CMC (IIMC) key terms

A structured map of the knowledge, skills, and behaviours expected at each level of a profession, used to guide recruitment, development, and assessment.

The demonstrated ability to apply knowledge, skills, and judgement to perform a task or role to a required standard in a real working context.

A defined tier within a framework describing increasing depth, autonomy, or scope of responsibility, such as foundation, practitioner, senior, or lead.

An observable, describable action that shows whether a person is meeting a competence, making abstract standards assessable in practice.

An ordered set of descriptors that rates how well a competence is performed, typically ranging from awareness through working, proficient, and expert levels.

A document defining the purpose, responsibilities, reporting lines, and required competences for a specific job, forming the basis for matching people to roles.

A comparison of a person's current competences against those required by a role or framework, identifying areas needing development.

A written record of agreed learning goals, actions, resources, and timescales designed to close identified competence gaps.

Ongoing, planned learning and reflection that maintains and enhances professional competence throughout a career, often logged as evidence.

The habit of reviewing one's own actions and outcomes to extract learning, improve judgement, and provide evidence of professional growth.

Tangible proof such as work samples, assessments, observations, or qualifications that demonstrates a person meets a stated competence standard.

A structured process using multiple exercises and trained assessors to observe candidates' behaviours against competences, improving reliability over single interviews.

A structured interview that asks candidates to describe past situations and actions, using real examples to infer likely future performance.

A way of structuring answers by describing the Situation, Task, Action, and Result, giving complete and verifiable evidence of past behaviour.

The continuous cycle of setting objectives, monitoring progress, giving feedback, and reviewing outcomes to align individual work with organisational goals.

A formal periodic review of an individual's performance against agreed objectives and competences, producing feedback and development decisions.

Defining specific, measurable, achievable, relevant, and time-bound targets that translate wider goals into individual commitments.

A quantifiable measure chosen to track progress toward a critical objective, giving a simple signal of whether performance is on track.

Any person or group with an interest in, or affected by, a decision, project, or service, including customers, staff, regulators, and partners.

The process of identifying stakeholders and analysing their influence, interest, and needs to plan appropriate communication and involvement.

The degree to which people are committed to and involved in their work, often reflected in discretionary effort, retention, and willingness to recommend the organisation.

The internal and external forces that initiate, direct, and sustain effort toward a goal, influenced by intrinsic factors such as purpose and extrinsic rewards.

A planned approach to pay, benefits, and non-financial recognition designed to attract, retain, and motivate people fairly and sustainably.

The combined value of all elements an employee receives, including base pay, variable pay, benefits, development, and the working environment.

The distinctive set of benefits, culture, and opportunities an employer offers in exchange for employees' skills and commitment, used in recruitment and retention.

The systematic attraction, development, deployment, and retention of people with the capabilities the organisation needs now and in future.

Identifying and preparing internal people to fill critical roles when they become vacant, reducing disruption and dependency on external hiring.

A structured discussion among leaders that assesses individuals' performance and potential to inform development, deployment, and succession decisions.

The function and activities concerned with building the knowledge and skills people need, from onboarding and technical training to leadership programmes.

A structured investigation of the gap between required and current capability at individual, team, or organisational level, used to target learning investment.

The planned process of integrating a new joiner into the organisation, covering orientation, relationships, expectations, and early competence building.

The principles and standards guiding right conduct, including honesty, fairness, integrity, and consideration of impacts on others.

A formal statement of the behaviour expected of members of an organisation, with examples and consequences that make ethical expectations concrete.

A situation where a person's private interests could improperly influence their professional judgement, requiring disclosure and management.

Policies and practices that value difference among people and create conditions where everyone can participate and contribute fully.

Automatic, unintentional associations that can shape judgements and decisions about people, often outside awareness and potentially causing unfair outcomes.

The obligation to answer for decisions, actions, and results to those with a legitimate interest, accepting responsibility rather than shifting blame.

The framework of rules, roles, and processes by which an organisation is directed, controlled, and held to account for its performance and conduct.

The systematic identification, assessment, treatment, and monitoring of uncertainties that could affect objectives, people, or reputation.