1. Competency Overview What’s the Buzz About? Presented by: Josie Fernandez & Michelle Ezray, HR Modernization Project November 5, 2008

5. Competencies provide a strong foundation that helps integrate HR programs – and defines and supports organization success. Competencies contain prescriptive language that can clarify and drive organizational expectations. Source: Mercer - Competencies Overview 8-18-08_V1 New hire orientation Training & development Compensation & rewards Recruiting & selection Assessment Career roadmaps Performance management Succession planning Business process Competency Framework

6. 8-18-08_V1 Why Modernize the Current HR System Through the Use of Competencies?

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21. 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 Source: Mercer - Competencies Overview

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24. MANAGER/SUPERVISOR COMPETENCY MODEL PROCESS We are Here!

28. Competency Card Sort Exercise

29. What We’ve Heard So Far: Most Prevalent Competencies from Expert Resource Panels Thirteen competencies were identified during the Expert Resource Panels as being the most critical and most frequently demonstrated by State of CA leaders. 1. Communication 2. Decision Making 3. Ethics and Integrity 4. Personal Credibility 5. Team Leadership 6. Interpersonal Skills 7. Analytical Thinking 8. Planning and Organizing 9. Written Communication 10. Change Leadership 11. Vision and Strategic Thinking 12. Human Resource Management 13. Conflict Management = High Performer Interview Preliminary Draft

30. Building Trust & Accountability: Ethics & Integrity Sample Manager/Supervisor Competency By Level Building Trust and Accountability First-Level Supervisor Second-Level Supervisor Manager Ethics & Integrity • Treats others with respect • Takes responsibility • Uses applicable professional standards and establishes procedures • Identifies ethical dilemmas and takes action • Is approachable, supportive and willing to listen; Understands team member concerns • Admits mistakes and attempts to achieve a positive outcome • Follows and promotes professional standards, established procedures, and policies when taking action and making decisions • Identifies ethical dilemmas and conflicts of interest; Takes appropriate action • Respects and values others’ perspectives and contributions, even when styles and approaches are different • Takes responsibility for team's output and mistakes, develops solutions, and provides feedback where necessary • Sets example and ensures others' professional standards meet established procedures and policies • Models ethical behavior and promotes organizational values to team members • Looks for ways to build stronger teams by bringing together individuals with different styles and approaches • Fosters an environment that requires team members to take responsibility • Identifies and communicates conflicts of interest and proposes improvement of professional standards, procedures, and policies • Serves as a role model in consistently emphasizing integrity and respect for people at the highest levels and across the organization

31. What’s Next?

34. Begin design of initial competency models First occupational group model roll-out Major components designed, developed, implemented Final Roll-out 8-18-08_V1

35. Questions