{"id":10386,"date":"2026-10-08T11:00:00","date_gmt":"2026-10-08T07:00:00","guid":{"rendered":"https:\/\/matsh.co\/en\/?post_type=course&#038;p=10386"},"modified":"2026-10-05T01:30:03","modified_gmt":"2026-10-04T21:30:03","slug":"competency-framework-design-course","status":"publish","type":"course","link":"https:\/\/matsh.co\/en\/course\/competency-framework-design-course\/","title":{"rendered":"Competency Framework Design Course"},"content":{"rendered":"\n.cfw-hook{background:#f8fafc;border:1.5px solid #d0dce8;border-radius:16px;padding:36px 40px;margin-bottom:32px}.cfw-hook p{font-size:1rem;color:#2d3a4a;line-height:1.85;margin:0 0 20px}.cfw-stats{display:flex;flex-wrap:wrap;gap:14px;margin-top:24px}.cfw-stat{background:#fff;border:1.5px solid #d0dce8;border-radius:12px;padding:16px 20px;flex:1;min-width:150px;text-align:center}.cfw-stat strong{display:block;font-size:1.4rem;font-weight:800;color:#337c8f;line-height:1.2}.cfw-stat span{font-size:.75rem;color:#5a6a7e;line-height:1.5;display:block;margin-top:5px}.cfw-source{font-size:.72rem!important;color:#6b7788!important;margin:16px 0 0!important}.cfw-pain{background:#f1f9fb;border-left:5px solid #337c8f;border-radius:0 14px 14px 0;padding:30px 34px;margin-bottom:44px}.cfw-pain ul{margin:12px 0 0;padding-left:20px;line-height:2.05;color:#183f49}.cfw-h{font-size:1.45rem;font-weight:800;color:#183f49;border-bottom:3px solid #337c8f;padding-bottom:10px;margin:44px 0 24px}.cfw-cards,.cfw-regions{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:18px;margin-bottom:44px}.cfw-card,.cfw-region{border:1.5px solid #b9dbe2;border-radius:14px;padding:22px 20px;background:#fff}.cfw-card h4,.cfw-region h4{margin:8px 0;color:#183f49;font-size:.95rem;font-weight:700}.cfw-card p,.cfw-region p{margin:0;font-size:.84rem;color:#3a5578;line-height:1.65}.cfw-gains{background:#f1f9fb;border-radius:16px;padding:36px;margin-bottom:44px}.cfw-gg{display:grid;grid-template-columns:repeat(auto-fit,minmax(240px,1fr));gap:14px}.cfw-g{background:#fff;border-radius:10px;padding:16px 20px;display:flex;gap:12px;align-items:flex-start;font-size:.88rem;line-height:1.65;color:#2d3a4a}.cfw-g i{color:#337c8f;font-size:1.25rem;flex-shrink:0;font-style:normal}.cfw-m{border:1.5px solid #b9dbe2;border-radius:14px;overflow:hidden;margin-bottom:16px}.cfw-mh{background:#183f49;color:#fff;padding:16px 24px;display:flex;align-items:center;gap:16px}.cfw-mn{background:#337c8f;width:38px;height:38px;border-radius:50%;display:flex;align-items:center;justify-content:center;font-weight:800;flex-shrink:0}.cfw-mb{padding:22px 26px}.cfw-mb p{margin:0 0 14px;color:#444f5e;line-height:1.8;font-size:.93rem}.cfw-mb ul{margin:0;padding-left:20px;color:#444f5e;line-height:1.95;font-size:.9rem}.cfw-work{margin:14px 0 0!important;padding:12px 16px;background:#f1f9fb;border-radius:8px;color:#183f49!important;font-weight:600}.cfw-faq{border-bottom:1px solid #b9dbe2;padding:18px 0}.cfw-faq b{display:block;color:#183f49;margin-bottom:8px;font-size:.95rem}.cfw-faq span{color:#3a5578;font-size:.88rem;line-height:1.75}.cfw-rel{display:grid;grid-template-columns:repeat(auto-fit,minmax(220px,1fr));gap:14px;margin-bottom:44px}.cfw-rel a{border:1.5px solid #b9dbe2;border-radius:10px;padding:16px 18px;text-decoration:none;color:#183f49;font-weight:600;font-size:.88rem}.cfw-cta{background:linear-gradient(135deg,#337c8f,#183f49);border-radius:16px;padding:44px;text-align:center;color:#fff;margin-top:44px}.cfw-cta h3{font-size:1.5rem;font-weight:800;margin:0 0 12px;color:#fff}.cfw-cta p{opacity:.9;margin:0 0 28px;font-size:.97rem;line-height:1.7;color:#fff}.cfw-tbl{width:100%;border-collapse:collapse;font-size:.9rem}.cfw-tbl td{padding:14px 24px;border-bottom:1px solid #b9dbe2}\n<div class=\"cfw-hook\"><h2 style=\"font-size:clamp(1.15rem,2.5vw,1.5rem);font-weight:800;color:#1a2535;line-height:1.25;margin:0 0 14px\">A Competency Framework Is Useful Only if Two Managers Can Read It and Reach Similar Conclusions About What Good Performance Looks Like.