The era of the individual

As we move towards a 'people first' approach to HR, it is timely to review the Career Framework to ensure that it gives a view to the options and career tracks available - to move laterally, horizontally and diagonally within the organisation - and that employees can proactively manage their own career in the era of the individual.


The Reality of Today

Employees want to better understand how to grow their careers. Mercer's research found that one-third of employees are stuck in a job, not a career; and most would stay longer if they had a career path.

What seems like unique individual talent, is usually a cluster of technical and core proficiencies that can be replicated. As we continue to grow, we need a way to translate the talent qualities of our best performers to replicable competencies that we can help other employees develop, or can help us identify similar talent to bring in from outside.

While structure and fluidity seem like two opposing concepts, they are stronger when they complement each other.











1,8000 companies


surveyed showed that most organisations struggle to get the 'pace' of movement right in their career frameworks



A competency framework underpins core HR programmes


  • Articulates a career philosophy that supports strategic goals
  • Aligns job families, competencies and accountabilities across the organisation
  • Defines critical experiences, knowledge and skills necessary for career progression
  • Identifies flexible career paths not only within functions but across the organisation
  • Empowers managers to support employees through effective conversations
  • Empowers employees to actively manage their career choices
  • Use the Competency Framework to anchor other HR processes
Competency framework

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