Manager Competency Framework by Level (First-Time Manager–Senior Manager): People, Performance & Team Excellence + Template

Modern people management requires more than technical know-how—it demands a clear set of transferable competencies that evolve from a first-time manager through to senior leader. A manager competency framework provides that common language, helping HR teams and executives align expectations, calibrate talent decisions fairly, and design targeted development programs that accelerate leadership readiness and team performance.

Manager Competency Framework by Level

Competency Domain	First-Time Manager	Manager	Senior Manager
Goal Setting & Performance Management	Translates team goals into individual objectives and conducts structured monthly 1:1s with clear agendas and follow-up notes.	Designs quarterly OKRs aligned to business priorities, runs calibrated mid-year and annual reviews, and manages underperformance through documented PIPs.	Sets multi-team strategic objectives, ensures cross-functional alignment, calibrates ratings across departments, and owns talent-calibration discussions at leadership level.
Coaching & Development	Delivers timely, specific feedback in 1:1s and helps direct reports create individual development plans tied to skill gaps.	Provides career coaching, identifies high-potential talent, sponsors stretch assignments, and connects reports to internal mentors and learning resources.	Develops multiple managers in coaching best practices, builds succession pipelines for critical roles, and ensures team-wide access to targeted upskilling opportunities.
Hiring & Team Building	Participates in interview panels using competency-based questions and collaborates on candidate evaluation with hiring manager guidance.	Owns end-to-end hiring for the team, structures interview loops, manages offer decisions, designs onboarding plans, and tracks 90-day ramp success.	Leads hiring strategy across multiple teams, partners with talent acquisition on pipeline planning, champions diversity initiatives, and reviews team-composition metrics quarterly.
Communication & Transparency	Cascades leadership updates in team meetings, holds weekly check-ins, and ensures direct reports understand priorities and blockers.	Facilitates open forums for team feedback, delivers difficult messages with empathy and clarity, and proactively shares context on organizational changes.	Represents team needs in executive forums, synthesizes cross-functional input into clear narratives, and models transparent two-way communication at scale.
Delegation & Empowerment	Assigns tasks with clear success criteria, checks in regularly, and provides guidance without micromanaging day-to-day execution.	Delegates entire projects with appropriate authority, balances oversight with autonomy, and uses delegation as a development tool for emerging leaders.	Empowers managers to delegate within their teams, defines decision rights across layers, and ensures accountability without bottlenecking approvals.
Managing Up & Across	Updates own manager weekly on progress and blockers, asks for help when stuck, and collaborates respectfully with peer teams.	Advocates for team resources and priorities in skip-level meetings, navigates competing demands from stakeholders, and builds trust-based relationships with peer managers.	Influences senior leadership on strategic direction, negotiates resource allocation across departments, and resolves cross-functional conflicts through facilitation and compromise.
Inclusion & Psychological Safety	Creates space for all voices in meetings, addresses disrespectful behavior promptly, and seeks diverse perspectives when making team decisions.	Proactively mitigates bias in hiring and reviews, facilitates open dialogue on sensitive topics, and intervenes constructively when conflict arises.	Drives department-wide inclusion initiatives, monitors equity metrics, coaches managers on psychological safety practices, and holds teams accountable for inclusive culture.

Key takeaways

Use the matrix to align hiring panels, promotion committees, and calibration meetings on observable behaviors.
Link 1:1 agendas and development plans directly to competency gaps identified in reviews.
Train new managers by pairing framework expectations with shadowing and real-time feedback from senior leaders.
Review and update domain definitions annually as business needs and team structures evolve.
Track progression velocity to identify high-potential managers early and design targeted acceleration programs.

What is a Manager Competency Framework?

A manager competency framework defines the observable skills, behaviors, and outcomes that distinguish effective people managers at each level of responsibility. Organizations use it to guide hiring decisions, calibrate performance reviews, plan career development, structure peer feedback, and ensure consistent leadership standards across functions. The framework shifts conversations from subjective opinion to evidence-based assessment, making talent decisions faster, fairer, and more transparent.