<\/h2><p>Competency frameworks often begin with good intentions and end as very large documents.<\/p><p>Terms such as \u201cstrategic thinking,\u201d \u201ccollaboration,\u201d \u201ccommercial awareness\u201d or \u201cleadership\u201d are listed because they sound important. Definitions overlap. Proficiency levels are differentiated with vague words like \u201cbasic,\u201d \u201cadvanced\u201d and \u201cexpert.\u201d Roles inherit long lists of competencies that nobody can realistically assess. Recruitment, performance and learning teams then interpret the same framework differently.<\/p><p>CIPD's current guidance notes that well-designed competency frameworks can increase clarity around performance expectations and strengthen the link between individual and organisational performance, while also warning that frameworks can become overly prescriptive and inflexible.<\/p><p>This course teaches the design discipline required to make a competency framework usable: clear purpose, role architecture, observable behaviours, meaningful levels, realistic role profiles, stakeholder validation and integration into the HR processes that will actually use it.<\/p><div class=\"cfw-stats\"><div class=\"cfw-stat\"><strong>Clarity of expectations<\/strong><span>CIPD notes that well-designed competency frameworks can clarify performance expectations and connect individual with organisational performance. Source: CIPD, 2025.<\/span><\/div><div class=\"cfw-stat\"><strong>Detail must stay usable<\/strong><span>Current CIPD guidance warns that competency frameworks need to balance detail with flexibility and avoid overly prescriptive design.<\/span><\/div><div class=\"cfw-stat\"><strong>Roles still matter<\/strong><span>CIPD's current job-design guidance emphasises defining roles and responsibilities in ways that create value and support performance. Source: CIPD, 2025.<\/span><\/div><\/div><p class=\"cfw-source\"><a href=\"https:\/\/www.cipd.org\/en\/knowledge\/factsheets\/competency-factsheet\/\" target=\"_blank\" rel=\"noopener\">CIPD Competency Frameworks 2025<\/a> \u00b7 <a href=\"https:\/\/www.cipd.org\/en\/knowledge\/factsheets\/job-design-factsheet\/\" target=\"_blank\" rel=\"noopener\">CIPD Job Design 2025<\/a>. Evidence is contextual and not a guarantee of outcomes.<\/p><\/div><div class=\"cfw-pain\"><p style=\"font-weight:700;font-size:1.05rem;margin:0;color:#183f49\">Competency frameworks fail when:<\/p><ul><li>competencies are chosen because they sound desirable rather than because roles genuinely require them<\/li><li>values, skills, knowledge and behaviours are mixed into one confusing list<\/li><li>behavioural indicators describe personality rather than observable work<\/li><li>proficiency levels differ only by adjectives<\/li><li>every role receives too many competencies<\/li><li>technical and leadership competencies are forced into one structure<\/li><li>job titles rather than role requirements drive competency mapping<\/li><li>managers use the framework inconsistently<\/li><li>recruitment interviews, performance reviews and learning plans each interpret competencies differently<\/li><li>the framework is launched without validation or manager calibration<\/li><li>governance is absent, so new roles and business changes slowly make the framework obsolete.<\/li><\/ul><\/div><h2 class=\"cfw-h\">How This Applies Across the Markets MATSH Serves<\/h2><div class=\"cfw-regions\"><div class=\"cfw-region\"><h4>GCC<\/h4><p>Competency frameworks are often used to support localisation, leadership pipelines, capability building and professionalisation in fast-growing organisations. The emphasis is on creating frameworks that are credible across multinational workforces and usable in talent decisions.<\/p><\/div><div class=\"cfw-region\"><h4>Africa<\/h4><p>Applications include public-sector capability, NGO and development organisations, financial services, professional career structures and organisations formalising HR systems as they grow.