Competency Mapping Tool

This tool is designed to accompany the Develop a Comprehensive Competency Framework storyboard and Comprehensive C
final competencies, use this tool to map proficiency levels to roles to describe the desired behaviors employees are expected t

Two different approaches to assigning proficiency levels are provided: role-by-role and grouping.

Tab 2: Selected Competencies

Provides an overview of the finalized competencies, including the name, definition, and proficiency level behavioral statements

Tab 3: Role-by-Role Assignment

Use this tab to select custom proficiency levels for each role that best reflect their day-to-day responsibilities.

Tab 4: Grouping Assignment

Use this tab to assign proficiency levels based on pre-determined criteria or classification for all roles within the grouping (e.g.
proficiency).

For acceptable use of this template, refer to McLean & Company's Terms of Use. These documents are intended to supply ge
professional, personal, legal, or accounting advice, and are not intended to be used as a substitute for any kind of professiona
whole or in part as a basis and guide for document creation. To customize this document with corporate marks and titles, simp
information in the Header field of this document.
Selected Competencies
Copy and paste the finalized competencies' name, definition, and proficiency level behavioral stateme
Input the competency descriptions in the appropriate tables below: Core Competency, Leadership Co

All competencies shown here are for example purposes only. Replace with the competencies selecte

Core Competency

Customer Focus
Teamwork and Collaboration

Communication

✘
✘

Inclusion

Core 4

Core 5

Leadership Competency

People Leadership
Problem Solving and Decision Making

Managing Through Change and Uncertainty

Leadership 4

Leadership 5
Function A

Function 1

Function 2

Function 3

Function 4

Function 5

Function B

Function 1
Function 2
Function 3
Function 4
Function 5
Function C

Function 1
Function 2
Function 3
Function 4
Function 5

Function D

Function 1
Function 2
Function 3
Function 4
Function 5
name, definition, and proficiency level behavioral statements from the table in Tab 5: Select Your Competencies o
propriate tables below: Core Competency, Leadership Competency, and Functional Competency.

ple purposes only. Replace with the competencies selected for your organization.

Definition

Prioritizes and takes action on the needs of both internal

and external customers. Designs and delivers products
and services with the customer experience top of mind.
Capable of working well with others both on the team and
cross-functionally to achieve individual goals, team goals,
department goals, and/or organizational goals. Values
diverse perspectives and working with others as a way to
achieve the best output possible.

Effectively and appropriately interacts with others to build

relationships, influence others, and facilitate the sharing
of ideas and information. Uses tact and diplomacy to
navigate difficult situations. Relays key messages by
creating a compelling story, targeted to specific
audiences.
Contributes to an environment in which all employees feel
a sense of belonging, valued for their differences, and
empowered to participate and contribute freely.

Definition

Inspires, motivates, and empowers people to achieve

organizational goals. Coaches, mentors, and manages
employee experience and employee performance through
mindful preparation. Creates space for others to lead.
Uses critical thinking to evaluate problems, gather
information, understand causes, and identify best
possible solutions. Invests time in planning, discovery,
and reflection to drive better decisions and more efficient
implementations.

Adjusts thinking and behavior to resiliently face change,

and uses experience to fuel growth. Embraces failure as
a learning opportunity for themselves and others. Enables
the process of change and transition while helping others
deal with the effects of change.
Definition

Definition
Definition

Definition
 ements from the table in Tab 5: Select Your Competencies of the Comprehensive Competency Library tool.
p Competency, and Functional Competency.

ected for your organization.

Level 1

• Responsive to internal and external customer requests.

• Actively listens and asks questions to determine
customer needs.
• Addresses internal and external customer inquiries
promptly.
• Keeps customers up to date and well informed.
• Brings forward internal and external customer service
incidents and concerns.
• Takes pride in delivering high-quality service.
• Understands their role on the team and the associated
responsibilities and accountabilities.
• Treats team members with respect.
• Contributes to team decisions and to the achievement of
team goals and objectives.
• Demonstrates a positive attitude.

• Works cross-functionally to achieve common goals and

to support the achievement of other teams'/departments'
goals.
• Values working on a diverse team and the importance of
differing perspectives to develop unique solutions or
ideas.

• Actively listens, learns through observation, and uses

clear and precise language.
• Possesses an open and approachable demeanor with a
positive and constructive tone.
• Demonstrates interest in the thoughts and feelings of
others.
• Considers potential responses of others before speaking
or acting.
• Checks own understanding of others' communications
by repeating or paraphrasing.
• Demonstrates self-control in stressful situations.

