Change Manager

Competency Models

Summary of the 3 levels

Foundation | Specialist | Master
 Competency Model – Summary of 3 Levels

CHANGE MANAGER COMPETENCY MODELS

The Change Management Institute Change Manager Competency Models set an independent
industry benchmark for change management practitioners at 3 different levels:
 Foundation
 Specialist
 Master

The Change Management Institute is committed to the creation, evolution and promotion of professional
standards in Change Management. The Change Manager Competency Models have been developed in
consultation with practitioners and employers across the world. The model is is used in a variety of ways and is
reviewed regularly to ensure that it remains current.

The Competency Models are clusters of behaviours that are related to success in a given role. This provides a
strong focus on what change practitioners can and would be expected to do in their roles. For guidance on
what change practitioners must know in order to display those competencies effectively please refer to the CMI
Change Management Body of Knowledge (CMBoK).

A valuable resource for individuals and organisations:

 Members can review the Models to help build their skills and capabilities, or to prepare themselves for CMI
Accreditation
 Organisations can build change capability in their HR, Change Management and Programme Teams
 Recruiters can ensure they are seeking the full breadth and depth of skills required for change
management roles
 Training and Education Providers can use the Models to assist with their course curriculum and learning
modules
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 Competency Model – Summary of 3 Levels

Three Competency Models:

Three Competency Models have been developed for Change Managers at different points in their career:
 Foundation
 Specialist
 Master

The skill topic areas are similar across the Models, but the key difference is in the depth and breadth of
experience expected at each level.

CMI Accreditation:
The Competency Models are the assessment standard for the Change Management Institute’s Accredited
Change Manager program. CMI Accreditation is an independent assessment of a candidate’s ability to
demonstrate the behaviours outlined in the model.

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 Competency Model – Summary of 3 Levels

Definition: Change Manager Foundation

A Foundation level Change Manager understands the principles and
actions underpinning successful implementation of workplace change.
They have the skills and knowledge required to provide support to
specialist and master level Change Managers in the analysis, planning, 1.
Skill Topic Area:
administration and implementation activities of a change programme
Facilitating Change

Definition: Change Manager Specialist

A Change Manager Specialist practitioner has the expertise to apply the
change principles, processes, behaviours and skills necessary to 1.1
effectively prepare an impacted audience for a sustainable change. Skill Topic Area Definition:
The consideration of
each change individually
Definition: Change Manager Master and the planning of the
most appropriate
A Change Manager Master practitioner has mastery of the change principles, approach to the situation
processes, behaviours and skills necessary to effectively identify, manage,
initiate and influence change, and manage and support others through it.
1.1.1
Indicative Behaviour
Definition: Behavioural Competencies Change Readiness -
Correctly assesses
Clusters of behaviours that are related to success in a given role employees’ readiness for the
change, builds the change
& communication plan and
Format for displaying competencies messages accordingly and
conducts regular review
1. Skill Topic Area
1.1 Definition of Skill Topic Area
1.1.1 Indicative Behaviours for each Skill Topic
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 Competency Model – Summary of 3 Levels

SKILL TOPIC AREAS

Facilitating Change .………………………………………………………………………………………………………………... 6
Impact Assessment (Foundation) ………………………………………………………………………………….…………….. 9
Strategic Thinking (Specialist and Master) ……………….…………………………….…………………………….………… 10
Thinking and Judgement ………………………………………………………………………………………………………….. 12
Influencing Others …………………………………………………………………………………………………………………... 14
Coaching for Change (Specialist and Master) ……………………………………………………………………………….. 16
Project Management ………………………………………………………………………………………………………..……...18
Communicating Effectively ……………………………………………………………………………………………………….. 21
Self Management ……………………………………………………………………………………………………….…………...24
Facilitation – Meetings ……………………………………………………………………………………………………………... 26
Professional Development ………………………………………………………………………………………………………… 28
Specialist Expertise – Training (Foundation) ……………………………………………………………………………………. 29
Specialist Expertise – Communication (Foundation) …………………………………………………………………………. 30
Specialist Expertise – Training (Specialist and Master) ……………………………………………………………………….. 31
Specialist Expertise – Communication (Specialist and Master) ………………………………………………………….… 32

Note: The skill topic areas are almost the same for each of the three levels of Competency Model – Foundation,
Specialist and Master. It is the depth and breadth of experience that is different and this is reflected in the
indicative behaviours.

The competency behaviours in italics in the Master column are the behaviours that are different from the Specialist
level.