<\/p><\/div><div class=\"cfw-region\"><h4>Asia<\/h4><p>The course addresses large role families, technical\/professional ladders, multi-country operations and the challenge of maintaining consistency without creating an inflexible global framework.<\/p><\/div><div class=\"cfw-region\"><h4>Europe<\/h4><p>Applications include skills-based organisations, professional career architecture, transparent expectations and integration of competencies with recruitment, learning and performance processes.  These are contextual lenses, not universal assumptions about employers in a region.<\/p><\/div><\/div><h2 class=\"cfw-h\">Who Should Attend<\/h2><div class=\"cfw-cards\"><div class=\"cfw-card\"><div style=\"font-size:1.8rem\">\ud83e\udded<\/div><h4>HR and Talent Management Professionals<\/h4><p>Building or redesigning organisation-wide competency frameworks.<\/p><\/div><div class=\"cfw-card\"><div style=\"font-size:1.8rem\">\ud83c\udf93<\/div><h4>L&amp;D and Capability Teams<\/h4><p>Using competencies to diagnose development needs and build learning pathways.<\/p><\/div><div class=\"cfw-card\"><div style=\"font-size:1.8rem\">\ud83c\udfaf<\/div><h4>Recruitment and Talent Acquisition Teams<\/h4><p>Needing observable criteria for structured selection.<\/p><\/div><div class=\"cfw-card\"><div style=\"font-size:1.8rem\">\ud83d\udcca<\/div><h4>Performance and Succession Professionals<\/h4><p>Connecting role expectations with assessment, readiness and talent decisions.<\/p><\/div><div class=\"cfw-card\"><div style=\"font-size:1.8rem\">\ud83c\udfe2<\/div><h4>Organisation Design \/ Job Architecture Teams<\/h4><p>Mapping competencies alongside role families and levels.<\/p><\/div><div class=\"cfw-card\"><div style=\"font-size:1.8rem\">\ud83e\udd1d<\/div><h4>HR Consultants and Business Partners<\/h4><p>Facilitating competency design with business stakeholders.<\/p><\/div><\/div><div class=\"cfw-gains\"><h2 style=\"font-size:1.45rem;font-weight:800;color:#183f49;margin:0 0 6px\">What You Will Leave With<\/h2><p style=\"color:#3a5578;margin:0 0 24px;font-size:.95rem\">- <strong>A competency architecture<\/strong>, separating core, leadership, functional and technical competencies appropriately. - <strong>A design standard<\/strong>, defining format, naming, definitions and behavioural-writing rules. - <strong>Observable behavioural indicators<\/strong>, reducing vague interpretation. - <strong>A proficiency-level model<\/strong>, showing meaningful differences in complexity, autonomy and impact. - <strong>Role competency profiles<\/strong>, limiting each role to the competencies that genuinely matter. - <strong>A validation process<\/strong>, combining SME evidence, manager input and calibration. - <strong>An HR integration map<\/strong>, showing how the framework supports recruitment, performance, learning and succession. - <strong>A governance model<\/strong>, defining ownership, change control and review cycles. - <strong>A pilot and rollout plan<\/strong>, testing usability before enterprise launch.<\/p><div class=\"cfw-gg\"><div class=\"cfw-g\"><i>\u2713<\/i><span><strong>A competency architecture<\/strong>, separating core, leadership, functional and technical competencies appropriately.<\/span><\/div><div class=\"cfw-g\"><i>\u2713<\/i><span><strong>A design standard<\/strong>, defining format, naming, definitions and behavioural-writing rules.<\/span><\/div><div class=\"cfw-g\"><i>\u2713<\/i><span><strong>Observable behavioural indicators<\/strong>, reducing vague interpretation.<\/span><\/div><div class=\"cfw-g\"><i>\u2713<\/i><span><strong>A proficiency-level model<\/strong>, showing meaningful differences in complexity, autonomy and impact.<\/span><\/div><div class=\"cfw-g\"><i>\u2713<\/i><span><strong>Role competency profiles<\/strong>, limiting each role to the competencies that genuinely matter.