• Provides clear, concise information to others via verbal

or written communication.
• Respects the uniqueness of individuals.
• Listens to others’ points of view with an open mind and
tries to relate to their experience.
• Understands the impact of their own actions and how
others might perceive them.
• Speaks up and challenges non-inclusive behaviors and
work practices.

Level 1

N/A for the first table

• Alerts others to possible problems in a timely manner.
• Seeks appropriate support to solve problems.
• Actively contributes to the creation and evaluation of
possible solutions.
• Acts on solutions selected and decisions made as
directed.
• Makes effective decisions about how to complete work
tasks.
• Demonstrates the capability of breaking down concrete
issues into parts and synthesizing information succinctly.
• Collects and analyzes information from a variety of
sources.

• Able to make decisions when faced with uncertainty.

• Able to work effectively in a changing environment.
• Being open to and respecting new ideas.
• Open to changing processes, practices, and direction.
• Readily adapts to change and uncertainty.
• Participates in initiatives designed to prepare for
change.
Level 1

Level 1
Level 1

Level 1
encies of the Comprehensive Competency Library tool.

Level 2

• Applies knowledge about the customer to inform

decision making and problem solving.
• Strives to provide additional value to the customer
experience.
• Actively solicits internal and external customer feedback
in order to improve business relationships.
• Suggests ways to improve the customer experience.
• Collaborates with colleagues to deliver high-quality
service.
• Fosters team camaraderie, collaboration, and cohesion.
• Understands the impact of one's actions on the ability of
team members to do their jobs.
• Respects the differences other team members bring to
the table by openly seeking others' opinions.
• Helps the team accomplish goals and objectives by
breaking down shared goals into smaller tasks.
• Approaches challenging team situations with optimism
and an open mind, focusing on coming to a respectful
conclusion.
• Makes suggestions to improve team engagement and
effectiveness.
• Supports implementation of team decisions.

• Professionally gives and seeks feedback in order to

achieve common goals.
• Values working on a diverse team and the importance of
differing perspectives to develop unique solutions or
ideas.

• Seeks to understand others' points of view, looking at

verbal and non-verbal cues to encourage open and
honest discussions.
• Invites and encourages others to participate in
discussions.
• Projects a sincere and genuine tone. Remains calm
when dealing with others who are upset or angry.
• Provides and seeks support to improve communication.
• Does not jump to conclusions or act on assumptions.
• Tailors messages to meet the different needs of
different audiences.
• Accurately interprets responses of others to their words
and actions.
• Provides feedback effectively and with empathy.

• Coaches employees and managers on how to

effectively communicate.
• Values the differences that individuals bring to the team.
• Openly seeks diverse opinions and ensures everyone is
heard.
• Makes it safe to propose new ideas.
• Shares credit for success.
• Gives team members decision-making authority.

Level 2

• Supports team members in accomplishing goals and

objectives.

• Continuously encourages employee development by

exposing people to appropriate learning opportunities.

• Demonstrates a positive and approachable presence,

even during stressful situations.
• Delegates high-value work to the most appropriate
individual or role.
• Adopts a mindful, reflective approach to coaching and
mentoring through a strong understanding of employees'
strengths, weaknesses, and role interdependencies.
• Recognizes positive performance and celebrates team
achievement.
• Addresses poor performance.
• Seeks information and input to fully understand the
cause of problems.
• Takes action to remove obstacles and address
problems before they impact performance and results.
• Initiates the evaluation of possible solutions to problems.
• Makes effective decisions about work task prioritization.
• Appropriately assesses risks before making a decision.
• Effectively navigates through ambiguity, using multiple
data points to analyze issues and identify trends.
• Does not jump to conclusions.
• Draws logical conclusions and provides opinions and
recommendations with confidence.
• Takes ownership over decisions and their
consequences.

• Actively communicates and advocates the advantages

of change and how it will affect current practice.
• Shares constructive coping strategies with team
members.
• Acknowledges uncertainty and accepts that change is
constant.
• Identifies and brings forward obstacles to change.
• Follows, implements, and communicates change
management strategies and plans.
• Leverages change management best practices.
• Readily adapts to change and uncertainty.
Level 2

Level 2
Level 2

Level 2
ol.