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Facilitating The consideration of each change individually and the planning of the
Change most appropriate approach to the situation
Behaviours Foundation
Principles of Change Understands that each change
is different, and develops an
approach and plans to suit the
particular situation
The Environment Consistently remains open to
ideas, supports and uses good
ideas to solve problems and
address issues
Can appreciate when
stakeholders are impacted by
other changes concurrently and
works successfully within that
context
Competency Model – Summary of 3 Levels
Specialist
Understands and applies the
principles, types and stages of
change and develops
approaches to suit the situation
Understands the tools,
methodology and models to
draw on when facilitating
change
Can competently apply the
behaviours and skill of
managing change
Consistently remains open to
ideas, supports and uses good
ideas to solve problems and
address issues
Considers business context and
priorities when diagnosing
change environment
Accurately identifies potential
sources of resistance and
anticipate concerns
Master
Understands and applies the
principles, types and stages of
change and develops
approaches to suit the situation
Understands the tools,
methodology and models to
draw on when facilitating
change
Can competently apply the
behaviours and skill of
managing change
Consistently remains open to
ideas, supports and uses good
ideas to solve problems and
address issues
Considers the organisation’s
strategy, structure, process and
culture when diagnosing
change including
organisational, individual,
economic, cultural, social and
political forces
Accurately identifies potential
sources of resistance and
anticipate concerns
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Behaviours Foundation
Business Focus
Change Readiness Understands the meaning and
importance of change
readiness and works with
Change Manager to ensure an
integrated approach to
impacted employees
Understands the tools,
methodology and models used
in managing change readiness
Competency Model – Summary of 3 Levels
Specialist
Recognises and effectively
communicates and manages
the business case for change –
the costs and the benefits
Correctly assesses employees’
readiness for the change, builds
the change & communication
plan and messages accordingly
and conducts regular review
Understands the different
considerations and elements of
employees’ readiness for the
change and is able to conduct
the assessment and build the
change plans and key
messages accordingly
Works to minimise complexities,
contradictions and paradoxes or
reduce their impact
Clarifies direction and smooths
the process of change
Uses the data gathered in
change readiness and impact
assessments to inform design,
planning and implementation
activities and priorities
Master
Recognises and effectively
communicates and manages
the business case for change –
the costs and the benefits
Uses change as an opportunity
to advance business objectives
Correctly assesses employees’
readiness for the change, builds
the change & communication
plan and messages accordingly
and conducts regular review
Highlights highest areas of
potential risk using insights from
readiness assessments
Works to minimise complexities,
contradictions and paradoxes or
reduce their impact
Unifies leadership support for
direction and smooths the
process of change
Uses the data gathered in
change readiness and impact
assessments to inform
stakeholder and governance
decisions on implementation
activities and priorities
Rewards effort to change
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 Competency Model – Summary of 3 Levels
Behaviours Foundation Specialist
Able to identify the overt
Culture Awareness
cultures of the organisation and
their influence on the change
Designs solutions that take
prevailing cultures into account
Master
Able to identify both the overt
and covert cultures of the
organisation and their influence
on the change
Designs approach and plans
that leverage, remediate or
accommodate prevailing
cultures
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 Competency Model – Summary of 3 Levels

IMPACT ASSESSMENT The identification of impacted stakeholder needs in the areas of

(FOUNDATION) training and communication

Behaviours Foundation
Project Roles Understands the various roles in the project team and can draw on their expertise where needed
Change Impact Tools Able to define a draft current state and future state for impacted stakeholders by referring to relevant
project sources and documents e.g. Business Requirements and Process Flow documents
Understands the role of changed business processes in the development of training requirements
Can read business process documentation and draw on it to inform the Impact Assessment
Impact Analysis Able to accurately define the term ‘Impact Analysis’ and understand the importance of its role in a
change project
Works with Change Manager to confirm all impacted stakeholders are identified
Can prepare a comprehensive Impact Analysis document, detailing impact by department, team
and individual
Confirms accuracy of Impact Analysis document details with impacted stakeholders and business
owners, making changes as required

Training Needs Uses the Impact Analysis to prepare a strategy document on training needs for all impacted
stakeholders

