational efficiency? When the company has 13% inventory, then what amount of working capital must be getting blocked that you can imagine. Notwithstanding this gradual increase, company's HR Head remains ensconced in his world.
Today's HR has penchant for the jargon like competency matrix nevertheless, it has to serve the balance sheet of the company. Lest these interventions may give solace to the HR professionals but their vacuity remains obvious.
For further assistance if any, feel free to contact me.
Thanks,
Dinesh Divekar