Competency Domains for People Managers

Goal Setting & Performance Management

This domain captures how managers translate strategy into action and hold teams accountable for results. First-time managers focus on setting clear individual objectives and running regular 1:1s. Managers design quarterly OKR cycles, conduct calibrated reviews, and address underperformance through structured plans. Senior managers align goals across multiple teams, lead department-wide calibration, and connect performance outcomes to compensation and promotion decisions. Evidence includes documented review notes, OKR completion rates, and measurable improvements in team delivery.

Coaching & Development

Coaching competencies determine how effectively managers grow their people. Entry-level managers deliver specific, timely feedback and help reports build individual development plans. Experienced managers identify high-potential talent, sponsor stretch assignments, and connect team members to mentors and learning resources. Senior managers develop other managers in coaching techniques, build succession pipelines, and ensure equitable access to development opportunities. Key signals include employee survey scores on growth support, internal promotion rates, and documented career progression within teams.

Hiring & Team Building

This domain focuses on attracting, selecting, and onboarding strong talent while fostering healthy team dynamics. New managers participate in interview loops with structured, competency-based questions. Managers own the full hiring process, design onboarding plans, and track 90-day success metrics. Senior managers shape hiring strategy, partner with talent acquisition on pipeline planning, and drive diversity initiatives. Success shows up in time-to-fill, candidate experience scores, offer-acceptance rates, and retention through the first year.

Communication & Transparency

Effective communication builds trust and aligns teams around shared priorities. First-time managers cascade leadership updates, run weekly check-ins, and ensure direct reports understand blockers. Managers facilitate open forums, deliver difficult messages with empathy, and proactively share context on organizational changes. Senior managers represent team needs in executive forums, synthesize cross-functional input, and model two-way transparency at scale. Indicators include engagement scores, voluntary participation in team forums, and low rumor-mill activity during periods of change.

Delegation & Empowerment

Delegation competencies separate task-dumping from true empowerment. New managers assign tasks with clear success criteria and provide guidance without micromanaging. Managers delegate entire projects with appropriate authority and use delegation as a development tool. Senior managers empower other managers to delegate within their teams, define decision rights across layers, and remove approval bottlenecks. Measurable outcomes include team velocity, manager workload balance, and employee autonomy scores in engagement surveys.

Managing Up & Across

This domain reflects how managers navigate organizational complexity and build influence beyond direct authority. First-time managers update their own manager regularly and collaborate respectfully with peers. Managers advocate for team resources, manage competing stakeholder demands, and build trust-based relationships across departments. Senior managers influence senior leadership on strategy, negotiate resource allocation, and resolve cross-functional conflicts through facilitation. Evidence includes stakeholder feedback, successful resource requests, and reduced escalation frequency.

Inclusion & Psychological Safety

Inclusive leadership ensures every team member can contribute fully. Entry-level managers create space for all voices and address disrespectful behavior promptly. Managers proactively mitigate bias in hiring and reviews, facilitate open dialogue on sensitive topics, and intervene constructively in conflict. Senior managers drive department-wide inclusion initiatives, monitor equity metrics, coach other managers, and hold teams accountable for inclusive culture. Success metrics include diversity hiring and promotion rates, inclusion survey scores, and low turnover among underrepresented groups.

Skill Levels & Scope of Responsibility

First-Time Manager

First-time managers typically oversee a team of 3–8 individual contributors within a single function or project. They focus on learning the fundamentals of people management: setting clear expectations, delivering feedback, running effective 1:1s, and balancing their own execution work with new leadership responsibilities. Decision-making is largely bounded by established team processes, and escalation to more senior managers is common. The primary contribution is ensuring day-to-day team coordination and consistent delivery on assigned objectives.

Manager

Managers lead experienced teams of 5–15 people, own end-to-end hiring and onboarding, and are accountable for quarterly goals and performance outcomes. They operate with greater autonomy, designing team rituals, resolving most conflicts internally, and representing the team in cross-functional planning. Managers balance execution oversight with strategic thinking, identify high-potential talent, and coach direct reports through career transitions. Their scope often includes budget input, resource planning, and collaboration with peer managers on shared initiatives.

Senior Manager

Senior managers oversee multiple teams or manage other managers, typically influencing 20–50+ people indirectly. They set strategic direction aligned to business objectives, lead department-wide calibration and talent reviews, and ensure consistent leadership practices across their organization. Decision authority extends to hiring strategy, resource allocation, and resolving cross-functional conflicts. Senior managers contribute to company-wide initiatives, mentor other managers, and shape organizational culture through systemic changes in how teams operate and develop.