Level 3

• Assesses and addresses underlying internal and

external customer needs beyond those originally
expressed.
• Identifies and implements best practices and solutions
to improve customer service.
• Designs processes with the customer experience top of
mind.
• Implements systems to record and analyze customer
feedback and the overall customer experience.
• Coaches employees on how to manage and build
internal and external customer relationships.
• Creates an environment where employees are
empowered to put customers first.
• Demonstrates ownership and accountability for
team/department outcomes.
• Motivates the team toward achieving goals and
exceeding expectations.
• Reaches out to other teams and departments to build
collaborative, cross-functional relationships.
• Creates a culture of collaboration that leverages team
members' strengths, even when the team is remote or
virtual.
• Leads initiatives to improve team engagement and
effectiveness.
• Builds consensus to make and implement team
decisions, often navigating through challenging tasks or
interpersonal obstacles.
• Values leading a diverse team and the importance of
differing perspectives to develop unique solutions or
ideas.

• Ensures effective communication takes place at the

departmental level.
• Engages stakeholders using appropriate communication
methods to achieve desired outcomes.
• Creates opportunities and forums for discussion and
idea-sharing.
• Demonstrates understanding of the feelings,
motivations, and perspectives of others, while adapting
communications to anticipated reactions.
• Coaches others on how to craft effective messages.
• Shares insights about their own strengths, weaknesses,
successes, and failures to show empathy, and help
others relate.
• Discusses contentious issues without getting defensive
and maintains a professional tone.
• Actively promotes and celebrates individual differences.
• Enables an environment where people feel safe to
speak openly.
• Rallies employees to communicate their ideas and
share differing perspectives.
• Shares insights about their own strengths, weaknesses,
successes, and failures to show empathy and help others
relate.
• Recognizes and rewards inclusive behavior.
• Demonstrates accountability for ensuring work practices
are inclusive.

Level 3

• Demonstrates accountability for team outcomes and

develops an environment of accountability in others.
• Coaches others to improve, develop, and become more
confident in their capabilities.
• Pays attention to employee engagement and morale,
and seeks out opportunities for improvement.
• Effectively balances people needs with strategic and
operational business priorities.
• Encourages others to take on the role of leader when
appropriate, creating space for the others to lead.
• Coaches direct reports to mindfully examine their own
performance and employee experience.
• Fosters excitement and enthusiasm in employees by
appropriately recognizing and rewarding organizational,
team, and individual successes.
• Effectively addresses complex performance
management issues.
• Demonstrates broad knowledge of information sources
that can be used to assess problems and make
decisions.
• Invests time in planning, discovery, and reflection to
drive better decisions.
• Effectively leverages hard data as inputs to making
decisions.
• Garners insight from abstract data and makes
appropriate decisions.
• Coaches others in effective decision-making practices.
• Delegates authority to solve problems and make
decisions.

• Thinks several steps ahead in deciding the best course

of action, anticipating likely outcomes, risks, or
implications.
• Establishes metrics to aid in decision making, for self
and teams.

• Coaches leaders on change management and activities,

identifying best practices.
• Ensures others are supported in adapting to change.
• Listens and responds to feedback regarding change and
uncertainty.
• Anticipates and mitigates obstacles, risks, and business
disruptions caused by change initiatives.

• Plans, implements, and communicates change

initiatives.
• Presents the business need for change in positive yet
realistic terms.
• Assesses change impacts and adjusts plans as
necessary.
• Readily adapts to change and uncertainty.
Level 3

Level 3
Level 3

Level 3
 Level 4

• Anticipates future internal and external customer needs

and incorporates them into goal setting, products, and
services.
• Identifies new opportunities for developing internal and
external customer bases.
• Prioritizes and continuously communicates the
importance of exceptional customer service.
• Forms strategic relationships with other organizations to
improve the customer experience.
• Fosters a service orientation in the organization's
management team.
• Designs processes with the customer experience top of
mind.
• Creates a culture of collaboration among teams,
departments, external business partners, and all
employee levels.
• Breaks down silos to achieve inter-departmental
collaboration.
• Demonstrates ownership and accountability for
team/department/organizational outcomes.
• Uses an inclusive and consultative approach in setting
team goals and objectives and making team decisions.
• Coaches managers on how to identify and proactively
mitigate potential points of team conflict.
• Recognizes and rewards teamwork throughout the
organization.

• Provides the tools and resources necessary for teams to

succeed.
• Values diverse teams and the importance of differing
perspectives to develop unique solutions or ideas.

• Sets and exemplifies standards for respectful and

effective communications in the organization.
• Comfortably delivers strategic messages supporting
their function and the organization at the enterprise level.
• Communicates with senior level executives on complex
organizational issues.
• Promotes inter-departmental communication and
transparency.
• Achieves buy-in and consensus from people who share
widely different views.
• Shares complex messages in clear, understandable
language.
• Accurately interprets how they are perceived by others.
• Rallies employees to communicate ideas and share
differing perspectives to drive innovation.
• Demonstrates self-awareness of biases and preferences
for how to get things done.
• Uses an inclusive approach in setting strategic direction
and making decisions.
• Recognizes and rewards inclusive behavior throughout
the organization.
• Influences others to promote and embrace diversity and
inclusion.
• Helps the organization to understand the business case
for diversity and inclusion.
• Creates accountability for diversity and inclusion
progress in the organization.

