In an organisational context, a competencies model is designed to define the expected standards for each staff member according to their role. The idea is that through your daily work, you strengthen the competencies connected to your responsibilities helping you improve the quality and effectiveness of your contributions over time. This means that the growth of the organisation and of each individual go hand in hand.
There are many competencies models. For our current context at WSB, we are using a model that includes two key types of competencies:
- Core Competencies: These are shared across all staff members, regardless of position. They are directly aligned with the OneWSB values.
- Technical Competencies: These are directly linked to the specific responsibilities of each position. They may vary depending on the purpose and nature of the role, though in some cases, they may be relevant to multiple roles when the technical focus is shared.
The expected level of development for each competency differs depending on the role’s level of responsibility for each function. For that reason, the current WSB Competency Framework outlines two responsibility groups based on the nature of each role.
At this stage, the framework defines only the core competencies for WSB. You can learn more in the World Scout Bureau Competency Framework User Guide
Also, it’s important to know what we in WSB mean by a competency. In this model, we use the definition and visual model developed by Eduard Vallory, which shows that competencies are made up of three interrelated elements that come together in real-life situations. Competencies are not just abstract concepts; they are observed through action.
The three components of a competency are:
🧩 Understanding of information (knowing what to do and why it matters)
🧩 Skills (knowing how to do something effectively)
🧩 Attitudes and values (having the willingness and motivation to do it well)
These three elements should be reflected in a clear set of indicators aligned with the functions of each role, which directly support both team goals and organisational outcomes.
This model also recognises the previous knowledge each person brings to their role, enriched by new learning in the job, everyday practice, and the attitudes, values and quality are applied to the work. The combination of these factors makes you competent and prepared to respond effectively to real challenges in this case, your specific responsibilities.
Competencies Assessment
Competencies are assessed through a set of behavioural indicators. These indicators reflect observable actions and attitudes that can be identified when someone performs a task, and they help us understand to what extent a competency is being demonstrated in practice.
The assessment provides a snapshot of your current level of competency at the time it is completed. This is important to understand, as competencies evolve depending on how frequently and effectively they are put into practice. The assessment serves as a useful tool to help you identify where to take action in order to develop the competency. In some cases, you may need to strengthen the knowledge required for a task. In others, you may need to improve your ability to execute it or even revisit your motivation and attitude towards that competency. Sometimes, it’s a combination of two or more elements.
The more perspectives involved in the process, the more objective the assessment becomes, although it will never be 100% objective, as it is based on the perceptions of people who work with you. The key is to answer honestly and transparently to get to have more realistic information about which competencies need further development. That’s why, in some cases, a 360° assessment is used, which includes your self-assessment, feedback from your Line Manager, peers, and other collaborators or stakeholders. In other cases, a 180° assessment is used, which includes only your self-assessment and the Line Manager’s input.
Once the results are available, you received a visual report showing your development level for each competency based on the responses collected. You will be able to identify which competencies are stronger and which may require more focus. If your assessment includes input from multiple reviewers, you will also be able to compare how your self-perception aligns with the perspectives of others involved in your work.
Using the Results
👣 Step 1: Identify your competency gaps
Start by using the WSB Competency Framework as your reference. Look closely at the competency scores and where development is needed for your role or personal development lowest-rated competency in your assessment results and explore its components in more detail. Each competency includes both positive and negative indicators that describe how the competency shows up in practice.
In the identified competencies, focus on the specific indicators that received the lowest scores. These can become key focus areas for your development. To explore further, ask yourself some reflective questions:
- Why do I perceive this indicator as something I don’t demonstrate often?
- What knowledge or skills I am missing that would allow me to fully meet this indicator?
- What kind of support or resources would help me succeed in this area?
👣 Step 2: Identify possible actions for improvement
Each competency includes three interrelated elements: knowledge, skills, and attitudes/values. Understanding which of these areas needs attention can help you shape your next steps. Here’s how you might interpret your results:
- If the indicator reflects something you don’t fully understand or know, focus on learning or exploring that area.
- If you understand it but don’t apply it often, plan practice-based actions that challenge you to demonstrate that indicator in real situations.
- If you know and apply it but lack motivation or consistency, consider actions that boost your inspiration or improve your engagement with your work.
👣 Step 3: Discuss your results with your Line Manager
Your Line Manager can be a valuable thought partner in this process. Together, you can explore the results of your assessment, gain further input, and identify realistic actions and available resources. This conversation should be meaningful, just like your 1:1 conversation during the Performance Review. It’s a moment to align expectations, share perspectives, and define measurable, achievable goals that support both your personal growth and your team’s collective objectives.
👣 Step 4: Create a development plan
One of the best ways to use the Competency Framework is to create a Development Plan with a clear personal purpose. Your plan should outline simple, concrete steps, including actions, resources, and timelines that will help you move closer to the expected competency level.
This plan should connect directly to the goals you set for the new cycle. For more details on how to talk with your line manager, set goals and build a development plan, explore our guide Setting Goals and Development Planning.
By developing our competencies, we strengthen the way we work, support each other, and create impact for the Scouts we serve. Let’s continue to build a learning culture where everyone can thrive. 💟