Rating Scale & Evidence Collection

Recommended Rating Scale

Use a four- or five-point scale to balance clarity and differentiation. A common four-point model includes: 1 – Below Expectations (performance or behavior does not meet role standards; requires immediate improvement); 2 – Meets Expectations (consistently delivers on core responsibilities; demonstrates competency at current level); 3 – Exceeds Expectations (regularly surpasses standards; shows readiness for increased scope); 4 – Outstanding (exceptional impact; operates above current level consistently). Avoid scales with a neutral midpoint to force clearer distinctions.

Evidence Types & Examples

Ground every rating in observable evidence. For goal setting, review documented OKRs, 1:1 notes, and performance-improvement plans. For coaching, examine employee survey scores, internal promotion rates, and feedback from skip-level conversations. For hiring, track time-to-fill, offer-acceptance rates, and 90-day retention. For communication, assess engagement survey results, attendance at team forums, and stakeholder feedback. For delegation, measure team velocity, autonomy scores, and manager workload balance. For managing up, collect peer and senior-leader feedback. For inclusion, monitor diversity metrics, inclusion survey scores, and turnover by demographic group.

Calibration Example: Case A vs. Case B

Case A: A first-time manager holds weekly 1:1s, sets clear objectives, and delivers feedback promptly. The team meets delivery targets consistently. Rating: Meets Expectations at the first-time manager level.

Case B: A manager holds weekly 1:1s, sets clear objectives, delivers feedback, and identifies two high-potential reports, sponsors them for cross-functional projects, and documents a succession plan for a critical role. The team exceeds delivery targets and reports higher growth satisfaction in surveys. Rating: Exceeds Expectations at the manager level, demonstrating readiness for senior manager scope.

The same activities—regular 1:1s and goal setting—are weighted differently based on level and the additional coaching, talent development, and strategic impact visible in Case B.

Development Signals & Warning Signs

Signals of Readiness for the Next Level

Consistently delivers outcomes at or above current level for at least two review cycles.
Demonstrates competencies in the next level's domain—for example, a manager who already facilitates cross-functional collaboration and influences peer managers.
Acts as a multiplier: develops others, removes blockers for the broader team, and reduces escalation volume.
Receives positive feedback from multiple stakeholders, including peers, direct reports, and senior leaders.
Proactively seeks stretch assignments and delivers results without close supervision.

Warning Signs That Slow Progression

Inconsistent performance or behavior across review cycles; ratings fluctuate without clear explanation.
Silos information or decisions; avoids collaboration or transparent communication with peers.
Struggles to delegate effectively; either micromanages or under-supports direct reports.
Receives recurring feedback on the same developmental area without demonstrable improvement.
Creates or ignores psychological-safety issues; team engagement or inclusion scores decline.
Lacks documentation or evidence for key decisions; relies on anecdotal or subjective justifications.

Check-ins & Calibration Sessions

Regular Team- & Department-Level Reviews

Schedule quarterly calibration meetings where managers present evidence against the competency framework for each direct report being considered for promotion, development focus, or performance concerns. Use the framework's domain definitions and rating scale to structure discussions. Each manager shares specific examples—OKR outcomes, survey scores, stakeholder feedback—and the group compares those examples to agreed-upon standards. This process surfaces discrepancies early, aligns interpretation of "Exceeds Expectations," and ensures similar performance receives similar recognition.

Aligning Ratings & Reducing Bias

Before calibration, require managers to submit written evidence for each rating. During the session, focus on behaviors and outcomes, not personality or likeability. Use prompts like "What evidence supports this rating?" and "How does this compare to another report at the same level?" to anchor conversations in the framework. Track rating distributions by manager, team, and demographic group to identify patterns that may indicate bias. Follow up with one-on-one coaching for managers whose ratings skew significantly from peers or show demographic disparities. The goal is not perfect uniformity but a shared understanding of standards and a commitment to fairness.

