WORKFORCE AND SUCCESSION PLAN - CDTFAP. 15 ATTRITION Attrition is a gradual reduction in workforce...

WORKFORCE AND SUCCESSION PLAN

TABLE OF CONTENTSEditor’s Note ...............................................................................................................4

Director’s Message .....................................................................................................5

About CDTFA ..............................................................................................................7

CDTFA Five Phase Workforce and Succession Plan ................................................. 11

What is Workforce Analytics ..................................................................................... 12

Organization Profile .................................................................................................. 13

Workforce Planning in Motion: Supporting Our Team ............................................. 17

Executive Summary

Approach ..................................................................................................................25

Workforce Supply and Demand Analysis .................................................................26

Knowledge, Skills, and Abilities Analysis ..................................................................27

Classification Competency Analysis .........................................................................29

Plan of Action ............................................................................................................32

Appendix

Appendix ...................................................................................................................35

Workforce and Succession Plan

P. 4

EDITOR’S NOTEThe California Department of Tax and Fee Administration (CDTFA) was created after intense legislative and media scrutiny that highlighted a number of workforce challenges and risks. One challenge the organization has faced in its implementation of the workforce and succession plan is its ability to capture data during times of continuous transition and organizational changes.

CDTFA’s Workforce and Succession Plan includes data that was compiled from April 15, 2016, through April 15, 2017; prior to the Taxpayer Transparency and Fairness Act of 2017.

Although CDTFA has faced many changes, workforce planning has remained the top priority. CDTFA recognizes the importance of maintaining a workforce plan and will continue its efforts to diligently recruit and retain a highly skilled, diverse team of professionals with the required skill set to carry out the function of the organization.

P. 5

A MESSAGE FROM THE

DIRECTORThe California Department of Tax and Fee Administration (CDTFA) is only as strong as our team. While we have technology and offices, CDTFA is, at its core, about the people who serve our taxpayers and feepayers. Given that fundamental principle value, how we recruit, hire, train, and treat our team members, determines how successfully we accomplish our mission.

Therefore, we proudly present to you the CDTFA Workforce and Succession Plan. Conducting a workforce analysis allows an organization to meet its strategic mission and goals by using systematic data analysis to reveal workforce gaps, and create a plan of action to mitigate potential workforce planning issues and risks.

Our approach has allowed the organization to identify current and future workforce needs, establish a competency model to identify the skills required for success, help managers and supervisors with recruitment and hiring, and foster professional growth and development of our team members.

We are grateful to the Workforce Planning Section and all CDTFA divisions for their assistance and cooperation in compiling this information.

Respectfully,

Nick Maduros

Nick Maduros, Director

California Department of Tax and Fee Administration

P. 7

ABOUT CDTFAThe CDTFA administers California’s sales and use, fuel, tobacco, alcohol, and cannabis taxes, as well as a variety of other taxes and fees that fund specific state programs. CDTFA-administered programs account for over 25 percent of all state revenue. California’s essential services, such as public safety, transportation, health, libraries, schools, social services, and natural resource management programs are directly supported by these taxes and fees.

Tax programs administered by the CDTFA are concentrated in two general areas − sales and use tax, and special taxes and fees. To best serve our taxpayers, the CDTFA has offices throughout the state along with offices located in New York, Chicago, and Houston. While the CDTFA team is spread out geographically, we are united in working together to accomplish our mission.


P. 8

MAKING LIFE BETTER FOR ALL CALIFORNIANSOur Mission: We make life better for Californians by fairly and efficiently collecting the revenue that supports our essential public services.

Our Core Principles:

• Being SMART about how we achieve our mission.

• SERVING taxpayers so that they can comply with their responsibilities.

• SUPPORTING one another as we work together to meet our goals.

OUR CORE PRINCIPLES1. SMARTWe are building the nation’s most effective revenue department. By streamlining our processes and harnessing new technologies, we will do our jobs more effectively and adapt to meet the challenges of the modern marketplace. We stress innovative problem solving in everything we do. While recognizing that the old way may still be best, we never stop looking for a better way.

2. SERVICE–ORIENTEDWe know that taxes can be complicated, and we are here to help. We are committed to being fair, accessible, and transparent. We recognize that fulfilling our responsibilities to the public requires quality service, communication, and respect. Our experience shows that when we serve our taxpayers well, our success follows.