<\/span><\/div><div class=\"cfw-g\"><i>\u2713<\/i><span><strong>A validation process<\/strong>, combining SME evidence, manager input and calibration.<\/span><\/div><div class=\"cfw-g\"><i>\u2713<\/i><span><strong>An HR integration map<\/strong>, showing how the framework supports recruitment, performance, learning and succession.<\/span><\/div><div class=\"cfw-g\"><i>\u2713<\/i><span><strong>A governance model<\/strong>, defining ownership, change control and review cycles.<\/span><\/div><div class=\"cfw-g\"><i>\u2713<\/i><span><strong>A pilot and rollout plan<\/strong>, testing usability before enterprise launch.<\/span><\/div><\/div><\/div><h2 class=\"cfw-h\">Programme Curriculum<\/h2><div class=\"cfw-m\"><div class=\"cfw-mh\"><div class=\"cfw-mn\">1<\/div><strong>Purpose, Scope and Competency Architecture<\/strong><\/div><div class=\"cfw-mb\"><p><strong>Why this module matters:<\/strong> A framework designed without a clear use case quickly becomes too broad. Recruitment, development and succession need overlapping but not identical detail.  Participants learn to:<\/p><ul><li>define the business problems the framework should solve<\/li><li>distinguish competence, competency, skill, knowledge and behaviour<\/li><li>define core, leadership, functional and technical competency families<\/li><li>decide what belongs in the framework and what belongs in job descriptions or skills taxonomies<\/li><li>connect competencies to organisational strategy and values without copying slogans<\/li><li>choose an appropriate number of competencies<\/li><li>define ownership and design governance<\/li><li>identify stakeholders and subject-matter experts<\/li><li>establish framework design standards<\/li><li>build a practical project plan for framework development.<\/li><\/ul><p class=\"cfw-work\"><strong>Workshop:<\/strong> Design the competency architecture and rules for a sample organisation.<\/p><\/div><\/div><div class=\"cfw-m\"><div class=\"cfw-mh\"><div class=\"cfw-mn\">2<\/div><strong>Writing Competencies and Observable Behavioural Indicators<\/strong><\/div><div class=\"cfw-mb\"><p><strong>Why this module matters:<\/strong> A competency cannot be assessed consistently if people cannot recognise it in work. Observable behaviours are what turn an abstract concept into usable evidence.  Participants learn to:<\/p><ul><li>write precise competency names and definitions<\/li><li>distinguish behaviours from personality traits<\/li><li>write indicators using observable actions<\/li><li>avoid overlap between competencies<\/li><li>test whether indicators are role-relevant<\/li><li>prevent cultural or stylistic preferences from masquerading as competence<\/li><li>balance positive standards with clarity about ineffective behaviour<\/li><li>use examples without making the framework too narrow<\/li><li>test language for accessibility and inclusion<\/li><li>run stakeholder review of draft definitions.<\/li><\/ul><p class=\"cfw-work\"><strong>Workshop:<\/strong> Rewrite vague competencies into observable behavioural standards.<\/p><\/div><\/div><div class=\"cfw-m\"><div class=\"cfw-mh\"><div class=\"cfw-mn\">3<\/div><strong>Proficiency Levels and Career Progression<\/strong><\/div><div class=\"cfw-mb\"><p><strong>Why this module matters:<\/strong> Levels need to represent increasing complexity and impact, not just stronger adjectives.  Participants learn to:<\/p><ul><li>select the number of proficiency levels<\/li><li>differentiate levels by autonomy, complexity, scope and influence<\/li><li>distinguish expert technical depth from managerial seniority<\/li><li>write level descriptors that can be calibrated<\/li><li>prevent every senior role from requiring the highest level<\/li><li>align competency levels with job architecture where appropriate<\/li><li>support technical and management career pathways<\/li><li>identify development gaps without treating every difference as failure<\/li><li>test progression logic with real roles<\/li><li>create proficiency examples for manager calibration.