There is a strong logic and advantage in using a common language of competencies within an organization. Managers must learn only one system of competencies and definitions. Less training time is required to install each new subsystem or program because the competencies are understood and major concepts such as focusing on behavior and organizing behavior into competencies are used throughout. Subsystems validate each other. Data from one human resource subsystem can be used to validate the effectiveness of other subsystems.
Subsystems reinforce each other.
Using the definitions and ratings scales successfully in one subsystem reminds managers of the importance of using them in other activities. Also, information from different parts of the organization can be compared. A manager can compare his or her competency profiles or measurements with other managers throughout the organization. At the other end of the spectrum are organizations that use different consultants or different competency frameworks in different parts of the organization or for different types of jobs. A third difference in competency modeling strategies is concerned with how differences in job requirements are communicated using competency structures.