3. SUPPORT OUR TEAMWe are only as strong as our people. To attract and retain the best workforce, we recognize excellence, support our colleagues, act ethically, and provide team members the professional development necessary to succeed and grow. Integrity and honesty are the heart of our organization. We aim to maintain high ethical standards in everything we do.

P. 9

STRATEGIC PLANSTRATEGIC PLAN OVERVIEW:GOAL 1: MODERNIZE TAX COLLECTIONS TO ADAPT TO THE 21ST CENTURY ECONOMYObjectives:

• Streamline processes and harness state-of-the-art technologies (for example, CROS) to enhance tax collection, improve accuracy, boost efficiency, and speed tax administration.

• Adapt to meet the challenges of a changing economy, including online sales, cannabis legalization, and point of sale technologies.

• Create a culture of continuous improvement with proper internal controls.

• Use data to assess staffing levels, organizational structure, and performance measures.

GOAL 2: IMPROVE TAXPAYER SERVICESObjectives:

• Expand online services for taxpayers.

• Increase outreach, communication, and education efforts.

• Minimize taxpayer burden and increase compliance.

GOAL 3: SUPPORT OUR TEAMObjectives:

• Improve recruitment, selection, and onboarding to ensure team members have the skills necessary to carry out our mission.

• Create a workplace culture where all team members feel valued, and are able to contribute their full talents.

• Develop CDTFA team members by providing high-impact training, valued mentoring, and knowledge transfer - all essential to succession planning.

• Promote and sustain an ethical workplace culture.

P. 11

OVERVIEWCDTFA’s Workforce and Succession Plan consists of five phases with a multi-year implementation plan.

The Workforce and Succession Plan–Phase One Report, released in October 2015, outlined the initial stages of the plan. The primary focus of phase one was to ensure the continuity of leadership by capturing the specific knowledge, skills, and abilities that are essential to acquiring high-level leadership and/or mission-critical positions. This was achieved by identifying critical positions and establishing knowledge transfer strategies within each division. To ensure that institutional knowledge is captured and documented, CDTFA implemented many of the succession planning initiatives indicated in phase one of the plan. For example, the CDTFA implemented a formalized mentoring program, created desk and procedure manuals, and utilized SharePoint sites to communicate information and document processes and procedures.

The 2018/2019 Workforce and Succession Plan represents phase two of the plan. The primary focus of this phase was to conduct a workforce analysis, identify potential workforce gaps, and create a plan of action to mitigate workforce planning issues and risks. These efforts align with CDTFA’s mission and strategic goals, while identifying, training, and equipping qualified candidates with the necessary knowledge, skills, and abilities to be successful in their job assignments.

Subsequent phases of the workforce plan will consist of the Workforce Planning Section meeting with CDTFA divisions to identify solutions, implement strategies to reduce the identified gaps, and ensure the organization continues to meet its strategic goals and mission.

CDTFA’S WORKFORCE AND SUCCESSION PLAN

PHASE 1Set the Strategic Direction for CDTFA’s Workforce Plan

• Identify and train division liaisons

• Identify high-level leadership and/or mission-critical positions eligible to retire

• Analyze data to forecast future workforce needs

PHASE 2Gather Data to Conduct Workforce Analysis

• Analyze Supply: Determine current workforce profile

• Analyze Demand: Develop future workforce profile

• Analyze Gaps and Surpluses: Identify discrepancy between supply and demand analyses

PHASE 5Evaluate and Revise

• Assess what is working and what is not

• Make adjustments to the plan

PHASE 3Develop Workforce Strategies and Communicate the Plan

• Present findings and determine priorities

• Develop Strategies: Recommend solutions to reduce shortages and surpluses in number of staff and needed skills

• Develop Department Succession Plan

PHASE 4Monitor and Implement Strategies

• Establish governance to ensure success and accountability

• Address new organizational issues that affect the workforce


P. 12

WHAT IS WORKFORCE ANALYTICS?Workforce analytics use systematic data collection and analysis to reveal an organization’s workforce gaps in staffing, knowledge, skill, abilities, and behavioral competencies. Data enable an organization to meet its current and future workforce needs and ensure the workforce has the required number of positions and skilled team members to fulfill its mission and strategic goals. Furthermore, it assists the organization in filling its positions with the right individuals, with the needed competencies, by appropriate planning to align its workforce to meet future needs. If effective, workforce analytics can assist an organization in creating a profile to determine the strengths and weaknesses in its workforce.

