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Overview of Competencies Used in the State of Georgia For more information: Ann Phillips, SPHR 404-657-3407 [email protected]
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Overview of Competencies Used in the State of Georgia
For more information:Ann Phillips, [email protected]
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Integrated Competency Based HR
Workforce Training& Development
SuccessionPlanning
Job Redesign/Career Paths
Compensation& Rewards
PerformanceManagement
Competency ManagementHR Policy
Strategic Planning& Workforce Planning
Recruiting/SelectionOnboarding
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Current HR Initiatives
Workforce Training& Development
SuccessionPlanning
Job Redesign/Career Paths
Compensation& Rewards
PerformanceManagement
Competency ManagementHR Policy
Strategic Planning& Workforce Planning
Recruiting/SelectionOnboarding
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What Is a Competency
• Competencies:▪ Attributes▪ Knowledge ▪ Skills ▪ Abilities▪ Other characteristics
• that contribute to successful job performance
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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
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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
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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
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Types of Behavioral Competencies
Statewide Competencies
Core Competencies (all employees)
Leadership Competencies (people managers & other leaders)
Customer Service Teamwork and CooperationResults OrientationAccountabilityJudgment and Decision Making
Talent ManagementTransformers of Government
Additional Behavioral Competencies
CommunicationConflict ManagementCreativity and InnovationCultural Awareness Flexibility
InitiativeNegotiation and InfluenceProfessional DevelopmentProject ManagementTeaching Others Team Leadership
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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
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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
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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
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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
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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
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HR Initiatives Current Timeline• Phase 1 Agencies: DOAS, DCH, DCOR, EconDev, DHR –
part, DOR, GBI, SAO, SPA
Date ActivityFebruary 2008 Kick-off Meeting for HR Initiatives to HR DirectorsApril 2008 Performance Management training begins for Phase 1 Agencies
June 2008 End data for performance training for Phase 1 AgenciesJuly 2008 ePerformance Management Implementation for Phase 1
AgenciesJanuary 2009 Succession Planning Rollout for Phase 1 AgenciesJanuary 2009 Workforce Planning Rollout for Phase 1 AgenciesMarch 2009 Performance Management training begins for Phase 2 AgenciesJuly 2009 ePerformance Management Implementation for Phase 2
Agencies
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Integrated Competency Based HR
Workforce Training& Development
SuccessionPlanning
Job Redesign/Career Paths
Compensation& Rewards
PerformanceManagement
Competency ManagementHR Policy
Strategic Planning& Workforce Planning
Recruiting/SelectionOnboarding
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