Competency Model
A competency model is a written framework that lists the knowledge, skills, behaviours and experience needed to perform a specific job well. It serves as the blueprint for hiring, training, and performance management—ensuring every role is measured against the same standard.
A competency model describes what someone must be able to do and demonstrate to succeed in a particular role. It covers technical abilities (software, language, domain knowledge) and soft skills (communication, leadership, problem-solving). Unlike a job description, which lists tasks, a competency model defines the underlying capabilities that make someone effective.
Swiss employers use competency models to reduce hiring bias, streamline onboarding, and set fair performance expectations. They are especially useful when you have multiple people in similar roles and need consistency.
When You Need a Competency Model
Create a competency model when you are scaling a team, filling the same role repeatedly, or formalizing expectations for a level (e.g., all team leads). It clarifies what 'good performance' actually means—critical in a canton like Zurich or Geneva where employment law requires documented, objective criteria for pay, promotion and termination.
If you have 5–50 employees and no HR department, a simple competency model (one page per role) is often enough. Larger models with weighted competencies are useful only if you truly have the capacity to use them in hiring and reviews.
- Hiring: ensures every candidate is assessed on the same criteria
- Onboarding: new hires know exactly what is expected in their first 100 days
- Performance review: makes feedback objective and defensible
- Pay decisions: links compensation to demonstrated abilities, not tenure alone
- Succession planning: identifies internal talent for promotion
- Training: shows skill gaps and development priorities
Your Obligation as an Employer
You have no legal *requirement* to create a competency model. However, Swiss employment law (OR Art. 319) requires that pay, working conditions and termination decisions be non-arbitrary and non-discriminatory. A documented competency model is strong evidence that you met this standard—especially if challenged in court or at a Conciliation Office (Friedensamt).
If you do create one, keep it factual and update it when roles change. Never use a competency model to disguise age, gender, origin or disability discrimination. Document how you applied the model in hiring and evaluation decisions.
- No legal mandate to have one, but it protects you if decisions are questioned
- Revisions must reflect actual role changes, not arbitrary shifts
- Cannot be used to mask discriminatory criteria (OR Art. 1–3, revDSG rules apply)
- Must be consistent across equivalent roles and pay levels
- Keep records showing how the model was applied in hiring and appraisals
- Review every 2–3 years, especially if Pensum or responsibilities shift
The Most Common Mistake
Employers confuse competency models with wish lists. They write overly long, vague specifications ('excellent communication', 'self-motivated') without defining what those actually mean or why they matter. This defeats the purpose: a model should be specific enough that two managers would rate the same person similarly.
A second trap: creating the model but never using it. Draft a simple one (5–8 core competencies per role), then apply it consistently in every hiring decision, Arbeitszeugnis, and performance conversation. If it sits in a folder, it has no value and may even expose you if someone claims their dismissal was unfair.
- Vague language ('team player', 'hardworking') creates inconsistency and litigation risk
- Writing it once and abandoning it wastes time and credibility
- Forgetting to link competencies to actual job outcomes or pay bands
- Making it so detailed that it takes hours to assess each candidate
- Using different competencies for the same role across departments
- Copying a model from another industry without adapting to your context
Frequently asked questions
- Do I need different competency models for different cantons?
- No. The OR (Swiss Code of Obligations) applies nationwide. However, cantonal employment offices (RAV/ORP/URC) may have guidance on equal pay and non-discrimination. Review your cantonal labour code, but the core framework can be consistent across Switzerland.
- Can I use a competency model to justify a lower salary for an employee?
- Only if you can prove the competency gap is real and documented. Competency models must be applied fairly across equivalent roles. If two people do the same work and have the same competencies, you cannot pay them differently based on age, gender, origin or other protected grounds. Consult an employment lawyer if pay decisions are being challenged.
- How detailed should a competency model be for a 15-person company?
- Keep it simple: 1 page per role, 5–8 core competencies, each with 2–3 observable behaviours. For example, 'Problem-solving: breaks down complex issues, proposes testable solutions, learns from failure.' If you spend more than 2 hours per role, you've gone too deep for your size.
General information for Swiss employers, not legal advice. Have a lawyer confirm anything with legal consequences.