Interview Questions by Competency Domain

Goal Setting & Performance Management

Describe a time you translated a high-level business objective into specific team goals. How did you communicate those goals, and what was the outcome?
Tell me about a performance review where you had to deliver difficult feedback. What did you say, and how did the employee respond?
Walk me through how you manage underperformance. What steps do you take, and how do you document progress?
Give an example of a quarterly planning cycle you led. How did you set priorities, involve the team, and track results?
How do you calibrate expectations across your team to ensure fairness and consistency?

Coaching & Development

Describe a direct report you helped develop into a new role or level. What coaching did you provide, and what was the result?
Tell me about a time you identified high-potential talent. How did you recognize that potential, and what actions did you take?
Give an example of a stretch assignment you sponsored for someone. How did you support them, and what did they learn?
How do you create individual development plans? What inputs do you use, and how do you track progress?
Describe a situation where you had to coach a manager on their own coaching skills. What did you do?

Hiring & Team Building

Walk me through your hiring process from requisition to offer. What steps do you take to ensure quality and speed?
Describe a time you improved diversity in your hiring pipeline. What strategies did you use, and what were the results?
Tell me about an onboarding plan you designed. How did you structure it, and how did you measure success?
Give an example of a difficult hiring decision. How did you evaluate trade-offs, and what was the outcome?
How do you assess team dynamics and address issues that affect collaboration or morale?

Communication & Transparency

Describe a time you had to communicate a major organizational change to your team. How did you frame it, and how did they react?
Tell me about a difficult conversation you facilitated between team members. What approach did you take?
Give an example of how you keep your team informed about leadership decisions. What channels do you use?
How do you create space for open feedback and dissenting opinions in team meetings?
Describe a situation where you had to represent your team's needs to senior leadership. What was the ask, and what was the result?

Delegation & Empowerment

Tell me about a project you delegated to a direct report. How did you decide to delegate it, and what support did you provide?
Describe a time you had to balance oversight with autonomy. How did you know when to step in?
Give an example of a task you initially handled yourself but later delegated. What changed, and what was the outcome?
How do you ensure delegation becomes a development opportunity rather than just task offloading?
Describe a situation where you empowered a manager on your team to make a significant decision. How did you support them?

Managing Up & Across

Describe a time you successfully advocated for resources or headcount for your team. How did you build the case?
Tell me about a situation where you had to navigate conflicting priorities from multiple stakeholders. How did you resolve it?
Give an example of a cross-functional project where you collaborated with peer managers. What challenges arose, and how did you address them?
How do you keep your own manager informed about team progress and blockers?
Describe a time you influenced a decision at a level above your own. What approach did you use, and what was the result?

Inclusion & Psychological Safety

Tell me about a time you intervened to address disrespectful behavior on your team. What did you do, and what was the outcome?
Describe how you ensure all voices are heard in team meetings, especially from quieter or underrepresented team members.
Give an example of a bias you identified in a hiring or promotion decision. How did you address it?
How do you facilitate open dialogue on sensitive or controversial topics within your team?
Describe an inclusion initiative you led or contributed to. What was the goal, and what impact did it have?

Implementation & Ongoing Maintenance

Launch Roadmap

Start with a cross-functional working group that includes HR, senior managers, and representatives from different departments. Draft initial competency definitions and rating scales based on existing role expectations and interview examples. Pilot the framework in one department or level—typically first-time managers—and run a full review cycle. Collect feedback from both reviewers and those being reviewed on clarity, fairness, and usefulness. Refine definitions, add missing domains, and adjust rating anchors based on real-world calibration discussions. Expand to the next level or department, repeating the pilot-and-refine cycle. Full organizational rollout typically takes 6–12 months, including training for all managers and HR business partners.

Training & Ongoing Calibration

Before launch, train all managers on the framework structure, evidence requirements, and calibration process. Use real examples and case studies to practice rating discussions. Schedule quarterly calibration sessions as standing meetings, not optional add-ons. Rotate facilitators to build shared ownership and reduce single-point-of-failure risk. Track rating distributions and demographic breakdowns after each cycle to identify patterns. Revisit and update domain definitions annually, incorporating feedback from managers and evolving business needs. Assign a single owner—typically an HR leader—to maintain the framework, manage version control, and ensure documentation stays current.