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STRATEGIC THINKING The application of information on internal and external drivers for
(SPECIALIST AND MASTER) the change when scoping, planning and making decisions
Behaviours Specialist
Vision Develops, reinforces and communicates a clear
vision
Understands and leverages the drivers for
change)
Accurately identifies the scope and complexity of
change
Builds communication strategy based on scope
Can quickly assess the current business landscape
for a change and identify other activities or
initiatives that may become opportunities or
issues.
Assess Readiness Regularly monitors organisational readiness for
change
Strategic View
Recognises likely impacts on business strategies
and plans and alerts business owners
Recognises the need for integration across
multiple change programs and projects that will
impact common stakeholders
Competency Model – Summary of 3 Levels
Master
Develops, reinforces and communicates a clear
vision
Understands the drivers for change in the
organisation’s strategy and aligns change and
key messages with strategic aims and goal.
Maintains a long term, strategic and tactical view
of the change in order to identify risks and
opportunities
Accurately identifies the scope and complexity of
change
Builds communication strategy based on scope
Can quickly assess the current business landscape
for a change and identify other activities or
initiatives that may become opportunities or
issues.
Regularly monitors organisational readiness for
change
Challenges thinking and questions assumptions in
a constructive way
Recognises likely impacts on business strategies
and plans and alerts business owners
Correctly assesses the impact of other changes
and adapts approach, exploits opportunities or
takes mitigation action as required
Recognises the need for integration across
multiple change programs and projects that will
impact common stakeholders
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 Competency Model – Summary of 3 Levels

Behaviours Specialist Master

Sustainable Outcome Builds lasting solutions, owned by the business,
which take account of other current and future
changes in the business

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THINKING AND The application of logic and thinking processes to analyse situations and
JUDGEMENT problems so as to design effective solutions. The demonstration of the
capacity to reflect, analyse and develop workable frameworks and
plans
Behaviours Foundation
Analytical Thinking Works systematically to resolve
problems, identify causes,
anticipate implications and
make informed decisions
Can apply knowledge to new
situations
Research Can use quality research
methods to gain information
required for the training and
communication components of
the change
Holistic Perspective Can maintain a holistic
perspective, ‘big picture’, rather
than only positional or functional
viewpoints
Acknowledges and allows for
other changes impacting
stakeholders
Competency Model – Summary of 3 Levels
Specialist
Works systematically to resolve
problems, identify causes,
anticipate implications and
make informed decisions
Critically questions information
and uses insights obtained to
understand the situation
Uses a range of quality research
methods to gather accurate
information about impacts and
relevant solutions
Can maintain a holistic
perspective, ‘big picture’, rather
than only positional or functional
viewpoints
Acknowledges and allows for
other changes impacting
stakeholders
Master
Works systematically to resolve
problems, identify causes,
anticipate implications and
make informed decisions
Critically questions information
and uses insights obtained to
understand the situation
Draws out the key issues to
identify underlying trends
Reflects and questions own
assumptions
Is able to access a wide range
of overt and covert information
and data to inform the
approach and solutions
Can maintain a holistic
perspective, ‘big picture’, rather
than only positional or functional
viewpoints
Considers broad potential
consequences of decisions
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Behaviours
Holistic Perspective (cont)
Decision Making
Foundation
Makes timely decisions
Sets priorities based on
adequate information
Develops comprehensive
solutions and plans
Recognises own capability and
knows when to escalate an issue
Competency Model – Summary of 3 Levels
Specialist
Identifies ‘root causes’ to
problems and takes appropriate
action
Makes timely decisions
Sets priorities based on
adequate information
Develops comprehensive
solutions and plans
Is neither premature nor
reluctant in reaching
conclusions
Master
Identifies ‘root causes’ to
problems and takes appropriate
action
Makes timely decisions
Sets priorities based on
adequate information
Develops comprehensive
solutions and plans
Is neither premature nor
reluctant in reaching
conclusions
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INFLUENCING The effective exploration of alternatives and positions so as to reach
OTHERS outcomes that gain all parties’ support and acceptance
Behaviours Foundation
Customer/Stakeholder Gains commitment through
focus consultation and consideration
of the impacts on others
Professional Presence Convincingly displays a credible
presence and positive image
Develops other people’s
confidence in self through
consistent action, values and
communication
Networking Forms networks and relationships
of benefit to the team and
stakeholders
Competency Model – Summary of 3 Levels
Specialist
Continually identifies a wide
range of stakeholders affected
by the change
Involves the right people at the
right time throughout by
developing, maintaining and
working to stakeholder strategies
and plans
Proactively focuses on both
internal and external customers
and stakeholders, by making
efforts to understand their
needs, gives high priority to
customer/stakeholder
satisfaction
Gains commitment through
consultation and consideration
of stakeholder impacts
Convincingly displays a credible
presence and positive image
Develops other people’s
confidence in self through
consistent action, values and
communication
Forms networks and relationships
of benefit to the team and
organisation
Master
Continually identifies a wide
range of stakeholders affected
by the change
Involves the right people at the
right time throughout by
developing, maintaining and
working to stakeholder strategies
and plans
Proactively focuses on both
internal and external customers
and stakeholders, by making
efforts to understand their
needs, gives high priority to
customer/stakeholder
satisfaction
Gains commitment through
consultation and consideration
of stakeholder impacts
Convincingly displays a credible
presence and positive image
Develops other people’s
confidence in self through
consistent action, values and
communication
Forms networks and relationships
of benefit to the team and
organisation
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Behaviours Foundation
Networking (cont)
Interpersonal Style Adopts appropriate
interpersonal styles and
techniques to gain acceptance
of ideas or plans
Demonstrates the ability to
challenge stakeholder thinking if
needed
Competency Model – Summary of 3 Levels
Specialist
Uses networks to reach
seemingly "unreachable" parties
Adopts appropriate
interpersonal styles and
techniques to gain acceptance
of ideas or plans
Demonstrates the ability to
challenge stakeholder thinking if
needed
Master
Uses networks to reach
seemingly "unreachable" parties
Displays ability to influence
outside own function and to
form alliances with other areas,
industries, functions and
organisations
Adopts appropriate
interpersonal styles and
techniques to gain acceptance
of ideas or plans
Identifies and uses sources of
power, when needed, to help
move a process or plan forward
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 Competency Model – Summary of 3 Levels

