Overview of Competencies in the State of Georgia

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  • Links competencies to the agency’s mission, vision, goal, and strategic plan Aligns behavior with organization strategies and values Provides the ability to assess and target relevant skill and competency gaps Can help identify where to best focus training dollars Helps to determine what competencies are needed for today as well as the future Identifies gaps between present skill sets and future requirements Identifies gaps at the agency level

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  • 1. Overview of Competencies Used in the State of Georgia For more information: Ann Phillips, SPHR 404-657-3407 [email_address]
  • 2. Integrated Competency Based HR Workforce Training & Development Succession Planning Job Redesign/ Career Paths Compensation & Rewards Performance Management Competency Management HR Policy Strategic Planning & Workforce Planning Recruiting/Selection Onboarding
  • 3. Current HR Initiatives Workforce Training & Development Succession Planning Job Redesign/ Career Paths Compensation & Rewards Performance Management Competency Management HR Policy Strategic Planning & Workforce Planning Recruiting/Selection Onboarding
  • 4. What Is a Competency
    • Competencies:
      • Attributes
      • Knowledge
      • Skills
      • Abilities
      • Other characteristics
    • that contribute to successful job performance
  • 5. Types of Competencies
    • Behavioral Competency: Behaviors, knowledge, skills, abilities, and other characteristics that contribute to individual success in the organization
      • Can apply to all (or most) jobs in an organization or be specific to a job family, career level or position
      • e.g., teamwork and cooperation, communication
      • Focus on the person
    • Technical Competency: Specific knowledge and skills needed to be able to perform one’s job effectively
      • Job specific and relate to success in a given job or job family
      • e.g., knowledge of accounting principles, knowledge of human resource law and practice
      • Focus on the job
  • 6. Competencies – Job Redesign
    • Technical competencies
      • Are part of the job description
      • Describe what a person needs for the job
      • Generally a phrase or statement
    • Behavioral competencies
      • Are not part of the job description
  • 7. Behavioral Competencies
    • Key Characteristics:
    • Observable and measurable
    • Relate to the core purpose and values of an organization
    • Focus on the person
      • Contribute to improved employee performance
      • Contribute to individual success within an organization
    • Can apply to all (or most) jobs in an organization or be specific to a job family, career level, or position
    • Are not part of the job description
    • Drive organizational performance
  • 8. Types of Behavioral Competencies Statewide Competencies Core Competencies (all employees) Leadership Competencies (people managers & other leaders) Customer Service Teamwork and Cooperation Results Orientation Accountability Judgment and Decision Making Talent Management Transformers of Government Additional Behavioral Competencies Communication Conflict Management Creativity and Innovation Cultural Awareness Flexibility Initiative Negotiation and Influence Professional Development Project Management Teaching Others Team Leadership
  • 9.  
  • 10. Integrated Competency-Based HR
    • Strategic Planning
      • Translates the organization's vision and goals into expected employee behavior
    • Workforce Planning
      • Links competencies to the agency’s mission, vision, & goals
      • Assess and target skill and competency gaps
      • Identify where to best focus training dollars
      • Help determine what competencies are needed for today as well as the future
      • Identify gaps between present skill sets & future requirements
      • Identify gaps at the agency level
  • 11. Integrated Competency-Based HR
    • Performance Management
      • Provides consistency in performance expectations and measurement
      • Helps identify which behaviors most impact performance and success
      • Used in individual development plans to target gaps and identify development opportunities
      • Helps distinguish exceptional individuals that contribute to organizational success
      • Provides feedback to individuals to move them toward exemplary performance
  • 12. Integrated Competency-Based HR
    • Succession Planning
      • Helps clarify characteristics required for targeted position(s)
      • Focuses training and development plans to address competency gaps
      • Allows an organization to measure its “bench strength”
      • Helps target the agency’s investment of both time and money for developmental purposes
      • Helps provide a method for assessing readiness for the role
  • 13. Integrated Competency-Based HR
    • Recruiting/Selection/Onboarding
      • Ensures a more systematic interview process
      • Provides a complete picture of job requirements
      • Increases the likelihood of hiring people who will succeed in the organization
      • Can prescreen job applicants
      • Make selection decisions based on demonstrated ability to perform or evidence of results
      • Reduce hiring costs and absenteeism / turnover rates
  • 14. Integrated Competency-Based HR
    • Workforce Training and Development
      • Provides the ability to focus on the skills, knowledge, and characteristics that have the most impact on effectiveness
      • Ensures that training and development opportunities are aligned with organizational values and strategies
      • Recognizes that most efforts to build competencies occurs through work experiences
      • Helps individuals to discover their own competencies
  • 15. HR Initiatives Current Timeline
    • Phase 1 Agencies: DOAS, DCH, DCOR, EconDev, DHR – part, DOR, GBI, SAO, SPA
    Date Activity February 2008 Kick-off Meeting for HR Initiatives to HR Directors April 2008 Performance Management training begins for Phase 1 Agencies June 2008 End data for performance training for Phase 1 Agencies July 2008 ePerformance Management Implementation for Phase 1 Agencies January 2009 Succession Planning Rollout for Phase 1 Agencies January 2009 Workforce Planning Rollout for Phase 1 Agencies March 2009 Performance Management training begins for Phase 2 Agencies July 2009 ePerformance Management Implementation for Phase 2 Agencies
  • 16. Integrated Competency Based HR Workforce Training & Development Succession Planning Job Redesign/ Career Paths Compensation & Rewards Performance Management Competency Management HR Policy Strategic Planning & Workforce Planning Recruiting/Selection Onboarding
  • 17.