Behavioral competencies are the knowledge, skills, abilities (KSA’s), and personal attributes team members must possess to successfully perform their work functions. In addition, competencies can be measured by observable traits and behaviors an individual might possess.

Staffing analysis compiles position information to determine the number of positions required for an organization to efficiently carry out its mission.

Through workforce analytics, the CDTFA has been able to create a plan of action to mitigate many of the issues and risks revealed during this phase of the workforce and succession plan.

Through the implementation of an effective Workforce and Succession Plan, CDTFA is taking the steps necessary to become an organization that is efficiently run with the appropriate number of team members with the required skill level to carry out the responsibility to the State of California by administering an efficient and effective tax program.

P. 13

ORGANIZATION PROFILECURRENT WORKFORCE

CDTFA Workforce Age Demographics

AGE

1400

1200

1000

800

600

400

200

020-29 30-39 40-49 50-59 60+

1,1659831,121

349403

NU

MB

ER O

F TE

AM

MEM

BER

S1

1 4,021 total team members (Data report as of March 2018).

10%

30%

23%

27%

10%

Non-Supervisory Team Membersby Age Group

20-29

30-39

40-49

50-59

60+

Managers/Supervisorsby Age Group

15%

30%43%

12%20-29

30-39

40-49

50-59

60+


P. 14

VACANCY RATEA four year vacancy rate analysis revealed that CDTFA has a vacancy rate of 9.5 percent which is less than the statewide rate of 14.5 percent.2

CDTFA VACANCY RATESCDTFA Vacancy Rates 2015-2018

Year Established Vacant Vacancy Rate

2015 4,778 312 6.5%

2016 4,788 478 10.0%

2017 4,801 568 11.8%

2018 4,681 506 10.8%

STATEWIDE VACANCY RATESStatewide Vacancy Rates 2015-2018

Year Established Vacant Vacancy Rate

2015 209,111 27,443 13.1%

2016 211,965 27,690 13.1%

2017 213,735 28,082 13.1%

2018 218,264 29,922 13.7%

Identifying the percentage of team members that leave each year can assist an organization in planning for anticipated losses in the workforce and aids in the creation of effective retention and recruitment strategies.

2 Statewide Vacancy Rates were provided by CalHR’s Economic Research Unit. Note: All counts are from the Established Positions Report of that year.

P. 15

ATTRITIONAttrition is a gradual reduction in workforce due to resignations, retirements, and transfers to other state agencies. High-attrition rates have a negative impact on the day-to-day operations of an organization.

The first step towards achieving a better attrition rate is identifying what drives turnover.

One of the initiatives indicated in the first phase of the Workforce and Succession Plan was to capture attrition rates over a five year period and identify why team members are leaving.

A five year analysis identified the highest number of individuals leave the organization to go to other agencies.

In partnership with the California Department of Human Resources and CPS HR Consulting, CDTFA has implemented its first department-wide annual employee engagement survey. The intent of the survey is to dig deeper into how team members view the department.

CDTFA will use the data collected to target what drives turnover and develop strategies that will enhance retention and make CDTFA an employer of choice.

108130

116

82

128112

148

93

234

267

180 183

Resignations

Retirements

Transfers from CDTFA to another state agency

201410% of Workforce



20178% of Workforce

83

147 155


Attrition at CDTFA


P. 16

RETENTIONOne of the most important components in workforce and succession planning is the ability to sustain the current workforce and identify what factors make individuals choose the CDTFA over other state agencies and employers.

Employee retention is the ability of an organization to retain its team. One metric that has assisted CDTFA in measuring retention is tracking the retention percentage rate.

Identifying the percentage of team members that leave the organization each year helps determine how effective the organization is in its retention methods.

Over the past five years our organization has successfully retained an average of 90 percent of our workforce.