COACHING FOR CHANGE The preparation of managers and employees for change through
(SPECIALIST AND MASTER) coaching in managing change skills, and the building of
organisation capability for the future

Behaviours Foundation Specialist Master

Adult Learning Principles Understands and applies the Understands and applies the
principles of adult learning and principles of adult learning and
coaching coaching

Change Management Understands the principles of Understands the principles of

Coaching change management and can
coach managers in managing
people through change
Understands the principles of
change management and the
stages of change acceptance
and can coach employees in
dealing with a changing
environment
Recognises the dual role of
managers as recipients and
implementers of change and
takes an appropriate approach
change management and can
coach managers in managing
people through change
Understands the principles of
change management and the
stages of change acceptance
and can coach employees in
dealing with a changing
environment
Understands the responsibilities
of a change sponsor and
coaches sponsors to achieve
higher performance

Organisational Capability Uses coaching to increase Uses coaching to increase

overall organisational capability overall organisational capability
in managing change in managing change

Role Model Acts as a role model for others, Acts as a role model for leaders
shares knowledge and coaches and key influencers
others

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 Competency Model – Summary of 3 Levels
Behaviours Foundation Specialist
Champion New Skills Provides appropriate training
and workplace learning
opportunities that not only
provide for the development of
any necessary new skills but
which support the goals and
change stabilisation
Master
Provides appropriate training
and workplace learning
opportunities that not only
provide for the development of
any necessary new skills but
which support the goals and
change stabilisation
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The application of knowledge, skills, tools and techniques to project
PROJECT
activities in order to meet or exceed stakeholder needs and expectations
MANAGEMENT
from the project
Behaviours Foundation
Plan Development Provides input to the Change
Management component of
the Project plan, based on
assigned responsibilities
Gains agreement from Change
Manager on success measures,
key milestones and dates
Considers possible constraints
when selecting options for the
plan: resource availability, timing
and budget
Provides as input to the Change
Management component of
the Project plan
Competency Model – Summary of 3 Levels
Specialist
Prepares an integrated plan for
change management, defining
the governance, scope,
milestones, deliverables,
outcomes, benefits and due
dates
Prepares a schedule showing
detailed tasks, dependencies,
skills, effort, start/finish dates and
resources required to achieve
the outcomes
Considers possible constraints
when selecting options for the
plan: resource availability,
timing, organisational
capabilities, readiness, costs and
staff attitude towards the
change
Gains agreement on success
measures, key milestones and
dates
Defines change stream structure
with roles and responsibilities of
all participants clearly
documented
Master
Prepares an integrated plan for
change management, defining
the governance, scope,
milestones, deliverables,
outcomes, benefits and due
dates
Prepares a schedule showing
detailed tasks, dependencies,
skills, effort, start/finish dates and
resources required to achieve
the outcomes
Considers possible constraints
when selecting options for the
plan: resource availability,
timing, organisational
capabilities, readiness, costs and
staff attitude towards the
change
Gains agreement on success
measures, key milestones and
dates
Defines change stream structure
with roles and responsibilities of
all participants clearly
documented
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Behaviours Foundation
Monitor and Management Communicates progress to
of Progress Change Manager on a regular
basis
Provides Change Manager with
input for the regular Status
Report
Promptly alerts the Change
Manager to changes impacting
the Analyst’s timeline and plan
Cost Management Works with Change Manager to
accurately estimate the costs
involved for change
management activities under
the responsibility of the Change
Management Analyst
Risk and Opportunity
Management
Competency Model – Summary of 3 Levels
Specialist
Communicates progress to all
stakeholders regularly, using
relevant factual data in an
objective, understandable
format
Adjusts plan in response to
changing needs and effectively
communicates changes
Able to use Microsoft Project
and Excel (or similar tools), to
plan, monitor and manage the
project
Accurately estimates the costs
incurred for change
management activities
Effectively sources, manages,
reports against and works to an
agreed budget
Evaluates and balances risk
exposure in developing and
implementing an approach
Identifies and quantifies
potential risks, monitors and
