Ahead of the publication of BS 8670-2 competence standard, Quanex has been building its own competence framework. Nicky Roger spoke to the project’s leaders about the journey.
While much of the industry waits for the publication of the BS 8670-2 competence for construction products standard Quanex has taken a different approach.
Rather than waiting for the final pieces of the puzzle to fall into place, the business has spent the past year developing its own competence framework, assessment process and training programme. The aim is simple: ensure employees understand what competence means in practice while creating a clear route for career development and reducing business risk.
For Helen Grice, commercial enablement manager, and Lauren Ellis, HR business partner, the project didn’t begin as a formal initiative. It emerged after they discovered they were independently working on similar challenges.
Lauren had been reviewing career pathways and learning opportunities across the organisation following Quanex’s corporate expansion. Her focus was on helping employees understand how they could develop their careers and identifying the training required for different roles.
At the same time Helen had been examining the White Paper, translating its principles into something that could be applied practically across the business. The framework is now in line with the emerging BS 8670-2.
“We realised we were effectively working towards the same goal,” says Helen. “Bringing those together made complete sense.”
The framework will formally launch in Autumn but the focus has been on communicating its aims effectively – crucially not as another compliance exercise. Instead, it is positioned as a career development tool to help employees understand their current level of competence, identify skills gaps and map out future progression.
“The question everyone asks is, ‘What’s in it for me?’” says Lauren. “The framework is really the foundation of the competence journey. Managers will complete assessments for roles within their teams, before colleagues undertake the GAI self-assessment tool. These insights identify opportunities that can be built into individual development plans. Demonstrating competence is not simply about qualifications: it’s about the broader picture of competence through skills, knowledge, experience and behaviours.”
“Competence isn’t just about capability, it’s about responsibility,” adds Lauren. “The framework and everything that follows are underpinned by our CREED values, especially doing the right thing. We all have a role to play in making ethical decisions and acting in the best interests of our people, our communities and our customers.”
To support this, the framework defines what employees at each competence level can and cannot do, identifies where decisions should be escalated and provides practical examples.
That clarity helps employees understand the limits of their authority while reducing the likelihood of incorrect product substitutions or inappropriate specification decisions.
“It isn’t just an HR document,” says Helen. “It’s embedded into day-to-day practice.”
The framework also supports one of the central principles emerging from post-Grenfell reforms: knowing when a decision falls outside your competence and having the confidence to escalate it.
Managing risk as well as people
Although career development was a major driver, risk management became an equally important benefit.
The framework provides a clear record of who is competent to make particular decisions and establishes consistent guidance across the organisation.
“It’s about giving managers confidence that their teams are competent to do the jobs they’re responsible for,” says Helen. “At the same time, it reduces organisational risk because people know exactly when they should seek further advice.”
Rather than assessing individuals against abstract standards, the team mapped competence to job roles, allowing managers to assess the responsibilities of each role consistently across the business.
That approach also proved particularly valuable during Quanex’s integration of multiple brands, helping standardise expectations across different teams.
Speaking the right language
Introducing a competence framework is as much about behaviour as documentation. Recognising this, Quanex invested heavily in communication. Senior leaders were involved from the outset and now act as visible champions for the project. Pilot groups have tested both the framework and the supporting training, allowing the team to refine the language and tailor content for different audiences.
“We realised we’d produced training that simply wasn’t right for some groups,” Helen admits. “The language was too detailed. We had to step back and ask what each audience actually needed to know.”
That experience reinforced an important principle: competence frameworks only succeed if they are simple enough for people to understand and use.
The company has also created awareness training for every employee, including departments that have little direct involvement with product specification or customer advice.
“Everyone needs to understand the context they work in,” says Helen. “Even if they don’t deal directly with products, they still need to understand why competence matters.”
Advice for the industry
While Quanex recognises that the wider competence landscape is still evolving,
Helen believes organisations should not delay preparations. Waiting until requirements become mandatory leaves little time to embed new behaviours or identify skills gaps. Her advice is to start with the areas carrying the greatest risk.
“Identify the roles that deal directly with products and customers. Examine where critical decisions are made, particularly around substitutions and product recommendations. Then build from there.
“Trade associations such as the GAI can provide valuable support, particularly for smaller businesses without dedicated HR or learning and development teams.”
Most importantly, Helen says, organisations should view competence as a journey rather than a compliance exercise.
“We’ve built a solid foundation, but we know there will be changes as the wider industry develops,” she says. “The important thing is that we’ve started.”
As the sector moves towards a new era of demonstrable competence, that may prove to be the biggest lesson of all: don’t wait for the perfect roadmap. Start now.