The intention of workforce planning is to retain, develop, and train CDTFA team members so that they may be successful in their position and career. While retention is critical to our success, one of our goals is to support our team members and help them attain the knowledge and skills necessary to master the identified core competencies.3

20%

30%

40%

50%

60%

70%

80%

90%

100%

2014 2015 2016 2017 2018

Total number of teammembers who left agency 470 509 444 358

Total number ofteam members 4641 4207 4321 4397

385

39214

Retention at CDTFA

4641

470

4207

509

4321

444

4397

358

39214

385

3 CDTFA Retention Percentages; 2014: 90%, 2015: 88%, 2016: 90%, 2017: 92%, and 2018: 90%4 The total number of team members for 2018 reflects CDTFA staff only.

P. 17

WORKFORCE PLANNING IN MOTION: SUPPORTING OUR TEAMPHASE ONE RECAPThe primary focus of the first phase of the CDTFA Workforce and Succession Plan was to formalize knowledge transfer procedures, focus on recruitment and retention strategies, and succession planning for mission critical and/or high-level leadership positions.

CDTFA has implemented the following initiatives and goals identified in the first phase of the plan.

Formalized Knowledge Transfer• Cross-Training

• Desk and Procedural Manuals

• Job Shadowing

• Process Mapping

• Utilization of SharePoint to House Documents

• SharePoint Documentation

• Transition Binders Containing Historical Program Information

Recruitment and Retention• CDTFA Career Center

• Focused Recruitment

• Student Assistant Program

• Student Internship Program

• Wellness Program

Succession Planning• CDTFA Mentoring Program

• Leadership Training Programs

• Training

RECRUITMENT AND RETENTION

SUCCESSIONPLANNING

FORMALIZEDKNOWLEDGE

TRANSFER


P. 18

SUPPORTING OUR TEAMRECRUITMENTFOCUSED RECRUITMENTThe CDTFA is taking active steps to reinvent current recruitment and retention methods in order to become the employer of choice. The retention of CDTFA’s current workforce is imperative to the continued success of the organization. Talented people who continue to develop their knowledge, skills, and abilities add value to our organization and ensure CDTFA’s ability to efficiently and effectively administer the sales and use tax for the State of California.

The CDTFA is actively participating in various college career fairs and has established relationships with career offices statewide to proactively advertise vacancies and to educate potential job seekers on the civil-service hiring process.

STUDENT ASSISTANT PROGRAMWorking for the CDTFA allows students the opportunity to gain real world professional skills while attending school.

The CDTFA tailors each position to match individuals’ college curriculum and academic goals with the ultimate goal of providing students with a place to learn, apply, and deepen their knowledge in a professional setting.

P. 19

STUDENT INTERNSHIP PROGRAMThe purpose of CDTFA’s Student Internship Program is to provide scholars with experience in a professional office setting and exposure to career opportunities with the State of California. An effective student internship program provides a pipeline for potential candidates in the future, and aids in a department’s workforce and succession planning efforts.

The CDTFA has had the opportunity to serve as a leader in the community through its participation in the Harvey Mudd College Upward Bound Program.

The Upward Bound Program assists low-income, potential first-generation college students, fostering the motivation and skills necessary for success at a four-year college. The five-week program assigns students to a professional mentor from the private or public sector, based on the student’s career goals.

The CDTFA will continue in its efforts to build partnerships with professional organizations and educational institutions to ensure it continues to invest in the community and workforce. Additionally, the department will strive to provide on-the-job experience and exposure to students interested in furthering their career with the State of California.


P. 20

RETENTIONEXTERNAL LEADERSHIP TRAINING PROGRAMSThe CDTFA continues to participate in the Intergovernmental Management Training Program (IGMT). IGMT offers a unique training experience for mid-level managers from state, local, and federal government. It is supported by the California State Association of Counties, the Federal Executive Board (San Francisco), the League of California Cities, and the State of California.

CDTFA is also an active participant in the Sacramento State College of Continuing Education Portfolio - Leadership, Management, and Advanced Supervision certificate program. Three separate but complementary certificate programs ensure that government employees in supervisory, management, and executive positions are able to successfully master core leadership competencies. Leadership for the Government Executive (LGE) helps executive-level managers develop and build cross-functional, inter-departmental relationships and implement positive government transformation efforts. Leadership for the Government Manager (LGM) encourages senior-level managers to apply enterprise-wide strategies to topics such as delivering results and carrying out the department’s mission. Leadership for the Government Supervisor (LGS) challenges senior-level supervisors to engage in organizational change, workforce development, and succession planning efforts.

