Becoming a Becoming a Competency Driven Competency Driven

AgencyAgencyAmy R. Hurd, Ph.D., CPRPAmy R. Hurd, Ph.D., CPRP

Illinois State UniversityIllinois State Universityarhurd@ilstu.eduarhurd@ilstu.edu

309-438-5557309-438-5557

Who are you?Who are you?

Who am I? Why am I here?Who am I? Why am I here?

Session OutcomesSession Outcomes

►Define competenciesDefine competencies

►Discuss determined CEO Discuss determined CEO competencies, entry level competencies, entry level competenciescompetencies

►Examine role of competencies in the Examine role of competencies in the organizationorganization

““Current and future Current and future success of an organization success of an organization is dependent on the is dependent on the competencies of its CEO competencies of its CEO and senior staff.”and senior staff.”

- Pickett (1998) - Pickett (1998)

CompetenciesCompetencies

► Skills, knowledge & characteristics essential Skills, knowledge & characteristics essential to the success of a positionto the success of a position Skills - specific observable abilities required to Skills - specific observable abilities required to

perform the particular tasks of the positionperform the particular tasks of the position

Knowledge – info required for the position Knowledge – info required for the position

Characteristics –attitudes, personality factors or Characteristics –attitudes, personality factors or mental traits neededmental traits needed

►What does this mean….What does this mean….

Skills, Knowledge & Skills, Knowledge & CharacteristicsCharacteristics

►Job skills - hard skillsJob skills - hard skills Prepare a budgetPrepare a budget Establish prioritiesEstablish priorities Develop goals & objectivesDevelop goals & objectives

►Characteristics - soft skillsCharacteristics - soft skills Lead by exampleLead by example Open minded & receptive to new Open minded & receptive to new

ideasideas Be honest & ethicalBe honest & ethical

Skills

&

Kn

ow

led

ge

Ch

ara

cte

risti

cs

CompetenciesCompetencies

Job SkillsJob Skills

CharacteristicsCharacteristics

EntryEntryLevelLevel

CEOCEO

The Bigger The Bigger Picture….Picture….

Model for Effective Model for Effective PerformancePerformance

The The individual’s individual’s

competenciescompetencies

The job’s The job’s demandsdemands

The The organizational organizational environmentenvironment

Effective specific Effective specific actions or actions or behaviorsbehaviors

BALANCEBALANCE

Boyatzis (1982)

What Will Competencies What Will Competencies Do?Do?

►Ensure ee’s are doing the right thingsEnsure ee’s are doing the right things►Clarifying what is required for effective Clarifying what is required for effective

performanceperformance►Align skills with strategic direction of Align skills with strategic direction of

company as a wholecompany as a whole►Help organization become “lean & mean”Help organization become “lean & mean”►Hire right peopleHire right people►Predict success of eePredict success of ee

To become a competency To become a competency driven agency…driven agency…

►NeedNeed CompetenciesCompetencies Implement then in HRImplement then in HR

What competencies What competencies are needed at the top are needed at the top

level in parks & level in parks & recreation?recreation?

CEO Competency CEO Competency FrameworkFramework

Specific

Competencies

Primary

Competency Areas

General Competency Categories

Sp

ecifi

cit

y

General Competency General Competency CategoriesCategories

1.1. Business acumenBusiness acumen

2.2. Communications & marketingCommunications & marketing

3.3. Community relationsCommunity relations

4.4. Leadership & managementLeadership & management

5.5. Planning & evaluationPlanning & evaluation

6.6. Professional practiceProfessional practice

What What competencies are competencies are

needed at the needed at the entry level in parks entry level in parks

& recreation?& recreation?

General Competency General Competency Categories (Entry)Categories (Entry)

1.1. CommunicationsCommunications

2.2. Community relationsCommunity relations

3.3. Interpersonal Skills Interpersonal Skills

4.4. Leadership & managementLeadership & management

5.5. Professional practiceProfessional practice

A ComparisonA Comparison

► CEOCEO1.1. Business acumenBusiness acumen

2.2. Communications & Communications & marketingmarketing

3.3. Community relationsCommunity relations

4.4. Leadership & Leadership & managementmanagement

5.5. Planning & Planning & evaluationevaluation

6.6. Professional practiceProfessional practice

► EntryEntry1.1. CommunicationsCommunications

2.2. Community Community relationsrelations

3.3. Interpersonal Skills Interpersonal Skills

4.4. Leadership & Leadership & managementmanagement

5.5. Professional Professional practicepracticeWhat’s happening here?...

Major DifferencesMajor Differences

► CEO is big picture (conceptual skills)CEO is big picture (conceptual skills) Financial management vs ability to stay within Financial management vs ability to stay within

the budgetthe budget Personnel law vs. hiring & disciplining staffPersonnel law vs. hiring & disciplining staff

► Entry is “me & my area” orientedEntry is “me & my area” oriented No need for marketing or being diplomatic with No need for marketing or being diplomatic with

the publicthe public Want a fun careerWant a fun career Need to be creative, open minded, take initiativeNeed to be creative, open minded, take initiative Technical skillsTechnical skills

Can 1 competency Can 1 competency framework do the framework do the

trick?trick?