<\/li><\/ul><p class=\"cfw-work\"><strong>Workshop:<\/strong> Build a four- or five-level proficiency model and test it against three roles.<\/p><\/div><\/div><div class=\"cfw-m\"><div class=\"cfw-mh\"><div class=\"cfw-mn\">4<\/div><strong>Role Mapping, Validation and Calibration<\/strong><\/div><div class=\"cfw-mb\"><p><strong>Why this module matters:<\/strong> The framework becomes useful only when roles are mapped realistically and different stakeholders interpret the requirements consistently.  Participants learn to:<\/p><ul><li>map competencies by role family and level<\/li><li>identify mandatory versus differentiating competencies<\/li><li>avoid overloading role profiles<\/li><li>use workshops and SME interviews to validate requirements<\/li><li>challenge title-based assumptions<\/li><li>compare similar roles across functions<\/li><li>test profiles against real performance examples<\/li><li>run manager calibration sessions<\/li><li>resolve disagreement using job evidence<\/li><li>pilot the framework before organisation-wide rollout.<\/li><\/ul><p class=\"cfw-work\"><strong>Simulation:<\/strong> Calibrate competency requirements for a contested role family.<\/p><\/div><\/div><div class=\"cfw-m\"><div class=\"cfw-mh\"><div class=\"cfw-mn\">5<\/div><strong>Integrating the Framework Into HR and Keeping It Current<\/strong><\/div><div class=\"cfw-mb\"><p><strong>Why this module matters:<\/strong> Competency frameworks often fail after launch because HR systems use them inconsistently or the business changes faster than the framework.  Participants learn to:<\/p><ul><li>translate competencies into structured interview criteria<\/li><li>use competency evidence in performance conversations<\/li><li>connect gaps with learning pathways<\/li><li>support succession and readiness assessment<\/li><li>avoid using one framework mechanically for every HR decision<\/li><li>train managers and HR users<\/li><li>define system and data requirements<\/li><li>measure adoption and usability<\/li><li>govern additions and changes<\/li><li>review the framework as roles, strategy and technology evolve.<\/li><\/ul><p class=\"cfw-work\"><strong>Capstone:<\/strong> Present a complete competency framework sample, role map, validation and implementation plan.<\/p><\/div><\/div><div style=\"border:1.5px solid #b9dbe2;border-radius:14px;overflow:hidden;margin-bottom:44px\"><div style=\"background:#f1f9fb;padding:18px 24px;border-bottom:1px solid #b9dbe2\"><strong style=\"color:#183f49\">Course At a Glance<\/strong><\/div><table class=\"cfw-tbl\"><tr><td style=\"font-weight:600;color:#183f49;width:35%\">Format<\/td><td style=\"color:#3a5578\">Comprehensive modular curriculum, delivered flexibly<\/td><\/tr><tr><td style=\"font-weight:600;color:#183f49;width:35%\">Locations<\/td><td style=\"color:#3a5578\">Multiple locations, online available<\/td><\/tr><tr><td style=\"font-weight:600;color:#183f49;width:35%\">Methodology<\/td><td style=\"color:#3a5578\">Competency-writing labs, proficiency calibration, role mapping and capstone framework design<\/td><\/tr><tr><td style=\"font-weight:600;color:#183f49;width:35%\">Best for<\/td><td style=\"color:#3a5578\">HR, talent, L&amp;D, recruitment, performance, organisation design teams and HR consultants<\/td><\/tr><tr><td style=\"font-weight:600;color:#183f49;width:35%\">What's Included<\/td><td style=\"color:#3a5578\">Architecture template, competency-writing standard, proficiency-level model, role-mapping matrix, calibration guide and certificate<\/td><\/tr><\/table><\/div><div class=\"matsh-cluster-link\" style=\"margin:34px 0;padding:20px 22px;border:1px solid #d9e2ea;border-radius:12px;background:#f8fafc\"><strong>Explore the wider HR &amp; People Management cluster:<\/strong> <a href=\"https:\/\/matsh.co\/en\/course-category\/hr-people-management\/\">browse related HR &amp; People Management courses<\/a> to compare adjacent skills, pathways and training options.