Level 4

• Demonstrates accountability for strategic people

leadership goals and plans.
• Champions the improvement of organizational people
practices.
• Demonstrates belief in the value of people as
individuals; applies influence to improving the employee
experience.
• Creates opportunities to recognize the organizational
contributions of individuals and teams.

• Has a strong understanding of their team's capabilities.

• Seeks input when making decisions that impact their

people.
• Creates an environment where people are capable of
recognizing when they are the appropriate leader and
readily step up to lead when required.
• Encourages a culture with a mindful approach to
coaching, employee performance, and employee
experience.
• Prioritizes objective and ambiguous information, and
analyzes this when making decisions.
• Solicits a diverse range of opinions and perspectives as
inputs to decision making.
• Applies frameworks to decision making, particularly in
situations that have little base in prior experience.
• Makes effective decisions about organizational priorities.
• Holds others accountable for their decisions and
consequences.
• Creates a culture of empowerment and trust to facilitate
effective problem solving and decision making.

• Makes sound decisions that have organization-wide

consequences and that influence future direction.

• Cultivates and embodies a culture that views uncertainty

as an opportunity and supports change and innovation.
• Collaborates across the organization on change
initiatives.
• Develops and manages change management strategies
for major organizational change.
• Leads and champions change in the organization. Acts
as a role model.
• Anticipates and mitigates obstacles, risks, and business
disruptions caused by change initiatives.

• Personally communicates a clear vision and strategy for

the change and its impact.
• Continuously seeks to advance knowledge and best
practices in change management.
• Readily adapts to change and uncertainty.
Level 4

Level 4
Level 4

Level 4
Role-by-Role Assignment
Use this table to select custom proficiency levels for all roles based on a role-by-role approach.
Click on the plus/minus columns in the top row (above the lettered colmns) to expand the view in order to see the co
selection.
Competency names and definitions in row 6 are auto-populated from tab 2. No input is needed here.

Refer to Slide 35 in the Develop a Comprehensive Competency Framework storyboard for more information on the role-by
Step 1: List all roles at the organization in column B, starting in cell B7.
Step 2: Select the desired proficiency level from the dropdown list for all competencies relevant to the role, working your w
Step 3: After completing an initial pass through the proficiency level assignments, validate by comparing roles to their job
guidance on the validation step.

Row 4 and 5 are currently locked to protect the formulas. To unlock the cells, click Review - Unprotect Sheet, and enter th

Before starting, delete the grey example text and replace it with your own.

Core Leadership Function A

Managing Through Change and Uncertainty

Problem Solving and Decision Making
Teamwork and Collaboration

People Leadership
Customer Focus

Communication

Leadership 4

Leadership 5

Function 1

Function 2

Function 3
Core 4

Core 5

Role

Social Media Marketing

2 2 1 1 2 1
Specialist
 Project Portfolio Manager 3 3 2 2 2 3

Director, Talent Management 4 4 3 3 2 3

Vice President, Accounting 4 4 4 4 3 4

Role
Role
Role
Role
Role
Role
Role
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Role
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Role
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Role
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Role
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Role
Role
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Role
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Role
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h.
view in order to see the competency definitions and proficiency level descriptions based on proficiency level

here.

e information on the role-by-role assignment approach.

to the role, working your way across the row.

omparing roles to their job descriptions. Make any adjustments as necessary. Refer back to Slide 35 for

protect Sheet, and enter the password: McLean

Function A Function B Function C Function D

Function 4

Function 5

Function 1

Function 2

Function 3

Function 4

Function 5

Function 1

Function 2

Function 3

Function 4

Function 5

Function 1

Function 2

Function 3

Function 4

Function 5
Grouping Assignment

Use this table to select and document proficiency levels for all roles based on a grouping approach. Roles are grouped b
Click on the plus/minus columns in the top row (above the lettered colmns) to expand the view in order to see the co
Competency names and definitions in row 12 are auto-populated from tab 2. No input is needed here.

