Overview of Competencies & Benefits and Uses of a Competency-Based System July 10, 2008 Patrick Shannon Sherry Deng
What are Competencies? <ul><li>What superior performers do more often, more completely and consistently </li></ul><ul><li>...
Defining Competencies <ul><li>Skills, knowledge, behaviors and other characteristics that are important for: </li></ul><ul...
Types of Competencies General Behavioral Competencies <ul><ul><li>Behaviors critical to individual and group performance  ...
Competencies Provide Prescriptive Language That Can Clarify and Integrate HR Programs “… all that separates you from your ...
Preliminary Guiding Principles for the State of California Leadership Competency Model Built and validated with input from...
GENERIC SAMPLE 1. Competency name and definition 2. Key concepts or dimensions 3. Descriptions of sample behavioral indica...
Key Uses and Benefits of a Competency-Based System
Drivers for Introducing the Use of Competencies Sets Clear Expectations <ul><ul><li>Provides employees with clear directio...
Uses of a Competency Model: Example #1 Development Actions GENERIC SAMPLE Training &  Development Building Negotiation Ski...
Uses of a Competency Model: Example #2 Career Development Maps GENERIC SAMPLE Career  Roadmaps <ul><ul><ul><li>Competencie...
Uses of a Competency Model: Example #3  Performance Management Tools GENERIC SAMPLE Performance  Management <ul><ul><li>Ma...
Uses of a Competency Model: Example #4 Selection – Structured Interview Guides GENERIC SAMPLE Recruiting &  Selection Comp...
Uses of a Competency Model: Example #5 Workforce/Succession Planning Source:  The Leadership Pipeline, 2001,  by Ram Chara...
Key Takeaways Competencies set clear behavioral expectations Competencies can help identify training and development actio...
Thank you! Q  &  A
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Overview Of Competencies & Benefits and Uses of a Competency-Based System

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Describes how competencies work. Shows the benefits of using competencies for hiring.

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  1. 1. Overview of Competencies & Benefits and Uses of a Competency-Based System July 10, 2008 Patrick Shannon Sherry Deng
  2. 2. What are Competencies? <ul><li>What superior performers do more often, more completely and consistently </li></ul><ul><li>Observable behaviors that “make a difference” </li></ul><ul><li>The “how” side of performance </li></ul>Definition COMPETENCIES BEHAVIORS (actions) OUTPUTS ORGANIZATION RESULTS
  3. 3. Defining Competencies <ul><li>Skills, knowledge, behaviors and other characteristics that are important for: </li></ul><ul><li>Organizational success </li></ul><ul><li>Personal performance </li></ul><ul><li>Enhanced contribution </li></ul><ul><li>Sends the message that “how” matters as much as “what” </li></ul>Visible Hidden Skills Knowledge Values Self-Image Traits Motives
  4. 4. Types of Competencies General Behavioral Competencies <ul><ul><li>Behaviors critical to individual and group performance </li></ul></ul><ul><ul><li>Example: Relationship Building – Builds and maintains a wide variety of positive relationships, both formal and informal to meet the needs of external and internal customers </li></ul></ul>Technical Competencies <ul><ul><li>Demonstrated knowledge in a technical or professional area </li></ul></ul><ul><ul><li>May or may not require ongoing, continual adaptation, retraining, upgrading or new learning </li></ul></ul><ul><ul><li>Example: Knowledge of Employment Law – Demonstrates knowledge of employment law by accurately applying legal guidelines when hiring employees </li></ul></ul>Our Focus: General Behavioral Competencies for LEADERS
  5. 5. Competencies Provide Prescriptive Language That Can Clarify and Integrate HR Programs “… all that separates you from your competitors are the skills, knowledge, commitment, and abilities of the people who work for you… Companies that manage people right will outperform companies that don’t by 30% to 40%… If you don’t believe me, look at the numbers.” Fast Company “Danger: Toxic Company” Jeffrey Pfeffer, Stanford University New hire orientation Training & development Compensation & rewards Recruiting & selection Assessment Career roadmaps Performance management Succession planning Business process Competency Framework Uses of a Competency Model
  6. 6. Preliminary Guiding Principles for the State of California Leadership Competency Model Built and validated with input from State of CA Leaders Aligned with State of CA’s strategies, culture and modernization efforts Integrated into HR processes State of California Leadership Model Competency Model Development Principles <ul><li>The competency model should be aligned with the State’s objectives and culture, and support the HR Modernization project </li></ul><ul><li>The competency model should be developed from current research and validated by internal subject matter experts </li></ul><ul><li>The competency model should lend itself to multiple HR programs including workforce planning, performance management, and training </li></ul><ul><li>The competency model should be clear and compelling, and easy to communicate </li></ul>
