Competencies have been the main player in town when it comes to organisational behaviour for the past few decades. However, many organisations find themselves with complex, and sometimes multiple, competency frameworks that are difficult to apply meaningfully across all areas of the business. Traditional competency frameworks also can fail to adequately capture the interconnected nature of behaviour at work and the extent to which the way individuals act at front-line level is strongly influenced by behaviour elsewhere in the organisation.
The Keil Centre has considerable knowledge and expertise in helping client organisations achieve behaviour change and the maintenance of consistent standards in the high-hazard and high-reliability industries. Our approach to developing clear, integrated behaviour frameworks allows everyone in an organisation to understand what their roles and responsibilities are in building a robust culture that helps deliver a strong safety performance. Recently, we have extended this approach beyond the safety arena to cover all business functions and activity and applied this across a wider range of industries. The result is a framework of behaviour that everyone can relate to and apply, from manager to front-line staff – could this be a progression from traditional competency models?