No…customizationNo…customization

Core competencies v. Job specific Core competencies v. Job specific competenciescompetencies

What do we do What do we do with this?with this?

Main UsesMain Uses

►HRMHRM Hiring criteria & employee selectionHiring criteria & employee selection

►Board vs. the CEOBoard vs. the CEO► Job descriptionsJob descriptions

Performance AppraisalsPerformance Appraisals

Professional DevelopmentProfessional Development►Benchmarking skillsBenchmarking skills►Assessing the competency gapAssessing the competency gap►ComplacencyComplacency

Main UsesMain Uses

►Other usesOther uses

MentoringMentoring►Base on competency needs & not CEO skillsBase on competency needs & not CEO skills►Guide training & experience acquisitionGuide training & experience acquisition

Increase efficiency & effectiveness Increase efficiency & effectiveness ►Efficiency – How capable org is in achieving its Efficiency – How capable org is in achieving its

goalsgoals►Effectiveness – Minimizing resource wasteEffectiveness – Minimizing resource waste

Integrating Integrating CompetenciesCompetencies

An Example…An Example…

Employee Selection SystemEmployee Selection System

Employee Selection Employee Selection SystemSystem

► 5 Needs5 Needs

1)1) Valid competency modelValid competency model

2)2) A well written job description A well written job description integrating the competenciesintegrating the competencies

Employee Selection Employee Selection SystemSystem

► 5 Needs5 Needs

3)3) Set of interview questions that Set of interview questions that target competenciestarget competencies

► Based on job descriptionsBased on job descriptions

Samples….Samples….

Employee Selection Employee Selection SystemSystem

►Sample interview questions….Sample interview questions…. Give me an example of a time when Give me an example of a time when

you were unable to meet your goals. you were unable to meet your goals. What did you do?What did you do?

Describe a time when you delivered Describe a time when you delivered superior customer servicesuperior customer service

How do you typically organize your How do you typically organize your time?time?

Employee Selection Employee Selection SystemSystem

►Sample interview questions….Describe Sample interview questions….Describe a situation in which your workload was a situation in which your workload was too heavy. How did you handle it?too heavy. How did you handle it?

►Describe a project where you were Describe a project where you were required to work in a team. What did required to work in a team. What did you bring to the team? What could you you bring to the team? What could you have done to be a better team have done to be a better team member? member?

Employee Selection Employee Selection SystemSystem

►Think, pair, shareThink, pair, share

►Select 3 – 4 competencies and Select 3 – 4 competencies and brainstorm ideas for interview questions brainstorm ideas for interview questions for the competencies for the competencies

Employee Selection Employee Selection SystemSystem

► 5 Needs5 Needs4)4) Interviewers with training & Interviewers with training &

experience to evaluate candidate’s experience to evaluate candidate’s competencecompetence

► Probe for specifics…don’t settle for Probe for specifics…don’t settle for canned responsescanned responses

► Interpret responses in terms of Interpret responses in terms of competenciescompetencies

► Look for deficiencies Look for deficiencies ► What will hinder performance?What will hinder performance?

Employee Selection Employee Selection SystemSystem

► 5 Needs5 Needs5)5) Form to record results & compare Form to record results & compare

candidatescandidates

► Multiple interviewers measuring same Multiple interviewers measuring same criteriacriteria

► Ensures info isn’t forgottenEnsures info isn’t forgotten

► Sample….Sample….

Employee Selection Employee Selection SystemSystem

Conflict Management

5 4 3 2 1

Has adequate skill resolving differences & reaching agreement by maintaining a problem solving attitude

Has high level of skill resolving differences & reaching agreement by maintaining a problem solving attitude

Has little skill resolving differences & reaching agreement by maintaining a problem solving attitude

Employee Selection Employee Selection SystemSystem

Communication Skills

5 4 3 2 1

Asks & answers most questions clearly; displays adequate understanding of questions; demeanor is generally professional

Always asks & answers questions clearly; displays good understanding of questions; demeanor is highly professional & friendly

Questions & answers not clearly stated; often does not understand questions; demeanor is often unprofessional & unfriendly

Integrating Integrating CompetenciesCompetencies

Another Example…Another Example…

Competency Based Training & Competency Based Training & Development SystemDevelopment System

Training & Development Training & Development SystemSystem

► 4 Needs4 Needs1)1) Set of behaviors that describe what Set of behaviors that describe what

the competencies look like on the jobthe competencies look like on the job• List behavior egs. – especially abstract List behavior egs. – especially abstract

or difficult to observe competenciesor difficult to observe competencies

Create a vision for the organization Lead the process of articulating a clear & appealing vision through staff retreats, training sessions & staff meetings

Communicate achievable goals & objectives that move the organization toward its vision

Ensure that today’s actions are linked to tomorrow’s goals

Training & Development Training & Development SystemSystem

► 4 Needs4 Needs

2)2) Process to identify the extent to Process to identify the extent to which people currently use the which people currently use the competenciescompetencies

