Communication
People leaders are expected to create environments where voices are heard and open communication is fostered.
Research phase · Sources and first-hand accounts are being reviewedRead the research framework
Framework / S7 / Reviewed
MECCA's Core Competencies
A four-level framework setting out knowledge, skills and people-leader behaviours across eight competencies.
Scope: Four competency levels with additional people-leader expectations
Overview
The framework defines progression across plans and acts strategically, service, innovation, ambiguity and change, results, communication, collaboration, and growth and development.
To help people identify strengths and opportunities for growth and describe expectations at four levels.
- Employees across role levels
- People leaders
- Managers supporting progression
- Set clear standards and priorities
- Coach and support development
- Communicate transparently
- Encourage diverse perspectives and constructive dissent
- Create regular feedback practices
- Seek feedback and coaching
- Communicate respectfully
- Collaborate across teams
- Own development
- Adapt and learn
- Four competency levels
- People Leader expectations
- Performance conversations
- Annual objectives
- Quarterly big rocks
No fixed review interval is stated in the document.
- Clear competency expectations
- People-leader coaching
- Open communication
- Constructive dissent
- Growth and development support
Development
People leaders are expected to support career development and create regular feedback practices.
- Were competency expectations explained consistently?
- Were employees assessed against the level relevant to their role?
- Did people leaders provide the described coaching, feedback and access to information?
01Framework
Eight competencies
02Level
Expectations across levels one to four
03Apply
Performance and development conversations
04Grow
Feedback, coaching and opportunity
Evidence can be added without changing the archive structure.
Future records may include authenticated versions, implementation records, meeting notes, training material or organisational response.
Experience will be assessed separately.
Contributor accounts will not be merged into the organisational source. They will be coded, assessed and linked only where consent, relevance and source safety allow.
Evidence status
Internal guidance identified. Implementation not determined.
This analysis paraphrases what the reviewed source describes. It does not establish that the material was current, mandatory, distributed to every employee or consistently followed in practice.