manages them throughout the
project
Master
Communicates progress to all
stakeholders regularly, using
relevant factual data in an
objective, understandable
format
Adjusts plan in response to
changing needs and effectively
communicates changes
Able to use Microsoft Project
and Excel (or similar tools), to
plan, monitor and manage the
project
Accurately estimates the costs
incurred for change
management activities
Effectively sources, manages,
reports against and works to an
agreed budget
Evaluates and balances risk
exposure in developing and
implementing an approach
Identifies and quantifies
potential risks, monitors and
manages them throughout the
project
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Behaviours Foundation
Vendor Management
Review Project Outcomes Reviews and reports on
outcomes and success
measures
Uses learning to enhance
effectiveness of future projects
Competency Model – Summary of 3 Levels
Specialist
Builds constructive relationships
with external vendors ensuring
clear roles and responsibilities
Initiates and maintains
contractual conditions and
relationships
Reviews and reports on
outcomes and success
measures (benefits) at end of
project
Uses learning to enhance
effectiveness of future projects
Master
Builds constructive relationships
with external vendors ensuring
clear roles and responsibilities
Initiates and maintains
contractual conditions and
relationships
Reviews and reports on
outcomes and success
measures (benefits) at end of
project
Uses learning to enhance
effectiveness of future projects
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COMMUNICATING The building and maintaining of open, collaborative and reciprocal
EFFECTIVELY relationships with others
Behaviours Foundation
Relationship Building
Understands collaboration and
how to develop it in relationships
Actively supports teamwork
through collaboration and
effective relationships
Empathy Is attentive to cues (e.g. body
language), and responds
appropriately
Can relate to people and listen
effectively to their viewpoint
Competency Model – Summary of 3 Levels
Specialist
Creates and maintains value
added relationships
Understands collaboration and
how to develop it in relationships
Actively supports teamwork
through collaboration and
effective relationships
Builds rapport and keeps others
in the loop
Facilitates the discussion of
conflicting issues between
individuals and groups
Collaborates with others, seeks
and utilises feedback
Is attentive to cues (e.g. body
language), and responds
appropriately
Demonstrates empathy, can
relate to people and listen to
their viewpoint
Master
Creates and maintains value
added relationships
Understands collaboration and
how to develop it in relationships
Applies principled negotiation to
achieve win/win outcomes in
dealings with others
Actively supports teamwork
through collaboration and
effective relationships
Builds rapport and keeps others
in the loop
Facilitates the discussion of
conflicting issues between
individuals and groups
Collaborates with others, seeks
and utilises feedback
Is attentive to cues (e.g. body
language), and responds
appropriately
Demonstrates empathy, can
relate to people and listen to
their viewpoint
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Behaviours Foundation
Empathy (cont)
Oral Communication Uses open questions and active
listening to ensure
individuals/situations are clearly
understood
Written Communication Expresses ideas clearly in
documents which have
structure, grammar, language
terminology appropriate to the
needs of the audience
Effectiveness of
Communication
Plans communication that is
clear about purpose, desired
outcomes, key messages and
audience needs
Competency Model – Summary of 3 Levels
Specialist
Expresses ideas effectively in
individual and group situations;
adjusts language to the
characteristics and needs of the
audience
Uses open questions and active
listening to ensure
individuals/situations are clearly
understood
Expresses ideas clearly in
documents which have
organisation, structure,
grammar, language and
terminology adjusted to the
characteristics and needs of the
audience
Regularly measures the
effectiveness of communication
and adjusts approach
accordingly
Plans communication that is
clear about purpose, desired
outcomes, key messages and
audience needs
Master
Uses empathy to consider
stakeholder views, plan
stakeholder engagement, plan
and prioritise activities and tailor
communication materials
Expresses ideas effectively in
individual and group situations;
adjusts language to the
characteristics and needs of the
audience
Uses open questions and active
listening to ensure
individuals/situations are clearly
understood
Expresses ideas clearly in
documents which have
organisation, structure,
grammar, language and
terminology adjusted to the
characteristics and needs of the
audience
Regularly measures the
effectiveness of communication
and adjusts approach
accordingly
Plans communication that is
clear about purpose, desired
outcomes, key messages and
audience needs
Page 22
 Competency Model – Summary of 3 Levels