Refer to Slide 35 in the Develop a Comprehensive Competency Framework storyboard for more information on the groupi
Step 1: Select your grouping approach and input the four levels in cells C6 to C9. This template is designed for competen
Step 2: Document the roles in column B, starting with cell B13.
Step 3: Cell C13 and below are built with a dropdown list based on the inputs of cells C6 to C9. Select the grouping categ
competencies for this role will be populated with 1).
Step 4: If you have exceptions and need to change a few competencies from their auto-populated assignment (e.g., a leve
numerical number. Columns D to BJ are currently locked from Row 11 and beyond to protect the formulas. To unlock the c
Step 5: After completing an initial pass through the proficiency level assignments, validate by comparing roles to their job

Before starting, delete the grey example text and replace it with your own.

Competency
Grouping
Proficiency Level
Level 1 1
Level 2 2
Groups
Level 3 3
Level 4 4

Co
Customer Focus

Role Group
 Social Media Marketing
Level 1 1
Specialist

Project Portfolio Manager Level 2 2

Director, Talent Management Level 3 3

Vice President, Accounting Level 4 4

Role
Role
Role
Role
Role
Role
Role
Role
Role
Role
Role
Role
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Role
Role
Role
Role
Role
Role
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Role
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Role
Role
Role
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Role
Role
Role
Role
Role
Role
Role
Role
Role
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es based on a grouping approach. Roles are grouped based on common criteria or characteristics (e.g. entry-level). Assumptions are mad
tered colmns) to expand the view in order to see the competency definitions and proficiency level descriptions.
from tab 2. No input is needed here.

Framework storyboard for more information on the grouping assignment approach.

n cells C6 to C9. This template is designed for competency assignments with 4 levels.

on the inputs of cells C6 to C9. Select the grouping category for each role from the dropdown list in column C, and the competency proficien

encies from their auto-populated assignment (e.g., a level 1 grouping requiring a level 3 proficiency in communication instead of level 1), m
w 11 and beyond to protect the formulas. To unlock the cells, click Review - Unprotect Sheet, and enter the password: McLean
vel assignments, validate by comparing roles to their job descriptions. Make any adjustments as necessary. Refer back to Slide 35 for guida

our own.

Core
Teamwork and Collaboration

Prioritizes and takes action on the needs of both internal and external customers.
Designs and delivers products and services with the customer experience top of mind.
Communication

Core 4

Core 5
• Responsive to internal and external customer requests.
• Actively listens and asks questions to determine customer needs.
• Addresses internal and external customer inquiries promptly.
• Keeps customers up to date and well informed.
• Brings forward internal and external customer service incidents and concerns.
• Takes pride in delivering high-quality service. 1 1 1 1

• Applies knowledge about the customer to inform decision making and problem
solving.
• Strives to provide additional value to the customer experience.
• Actively solicits internal and external customer feedback in order to improve business
relationships.
• Suggests ways to improve the customer experience.
• Collaborates with colleagues to deliver high-quality service.
2 2 2 2

• Assesses and addresses underlying internal and external customer needs beyond
those originally expressed.
• Identifies and implements best practices and solutions to improve customer service.
• Designs processes with the customer experience top of mind.
• Implements systems to record and analyze customer feedback and the overall
customer experience.
• Coaches employees on how to manage and build internal and external customer
relationships.
• Creates an environment where employees are empowered to put customers first. 3 3 3 3

• Anticipates future internal and external customer needs and incorporates them into
goal setting, products, and services.
• Identifies new opportunities for developing internal and external customer bases.
• Prioritizes and continuously communicates the importance of exceptional customer
service.
• Forms strategic relationships with other organizations to improve the customer
experience.
• Fosters a service orientation in the organization's management team. 4 4 4 4
• Designs processes with the customer experience top of mind.
evel). Assumptions are made of the proficiency level across all competencies for the group. (e.g. entry-level roles will get a level 1 for all com
.

d the competency proficiency levels for that row will automatically be populated with an assigned numerical level (e.g., if the grouping is lev

cation instead of level 1), manually type the desired proficiency level number in the cell (for example, H13). The formula in the cell will be rep
sword: McLean
er back to Slide 35 for guidance on the validation step.

Leadership Function A Function B Function C

Managing Through Change and Uncertainty
Problem Solving and Decision Making
People Leadership

Leadership 4

Leadership 5

Function 1

Function 2

Function 3

Function 4

Function 5

Function 1

Function 2

Function 3

Function 4

Function 5

Function 1

Function 2

Function 3

Function 4
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4
oles will get a level 1 for all competencies).

evel (e.g., if the grouping is level 1, then all

he formula in the cell will be replaced with the

unction C Function D
Function 5

Function 1

Function 2

Function 3

Function 4

Function 5
1 1 1 1 1 1

2 2 2 2 2 2

3 3 3 3 3 3

4 4 4 4 4 4