Competencies are context bound. They answer the question 'What does a superior performer look like in a specific setting?' In other words, effective competencies are linked to a particular organizational target or goal. Therefore, depending on the context, models may be geared toward:
- the total organization (e.g., core competencies or values)
- an entire function (e.g., finance, human resources)
- a career level or band (e.g., individual contributor, team leader, mid-level manager, strategist, or executive)
- a specific role (e.g., HR generalist)
- a specific job (e.g., compensation analyst)
Applying competencies properly provides an excellent engine for raising the bar, promoting common standards, and integrating HR processes. However, competencies should be coupled with other interventions such as curriculum offerings and setting objective performance goals to make the fullest impact.
However, implementing competencies in multiple applications across an entire organization constitutes a large-scale change and requires significant resources and time. In other words, clarifying the critical success factors or competencies required for the success of future professionals is a necessary, but not sufficient aspect of functional transformation. All too often individuals and organizations focus on defining the specific behaviors that support excellence, neglecting deterrents to change such as culture, structural, process and learning systems.
This article emphasizes how utilizing best practices can increase the success of implementing competencies in your organization.
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Copyright 2003 Schoonover Associates 
Implementing Competency-Based Systems: A Best Practices Approach