Behaviours Foundation Specialist Master

Effectiveness of Uses the expertise of subject Uses the expertise of subject Uses the expertise of subject
Communication (cont) matter experts when designing matter experts when designing matter experts when designing
communications and communications and communications and
presentations presentations presentations

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The assumption of full accountability for own performance in achieving
Self Management
change management outcomes.
Behaviours Foundation
Personal Responsibility Assumes accountability for own
role, consistently aiming for high
performance
Accepts responsibility for own
choices, actions, non-actions,
successes and failures
Understands own limitations and
seeks expert assistance where
this would ensure the best
outcomes
Prioritisation and Time Correctly prioritises multiple
Management activities so as to meet diverse
and sometimes conflicting
deadlines
Resilience Stays focused under pressure
Deals with setbacks and
bounces back from failure,
learns from experience and
adjusts behaviour where
necessary
Competency Model – Summary of 3 Levels
Specialist
Assumes accountability for own
role, consistently aiming for high
performance
Accepts responsibility for own
choices, actions, non-actions,
successes and failures
Understands personal limitations
and seeks expert assistance
where this would benefit the
outcome
Able to ‘juggle’ the priorities of
multiple activities and
stakeholders to meet diverse
and sometimes conflicting
deadlines
Stays focused under pressure
Deals with setbacks and
bounces back from failure,
learns from experience and
adjusts behaviour where
necessary
Master
Assumes accountability for own
role, consistently aiming for high
performance
Accepts responsibility for own
choices, actions, non-actions,
successes and failures
Understands personal limitations
and seeks expert assistance
where this would benefit the
outcome
Sets challenging goals and takes
calculated risks
Able to ‘juggle’ the priorities of
multiple activities and
stakeholders to meet diverse
and sometimes conflicting
deadlines
Can maintain clear focus on
goal achievement, confronting
problems, conflicts and
obstacles
Stays focused under pressure
Deals with setbacks and
bounces back from failure,
learns from experience and
adjusts behaviour where
necessary
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Behaviours Foundation
Flexibility Modifies behaviour to deal
effectively with changes in the
work environment, readily tries
different approaches
appropriate for new or changed
situations
Works effectively and remains
focused during periods of
ambiguity
Emotional Intelligence Understands the impact their
actions have on others and
adjusts approach where
necessary
Effectively identifies and
responds to emotions in others
Competency Model – Summary of 3 Levels
Specialist
Modifies behaviour to deal
effectively with changes in the
work environment, readily tries
new approaches appropriate
for new or changed situations,
does not persist with ineffective
behaviours
Works effectively and remains
focused during periods of
ambiguity
Understands the impact their
actions have on others and
adjusts approach where
necessary
Effectively identifies and
responds to emotions in others
Expresses emotion appropriately
Master
Modifies behaviour to deal
effectively with changes in the
work environment, readily tries
new approaches appropriate
for new or changed situations,
does not persist with ineffective
behaviours
Works effectively and remains
focused during periods of
ambiguity
Understands the impact their
actions have on others and
adjusts approach where
necessary
Effectively identifies and
responds to emotions in others
Expresses emotion appropriately
Considers people’s feelings
when making decisions
Conveys confidence when
sharing potentially confronting
observations and
recommendations
Page 25