The CDTFA continues to partner with various programs such as these to ensure the professional growth and development of team members in leadership positions.

INTERNAL LEADERSHIP TRAINING COURSESThe CDTFA values and invests in training for all team members through the Human Resources Bureau’s Training and Employee Development Section (TED). TED offers eight leadership courses for CDTFA supervisors and managers covering topics such as communication, coaching, and conflict resolution. These courses help supervisors and managers develop and strengthen leadership skills while building internal relationships.

P. 21

MENTORING AT CDTFAFORMAL MENTORINGThe CDTFA Mentoring Program was created in 2013 as the organization was confronted with institutional knowledge loss due to retirements. The program offers a learning partnership between mentors and mentees for the purpose of enhancing skill sets, fostering professional growth, and developing future leaders.

Mentoring is tied to workforce development and succession planning with the idea of cultivating and retaining a highly-skilled and motivated workforce. It gives the organization an opportunity to transfer institutional knowledge from long-time team members to those in the beginning stages of their careers. It also provides individuals with a way to expand core competencies. Through actively participating, mentees gain networking opportunities, learn mentoring skills, and develop personally and professionally.

“Encourage another to imagine what’s next, see what’s left, or envision what’s still to become.”

–Leadership Moments


P. 22

THE SANTA ROSA AND FAIRFIELD OFFICE 20+ YEARS CLUBINFORMAL MENTORINGBased on input received by team members during an annual survey in the Santa Rosa and Fairfield offices, an informal Mentoring Program was created in February 2014. The program was established to complement the formal Mentoring Program, with the goal of promoting team member engagement, organizational awareness, and the transfer of institutional knowledge.

The informal Mentoring Program paired senior team members who have worked for CDTFA for 20+ years with junior team members, allowing senior team members to discuss and share their personal experiences and lessons learned over the years working within the department. Those who participated in the program provided feedback that the sessions were beneficial, interesting, and motivating.

Some common themes shared during these mentoring sessions included:

• Work/Life balance and the career path to choose (technical vs. management),

• Differences between audit/compliance career paths,

• How to influence office morale/Interacting with difficult co-workers,

• Change Management Strategies, and

• Training classes and/or job activities which would assist the junior team members in achieving their career objectives.

The program successfully assisted the unit to capture and transfer historical knowledge, while providing team members with opportunities to learn valuable information as they look to advance their careers at CDTFA.

P. 23

TEAM MEMBER DEVELOPMENT AND ADVANCEMENTCDTFA CAREER CENTERThe Career Center is one way the CDTFA upholds its commitment to supporting our team. Originally created in July 2009 to help individuals transition to new job assignments resulting from evolving technological advancements, the Career Center has progressed successfully to assist all levels of staff with a variety of services related to career growth and professional development. Individual career consultations give team members the opportunity to meet with career center counselors one-on-one to address specific questions regarding state career paths, training and career enhancement opportunities, interview and exam techniques, and assistance with state applications, resumes, and cover letters.

HUMAN RESOURCES BUREAU JOB SHADOWING PROGRAMThe CDTFA understands the importance and value in providing team members with an opportunity to advance their learning while on the job. Job shadowing provides individuals with the opportunity to observe other roles within the same division or section, while building relationships with other team members.

Participants spend a half day to a full day with another team member to learn about their day-to-day functions and job duties. Those who have participated have reported a greater sense of job enrichment in their current position, feeling better prepared for interviews and an all-around sense of connection in the work they perform.

CDTFA will continue to provide job shadowing opportunities within the department to ensure individuals are given the opportunity to professionally grow and feel invested in the work that they do.


P. 24

WELLNESS PROGRAMThe mission of the CDTFA wellness program is to promote a work environment that encourages healthy lifestyle choices, decreases the risk of illness and disease, and enhances team effectiveness and well-being. CDTFA wellness support services and programs include:

• The Employee Walk Program

• Healthier You Program

• Stairway to 5K Program

• Blood Pressure Screening and Body Composition Analysis

• Flu Shot Clinic

• Annual Wellness Fair

• May Bike Month

• Weigh-to-Go Weight Loss Meetings

The Employee Assistance Program (EAP) is a benefit to State of California employees and their eligible dependents as part of the state and CDTFA’s commitment to promote employee health and well-being. (Executive Order B 96-92)

EAP provides valuable resources for support and information during difficult times, as well as consultation on day-to-day concerns through the state’s EAP provider, Magellan Healthcare. Support services include:

• Emotional wellness – Addiction, depression, anxiety, grief, and other emotional health issues.