  7. 7. GENERIC SAMPLE 1. Competency name and definition 2. Key concepts or dimensions 3. Descriptions of sample behavioral indicators at three stages or levels Competencies Should be Prescriptive and Define the Expected Level of Proficiency 1. Leading Change Definition: Includes facilitating and communicating change across the organization, and overcoming resistance. Key Concepts ► Facilitates change Communicates change Overcomes resistance Sample Indicators ▼ Sample Indicators ▼ Sample Indicators ▼ Developing Still developing; may show proficiency in some areas <ul><li>Performs own work in a way that is consistent with the culture change </li></ul><ul><li>Promotes an “I can” culture to various audiences </li></ul><ul><li>Identifies and effectively works through resistance to change </li></ul>Proficient Fully proficient without additional coaching <ul><li>Translates organization’s new direction into specific steps that enable others to implement change </li></ul><ul><li>Tailors culture change messages to win over key stakeholders </li></ul><ul><li>Anticipates barriers and resistance to change and achieves successful resolution </li></ul>Expert Seen as role model; teaches others <ul><li>Actively oversees and champions the new culture change priorities across organization </li></ul><ul><li>Creates/delivers a clear and compelling vision to focus key internal/external stakeholders on priorities </li></ul><ul><li>Directly confronts significant challenges and leads efforts to convert resistance into strong support </li></ul>
  8. 8. Key Uses and Benefits of a Competency-Based System
  9. 9. Drivers for Introducing the Use of Competencies Sets Clear Expectations <ul><ul><li>Provides employees with clear direction on how they can contribute </li></ul></ul><ul><ul><li>Reinforces behaviors that are consistent with the organization’s mission, culture and priorities </li></ul></ul>Identifies Training and Development Actions <ul><ul><li>Provides employees with a roadmap for building strengths and closing development gaps </li></ul></ul><ul><ul><li>Ties to career growth and becoming a “learning organization” </li></ul></ul>Integrates HR Programs <ul><ul><li>Improves consistency in recruiting and selection, training, performance management and workforce/succession planning </li></ul></ul><ul><ul><li>Streamlines and simplifies HR operations </li></ul></ul>
  10. 10. Uses of a Competency Model: Example #1 Development Actions GENERIC SAMPLE Training & Development Building Negotiation Skills: Development Actions On the job <ul><li>Prepare for negotiations by conducting a mock/role play session; practice listening and probing skills </li></ul><ul><li>Shadow senior colleagues as they prepare for critical negotiating sessions </li></ul><ul><li>Debrief after negotiating session; give/accept honest feedback and apply key learnings </li></ul><ul><li>Practice identifying and adapting to a range of specific provider negotiating styles; seek input from colleagues on “best practices” </li></ul>Coaching/ mentoring <ul><li>“ Sit in” (or listen in) with senior colleagues in negotiation meetings; summarize observations and implications for how to improve personal negotiating style </li></ul><ul><li>Engage a partner to provide feedback on maintaining composure under pressure </li></ul><ul><li>Seek feedback from your manager on how to handle a challenging employee issue (e.g., strong performer who does not collaborate well); take action and follow up </li></ul>Formal training <ul><li>Take a negotiation skills course </li></ul><ul><li>Take a sales training course (e.g., listening skills, reading body language, asking effective questions, persuasiveness, closing skills) </li></ul>
  11. 11. Uses of a Competency Model: Example #2 Career Development Maps GENERIC SAMPLE Career Roadmaps <ul><ul><ul><li>Competencies can help define and communicate career opportunities – both lateral and vertical moves </li></ul></ul></ul>
  12. 12. Uses of a Competency Model: Example #3 Performance Management Tools GENERIC SAMPLE Performance Management <ul><ul><li>Many organizations include competencies in their performance management programs to assess “how” employees are performing in their jobs </li></ul></ul>
  13. 13. Uses of a Competency Model: Example #4 Selection – Structured Interview Guides GENERIC SAMPLE Recruiting & Selection Competencies provide content that can be converted into selection tools with scoring guides to assist with more effective hiring
  14. 14. Uses of a Competency Model: Example #5 Workforce/Succession Planning Source: The Leadership Pipeline, 2001, by Ram Charan, Stephen Drotter, and James Noel. Competencies can help define expectations at each level of management, which supports clear and transparent promotion guidelines Succession Planning GENERIC SAMPLE
  15. 15. Key Takeaways Competencies set clear behavioral expectations Competencies can help identify training and development actions Competencies can help integrate HR programs
  16. 16. Thank you! Q & A
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