• 360 degree feedback360 degree feedback• Bosses, colleagues, staff, customersBosses, colleagues, staff, customers

• Use behaviors & specific competenciesUse behaviors & specific competencies

Training & Development Training & Development SystemSystem

► 4 Needs4 Needs3)3) Awareness of training and Awareness of training and

development opportunitiesdevelopment opportunities• In-service, universities, conferencesIn-service, universities, conferences

• Topics appropriate for classroom trainingTopics appropriate for classroom training• Public speakingPublic speaking• Facilitation skillsFacilitation skills

• Experiences & MentoringExperiences & Mentoring• More difficult to learn in the classroomMore difficult to learn in the classroom

• Treat people fairly & with respectTreat people fairly & with respect• Risk TakingRisk Taking

Hard

Skills!

Soft

Skills!

Training & Development Training & Development SystemSystem

► 4 Needs4 Needs

4)4) Establish support & follow-up Establish support & follow-up mechanism to ensure that competency mechanism to ensure that competency gaps are closedgaps are closed

• Supporting training makes them stickSupporting training makes them stick• Follow-up ensures old behaviors don’t returnFollow-up ensures old behaviors don’t return• Enable people to apply infoEnable people to apply info• Development discussions with supervisorsDevelopment discussions with supervisors• Reinforce training concepts in staff Reinforce training concepts in staff

meetingsmeetings

Integrating Integrating CompetenciesCompetencies

Another Example…Another Example…

Competency Based Appraisal Competency Based Appraisal SystemsSystems

Appraisal SystemsAppraisal Systems

► NeedsNeeds1)1) A description of relevant behaviors A description of relevant behaviors

that everyone agrees is critical to job that everyone agrees is critical to job performance (core & job specific)performance (core & job specific)

2)2) A method to collect data on the A method to collect data on the behavior of the person being evaluatedbehavior of the person being evaluated

3)3) The ability to have a constructive The ability to have a constructive discussiondiscussion

Appraisal SystemsAppraisal Systems

1)1) A description of relevant behaviors A description of relevant behaviors that everyone agrees is critical to job that everyone agrees is critical to job performanceperformance

• Competencies with general definitionsCompetencies with general definitions

Takes Initiation – Proactively initiates changes or takes action to improve efficiency, address existing and potential problems, and satisfy customers.

Rating:

__________

Appraisal SystemsAppraisal Systems

2)2) A method to collect data on the A method to collect data on the behavior of the person being evaluatedbehavior of the person being evaluated

• Competencies give managers specific Competencies give managers specific skills, knowledge & characteristics to skills, knowledge & characteristics to observe & monitor during the evaluation observe & monitor during the evaluation periodperiod

• Ie. Critical incident appraisal; 360 degree Ie. Critical incident appraisal; 360 degree evaluationevaluation

Appraisal SystemsAppraisal Systems

2)2) A method to collect data on the A method to collect data on the behavior of the person being evaluatedbehavior of the person being evaluated

• Measure what & howMeasure what & how

Works effectively with the media (what) Gave a quality press conference that diffused a difficult situation (how)

Generates positive news coverage on Springfest Arts Show (how)

Appraisal SystemsAppraisal Systems

3)3) The ability to have a constructive The ability to have a constructive discussiondiscussion

• Non-threatening, 2 way communicationNon-threatening, 2 way communication• Self evaluationsSelf evaluations• 30 minutes prior to screening by ee30 minutes prior to screening by ee

Roadblocks & Roadblocks & SuccessesSuccesses

RoadblocksRoadblocks

►StaffStaff Commitment, compliance, resistanceCommitment, compliance, resistance

►Unclear purposeUnclear purpose►Staff not involved in the processStaff not involved in the process►Change in behavior requiredChange in behavior required►Managers fear reduced power & Managers fear reduced power &

increased workincreased work

Successful Successful ImplementationImplementation

► Involve staffInvolve staff Determine core Determine core Units define job specific competenciesUnits define job specific competencies Committees define competenciesCommittees define competencies

► Usable toolsUsable tools

► Convey benefitsConvey benefits Efficiency, effectivenessEfficiency, effectiveness

► Communicate at every levelCommunicate at every level

Successful Successful ImplementationImplementation

►Train staff on how to use thisTrain staff on how to use this

►Get feedback from usersGet feedback from users

►Refine the tools!Refine the tools!

►Questions so far?Questions so far?

How you can help…How you can help…

Your helpYour help

►Help with middle manager Help with middle manager competenciescompetencies Business card with e-mail addresses of Business card with e-mail addresses of

middle managersmiddle managers

►Build list of questionsBuild list of questions Turn in green sheetsTurn in green sheets

Contact InfoContact Info

►Amy R. Hurd, Ph.D., CPRPAmy R. Hurd, Ph.D., CPRP► Illinois State UniversityIllinois State University►arhurd@ilstu.eduarhurd@ilstu.edu►309-438-5557309-438-5557►http://www2.cast.ilstu.edu/hurd/nrpahttp://www2.cast.ilstu.edu/hurd/nrpa