Facilitation - The effective guidance of a group to appropriate and useful outcomes,
Meetings in a constructive and timely manner
Behaviours Foundation
Design
Has a clear vision of the purpose
and outcomes of the session –
agreed with the client if
appropriate
Allocates time appropriately,
realistically and effectively
Participatory Able to create and sustain a
Environment participatory environment to
gain involvement/participation
of group members
Competency Model – Summary of 3 Levels
Specialist
Has a clear vision of the purpose
and outcomes of the session –
agreed with the client if
appropriate
Plans relevant group exercises,
methods and processes to
deliver the desired outcomes
Allocates time appropriately,
realistically and effectively
Able to create and sustain a
participatory environment to
gain involvement/participation
of group members
Takes account of different styles
and provides opportunities for all
group members to get involved
Takes a position of neutrality
regarding content to maximise
involvement, trust and openness
Master
Considers the broad context for
the event when preparing
design
Has a clear vision of the purpose
and outcomes of the session –
agreed with the client if
appropriate
Plans relevant group exercises,
methods and processes to
deliver the desired outcomes
Allocates time appropriately,
realistically and effectively
Able to create and sustain a
participatory environment to
gain involvement/participation
of group members
Takes account of different styles
and provides opportunities for all
group members to get involved
Takes a position of neutrality
regarding content to maximise
involvement, trust and openness
Understands team development
and group dynamics and can
ensure an environment of two-
way expressive involvement
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Behaviours Foundation
Structure Provides structure to meetings in
terms of agenda, discussions,
decision-making, format and
physical environment
arrangement
Takes responsibility for
developing, communicating,
monitoring and maintaining the
structure of session
Process
Monitors the event to ensure
that agreed outcomes and
timelines are met
Tactfully refocuses the group
back to the session purpose and
agenda item when needed
Can bring events to closure by
summarising actions, decisions,
time frames and responsibilities
Competency Model – Summary of 3 Levels
Specialist
Provides structure to meetings
and workshops in terms of:
agenda, discussions, decision
making, format and physical
environment arrangement
Takes responsibility for
developing, communicating
and monitoring and maintaining
structure of session
Monitors the event to ensure
that agreed outcomes and
timelines will be met
Tactfully refocuses the group
back to the session purpose and
agenda item when needed
Understands own limits and
takes care not to take the group
into inappropriate (highly
emotional) territory
Can bring events to closure by
summarising actions, decisions,
time frames and responsibilities
Master
Provides structure to meetings
and workshops in terms of:
agenda, discussions, decision
making, format and physical
environment arrangement
Takes responsibility for
developing, communicating
and monitoring and maintaining
structure of session
Employs a range of facilitation
tools for use in planning,
identifying issues and potential
solutions
Monitors the event to ensure
that agreed outcomes and
timelines will be met
Tactfully refocuses the group
back to the session purpose and
agenda item when needed
Understands own limits and
takes care not to take the group
into inappropriate (highly
emotional) territory
Understands when a group
member’s behaviour is
impacting results, and has the
capabilities to take action of the
most appropriate type
Can bring events to closure by
summarising actions, decisions,
time frames and responsibilities
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PROFESSIONAL A continuing effort to gain more knowledge, develop more effective skills
DEVELOPMENT and promote the profession of change management.
Behaviours Foundation
Knowledge Proactively seeks out up-to-date
information which can be
applied to the role
Skills Seeks feedback as input to
professional development plan
Focuses skill development on
under developed areas
Promotion of Change Is able to provide simple
Management explanations for the different
aspects of change
management in order to
educate others
Competency Model – Summary of 3 Levels
Specialist
Proactively seeks out new and
up-to-date information which
can be applied to the change
manager role
Assesses and integrates new
knowledge
Seeks feedback as input to
professional development plan
Focuses skill development on
under developed areas
Integrates new skills and seeks
out opportunities to apply new
skills
Finds opportunities to build new
skills through both formal and
informal channels
Is able to provide simple
explanations of the different
aspects of change
management to educate the
business community
Master
Proactively seeks out new and
up-to-date information which
can be applied to the change
manager role
Assesses and integrates new
knowledge
Seeks feedback as input to
professional development plan
Focuses skill development on
under developed areas
Integrates new skills and seeks
out opportunities to apply new
skills
Finds opportunities to build new
skills through both formal and
informal channels
Is able to provide simple
explanations of the different
aspects of change
management to educate the
business community
Page 28
 Competency Model – Summary of 3 Levels

Specialist Expertise: The design, preparation and roll out of training solutions for all impacted
Training stakeholder
(Foundation)

Behaviours Foundation
Needs Identification Liaises with subject matter experts ( e.g. Business Analyst(s), to confirm understanding of changes to
existing business processes
Draws on Business Requirements and Impact Assessment documents to prepare a strategy document
on high level training needs of all impacted stakeholder

Training Design Assesses training requirements of each stakeholder group

Demonstrates an understanding of adult learning principles
Identifies appropriate learning solutions for each impacted group and coordinates their development
Where practicable, uses existing learning frameworks to deliver training e.g. online learning
Ensures impacted stakeholders understand and can comply with the training design

