The Competency Matrix

The
well-known Competency Matrix (or Competency Ladder) is usually applied
to performance and/or learning. I suggest that you apply this valuable
performance improvement tool to employee engagement as well.

Here's
a brief explanation of the Competency Matrix. (William Smiley Howell
seems to have originated it in his 1986 book, Empathic Communicator.)

The
four components–conscious and unconscious, competence and
incompetence–are cross-affiliated in a simple quadrant. The four
possibilities are

Unconscious incompetence:
One does not know that one does not know. One lacks skill and doesn't
know that she lacks skill. And, of course, the individual does not know
what she does not know.

Conscious incompetence:
One knows that he does not know. Aware of the skills and knowledge one
lacks, he is aware that others are more competent than he.

Conscious competence:
One knows that she knows. The acquisition of new skills and knowledge
allows her to apply new learning, improve performance and gain
confidence.

Unconscious competence: One does not know what one knows. Skills become habits; one performs tasks with automatic ease and "2nd nature confidence."

So, how do you apply this tool to your Employee Engagement Plan? Simple.

1. Determine
   (create, project, observe) what an employee's engagement looks like in
   each quadrant. IOW, how would an Unconscious Incompetent's behavior
   appear, as relates to your business's definitions and expectations of
   employee engagement? A Conscious Incompetent's behavior? A Conscious
   Competent's engagement? An Unconscious Competent's?
2. Discuss
   these observable behaviors often with your managers and supervisors.
   They, in turn, should use the Competency Matrix as an additional
   context in which to discuss employee engagement with their people.
3. Use
   the Competency Matrix as a developmental tool. It provides a frame of
   reference for an employee's current engagement position. It also serves
   to point the direction one wishes to achieve increased/improved
   employee engagement.
4. Self-evaluate. With
   ample understanding of the Competency Matrix and employee engagement,
   employees can offer their own self-evaluations. They can indicate where
   they view themselves on the matrix. This, coupled with a
   manager/supervisor's view of the employee's position on the matrix,
   stimulates powerful developmental conversations.

Special Note:
Unconscious Competence seems the desired end. However, without
continuous attention to improvement (or performance and engagement),
even Unconscious Competence can become stale. Using the Competency
Matrix with regular frequency keeps even the "high level" UCs
constantly improving.

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Tags: Communication, Employee Engagement, Management