<\/div>\n<h2 class=\"cfw-h\">Common Questions<\/h2><div style=\"margin-bottom:44px\"><div class=\"cfw-faq\"><b>How is this different from Human Resource Management?<\/b><span>Human Resource Management covers the HR function broadly. This is a specialist design course for building the competency architecture that multiple HR processes can use.<\/span><\/div><div class=\"cfw-faq\"><b>Is this the same as a skills framework?<\/b><span>Not exactly. Skills frameworks often describe specific capabilities or technical skills. Competency frameworks frequently include observable behaviours and broader role expectations. Organisations may use both.<\/span><\/div><div class=\"cfw-faq\"><b>Can competencies be used for pay decisions?<\/b><span>They can inform career and capability decisions, but organisations should not assume a competency rating automatically determines pay. Reward design requires its own governance and evidence.<\/span><\/div><div class=\"cfw-faq\"><b>Does the course include technical competencies?<\/b><span>Yes. The design method covers how to create and govern functional\/technical competency families with subject-matter experts, even though participants are not expected to be experts in every function.<\/span><\/div><\/div><div class=\"cfw-rel\"><a href=\"\/en\/course\/human-resource-management-training-course\/\">\u2192 Human Resource Management<\/a><a href=\"\/en\/course\/performance-management-training-course\/\">\u2192 Performance Management<\/a><a href=\"\/en\/course\/succession-planning-talent-pipeline-course\/\">\u2192 Succession Planning &amp; Talent Pipeline<\/a><a href=\"\/en\/course\/hr-analytics-people-metrics-course\/\">\u2192 HR Analytics and People Metrics<\/a><a href=\"\/en\/course\/compensation-benefits-total-rewards-course\/\">\u2192 Compensation, Benefits and Total Rewards<\/a><\/div><div class=\"cfw-cta\"><h3>If the Framework Cannot Help a Manager Describe What Better Performance Looks Like, It Is Not Finished.<\/h3><p>Build competency standards that employees, managers and HR can actually use.<\/p><div style=\"display:flex;flex-wrap:wrap;gap:14px;justify-content:center\"><a href=\"\/en\/register\/?course=Competency+Framework+Design\" style=\"background:#fff;color:#183f49;font-weight:800;padding:14px 32px;border-radius:8px;text-decoration:none\">Register Now \u2192<\/a><a href=\"\/en\/upcoming-courses\/?course=competency-framework-design-course\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">View All Dates<\/a><a href=\"\/en\/contact-us\/?type=inhouse&amp;course=Competency+Framework+Design\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">In-House for My Team<\/a><\/div><\/div>","protected":false},"excerpt":{"rendered":"<p>Design practical competency frameworks with observable behaviours, proficiency levels, role mapping, validation, calibration and integration across HR processes.<\/p>\n","protected":false},"featured_media":10900,"template":"","meta":{"_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"_kad_post_classname":""},"course_pillar":[392],"course-category":[279],"venue":[],"class_list":["post-10386","course","type-course","status-publish","has-post-thumbnail","hentry","course_pillar-professional","course-category-hr-people-management"],"_links":{"self":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course\/10386","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course"}],"about":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/types\/course"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media\/10900"}],"wp:attachment":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media?parent=10386"}],"wp:term":[{"taxonomy":"course_pillar","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course_pillar?post=10386"},{"taxonomy":"course-category","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course-category?post=10386"},{"taxonomy":"venue","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/venue?post=10386"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}