A competency model is a set of guidelines that defines the skills, knowledge, and abilities required for an employee to perform their job successfully. In essence, competency models outline the essential competencies needed for effective job performance. There are some challenges associated with their design, development and implementation. Addressing these challenges requires a thoughtful and collaborative approach involving HR, department leaders, and employees. Overcoming these obstacles can create effective competency models that drive performance and align with strategic goals. The goal of this paper was to develop a comprehensive theoretical framework with an objective of putting the model into the context of the organization, respectively indicating the interconnectedness of the steps associated not only with the construction of the competency model, but also with its effective use and understanding across the entire organization. The authors analyze and study examples of good practice in case studies focusing on working with competency models. The studies included are cross-industry and include a wide range of practical experience. The result is a model that represents the competency modeling process. It depicts the individual parts, steps and their interconnectedness. At the same time, it presents all the necessary parts for the successful construction and functioning of the competence model.