Feedback Channels & Change Process

Create a lightweight feedback mechanism—such as a shared Slack channel, recurring survey, or dedicated email alias—where managers and employees can suggest improvements or report confusion. Establish a quarterly review cadence where the working group evaluates all feedback, decides which changes to implement, and communicates updates. Use version numbers and change logs to track evolution over time. When making significant changes, re-train affected managers and update supporting materials—interview guides, calibration decks, 1:1 templates—to maintain consistency.

Conclusion

A well-designed manager competency framework transforms how organizations hire, develop, and promote people leaders by replacing subjective judgment with transparent, evidence-based standards. It creates a shared language that accelerates calibration, reduces bias, and helps every manager—from first-time leads to senior executives—understand what success looks like at their level and what growth requires for the next. Teams that use the framework consistently report faster, fairer talent decisions, higher confidence in promotion outcomes, and clearer development paths that increase both engagement and retention.

Successful frameworks start small, iterate based on real calibration conversations, and evolve as business needs shift. Pilot with one level or department, collect feedback, refine definitions, and expand gradually. Train managers not just on the framework structure but on the evidence-gathering and calibration skills that make it effective. Link the framework directly to performance management cycles, development planning, and hiring decisions so it becomes a living tool rather than a static document. Assign a clear owner to maintain version control, manage updates, and ensure alignment across HR and business leaders.

To move forward, define a pilot group—typically first-time managers in one department—and set a target launch date within the next quarter. Draft initial competency definitions using this article's matrix as a starting point, then validate and refine them with a cross-functional working group. Schedule the first calibration session before your next performance cycle and use it to test clarity, identify gaps, and adjust anchors. Track participation, rating distributions, and qualitative feedback to measure impact and guide continuous improvement. With clear ownership, regular iteration, and tight integration into talent processes, your manager competency framework becomes the foundation for scalable, equitable leadership development.

FAQ

How often should we update the manager competency framework?

Review annually and update as needed based on feedback from calibration sessions, changes in business strategy, or shifts in organizational structure. Minor tweaks to behavioral examples or rating anchors can happen quarterly if calibration discussions reveal confusion. Major revisions—adding new domains or changing level definitions—should follow a structured process with stakeholder input, pilot testing, and manager re-training to avoid disruption.

Can we use the same framework across all functions, or do we need separate versions for Engineering, Sales, and Operations?

Core management competencies—goal setting, coaching, hiring, communication, delegation, managing up, and inclusion—apply across all functions. Customize behavioral examples within each domain to reflect function-specific work. For instance, "delegates project ownership" might reference sprint planning in Engineering, account ownership in Sales, or shift coverage in Operations. Keep the structure and rating scale consistent to enable cross-functional calibration and internal mobility.

How do we prevent managers from inflating ratings to help their direct reports get promoted?

Require written evidence for every rating before calibration sessions and use structured discussions to compare similar roles across teams. Track rating distributions by manager and flag outliers for one-on-one coaching. Separate development conversations from compensation and promotion decisions to reduce pressure to inflate. Reinforce that the framework's purpose is fairness and growth, not gatekeeping, and that inflated ratings ultimately harm both the individual and the team by setting unrealistic expectations.

What if a manager is strong in some domains but weak in others—how do we handle uneven performance?

Rate each domain independently and use the pattern to guide development planning. A manager who excels at goal setting and delegation but struggles with inclusion may be ready for increased scope in execution while receiving targeted coaching on psychological safety. Promotion decisions should consider overall readiness and impact, not perfection in every domain. Document the gaps, set clear improvement goals, and revisit progress in the next cycle.

How do we integrate this framework with performance management software or existing HR systems?

Map each competency domain to custom fields or evaluation sections in your performance management software. Configure rating scales to match the framework's anchors and require managers to attach evidence—such as 1:1 notes, OKR snapshots, or stakeholder feedback—before submitting reviews. Use reporting features to track rating distributions, identify calibration gaps, and monitor progression velocity. Platforms like Sprad Growth support custom competency libraries, evidence tagging, and calibration workflows that align with the framework and reduce manual admin.

Jürgen Ulbrich

CEO & Co-Founder of Sprad

Jürgen Ulbrich has more than a decade of experience in developing and leading high-performing teams and companies. As an expert in employee referral programs as well as feedback and performance processes, Jürgen has helped over 100 organizations optimize their talent acquisition and development strategies.