Training Plan Makes recommendations for resource and budget requirements, depending on complexity of training
and number of individual stakeholder groups
Ensures change management project plan reflects all steps for the delivery of training

Solutions Testing Where there is an systems change involved, liaises with IT project team regarding outcomes and
process changes resulting from the solutions testing (where appropriate)
Uses information gained from solutions testing to finalise training material

Solutions Delivery Works with business owners and subject matter experts to ensure implementation plans are in place for
training rollouts to all impacted stakeholders
Monitors the rollout of training for all stakeholders, according to the project plan

Evaluation Ensures results of training are evaluated and provides reports and updates to Change Manager and
key stakeholders
Based on the evaluation, arranges for alterations to be made to existing training materials if required

Sustainability Ensures up to date training materials from the project are provided to stakeholders and relevant
departments e.g. Human Resources

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 Competency Model – Summary of 3 Levels

Specialist Expertise: The implementation of a communications strategy based on the

Communication communications plan prepared by the Change Manager.
(Foundation)

Behaviours Foundation
Design and Draft Identifies existing communication channels in the organisation.
Where possible works with existing communications people and processes to provide a seamless
communication plan for impacted stakeholders
Works with the change manager to finalise stakeholder needs, communications plan and timetable

Implementation Monitors timetable and ensures all planned communications are sent
Identifies opportunities to address resistance through communication and liaises with change manager

Evaluation Monitors reaction to communication. Recommends changes based on feedback

Online Q&A Understands the value of a site to answer impacted stakeholder’s questions – especially in the event of
a major change
Prepares a Q&A site and communicates its purpose to stakeholders and project team members
Develops a list of subject matter experts and liaises with the appropriate person when answering
questions online

Page 30

Specialist Expertise: The high level assessment of needs, approaches, design and
Learning & Development delivery methods for the implementation of solutions to meet
(Specialist & Master) business needs
Behaviours Specialist
Needs Identification Ensures the learning and development needs of
each audience group impacted by change are
identified
Demonstrates an understanding of adult learning
principles
Training Plan Works with business owners and subject matter
experts to ensure appropriate training plans are in
place for all stakeholders
Ensures change management project plan
reflects all steps for the delivery of training and
transition to 'business as usual'
Solution Delivery Works with business owners to ensure
implementation plans are in place for training
rollouts to all impacted stakeholders
Monitors the rollout of training for all stakeholders,
according to the project management plan
Evaluation Takes steps to evaluate effectiveness in the
workplace
Ensures results of training are evaluated and
provides reports to project manager and other
stakeholders as required
Competency Model – Summary of 3 Levels
Master
Ensures the learning and development needs of
each audience group impacted by change are
identified
Demonstrates an understanding of adult learning
principles
Works with business owners and subject matter
experts to ensure appropriate training plans are in
place for all stakeholders
Ensures change management project plan
reflects all steps for the delivery of training and
transition to 'business as usual'
Works with business owners to ensure
implementation plans are in place for training
rollouts to all impacted stakeholders
Monitors the rollout of training for all stakeholders,
according to the project management plan
Takes steps to evaluate effectiveness in the
workplace
Ensures results of training are evaluated and
provides reports to project manager and other
stakeholders as required
Page 31
 Competency Model – Summary of 3 Levels

Specialist Expertise: The high level assessment of needs, approaches, design and delivery
Communication methods for the implementation of solutions to meet business needs
(Specialist & Master)

Behaviours Specialist Master

Needs Identification Identifies the communications needs of each Identifies the communications needs of each
stakeholder group impacted by change, in stakeholder group impacted by change, in
conjunction with business owners and subject conjunction with business owners and subject
matter experts matter experts

Plan Plans, documents and gains agreement to the Plans, documents and gains agreement to the
approach to communication approach to communication

Solution Design and Demonstrates an understanding of using the
Development – appropriate communication style and media for
Communications the situation and audience.
Strategies Works with key stakeholders to create most
appropriate communications
Demonstrates an understanding of using the
appropriate communication style and media for
the situation and audience.
Works with key stakeholders to create most
appropriate communications

Solution Delivery Manages the process of requirements, design and
delivery of solution
Monitors the development and delivery of
communication solutions and reports on progress
to project manager
Manages the process of requirements, design and
delivery of solution
Monitors the development and delivery of
communication solutions and reports on progress
to project manager

Evaluation Takes steps to evaluate effectiveness Takes steps to evaluate effectiveness

Analyses the results of evaluation and takes Analyses the results of evaluation and takes
required action required action

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