• Workplace success – Career goals, team conflict, crisis, workplace violence, management support.

• Wellness and balance – Work-life balance, stress, relaxation, personal well-being.

• Personal and family goals – Changes in finances or personal situations.

• Marriage, family, and relationship issues – Focusing on communication, relationships, and parenting challenges.

P. 25

PHASED APPROACHMETHODOLOGYCDTFA’s phased approach began with the development of comprehensive workforce analysis assessment tools to aid in capturing the organization’s gaps in workforce, knowledge, skills, abilities, and competencies. This was done by analyzing the workforce supply and demand gap analysis, knowledge, skills, and ability inventory training, and the competency skills gap analysis.

The Workforce Planning Section held a training class for workforce planning division liaisons. Participants were provided with templates to identify workforce planning issues and risks for each of their respective areas. The divisions were given a year to complete the assessment tools and come up with a plan of action to mitigate the identified issues and risks.

CDTFA ASSESSMENT TOOLS

Knowledge,Skills, and

Abilities InventoryTraining

Competency SkillsGap Analysis

Projected Workforce Needs; Matrix Supply andDemand/Surplus

Gap AnalysisASSESSMENT

TOOLS


P. 26

WORKFORCE SUPPLY AND DEMAND ANALYSISThe workforce supply and demand gap analysis reviews staffing needs based on current and future workload.

Divisions were required to evaluate their current workload and forecast their future needs based on new initiatives, legislation, and anticipated technology changes. The data derived from the supply and demand analysis indicated the majority of CDTFA’s divisions were functioning without the required resources to meet current and future workforce needs.

The information collected from each division was calculated into a supply and demand gap/surplus formula that factored vacancies, team members currently eligible to retire, and the number of positions needed for projected workload growth.

Capturing the projected gap for the organization has allowed the department to anticipate shortages in workforce due to attrition and workload growth. Based on the findings, divisions will develop a comprehensive action plan and strategies to mitigate the gaps identified and improve employee recruitment and retention.

P. 27

KNOWLEDGE, SKILLS, AND ABILITIES ANALYSISThe knowledge, skills, and abilities (KSA) analysis surveys staff on their ability to perform the required KSA’s for their job assignment.

Divisions were required to survey all CDTFA team members on the core tasks and KSA’s required for their position to determine whether they felt confident in performing their job duties.

The data derived from the KSA analysis indicated that overall, 87 percent of respondents felt confident in performing the required KSA’s for their job.

Divisions will use the data from the KSA analysis to target training needs of each individual, identify areas of improvement and mitigate the gaps in the knowledge, skills, and abilities required.

KSA Overall % by Division

CDTFA Divisions %

Administration Division 86

Business Tax & Fee Division 87

External Affairs Division 90

Field Operations Division 85

Internal Audit Bureau 93

Legal Division 88

Legislative and Research Bureau 86

Taxpayers’ Rights Advocate/EEO 85

Technology Services Division 86

Overall Average 87

Although 87 percent is notably a high percentage, the goal for all divisions should be an overall competency of 100 percent in the required knowledge, skills, and abilities. If an overall plan is not created to mitigate the gaps, percentages may decline as future initiatives and new tasks become required.

P. 29

CLASSIFICATION COMPETENCY ANALYSIS“Strategy without tactics is the slowest route to victory.

Tactics without strategy is the noise before defeat.”– Leadership Moments 2017

The competency gap analysis identifies the skills and behaviors required for team members to be successful in a specific classification.

Discovering what competencies are significant to a classification (top), what competencies are lacking (gap), and what competencies are required for the future (future) helps divisions in decisions on recruitment, professional and personal development and performance management.

Identifying the required competencies can assist an organization with creating job descriptions, recruitment, training and development, and career and workforce planning.

Divisions were required to complete a competency analysis per classification. One hundred and five classifications at the organization were tallied.

The data derived from the competency analysis allowed CDTFA to create a competency profile for all the classifications utilized in the organization. In addition, CDTFA was also able to include an overall KSA percentage assessment of employee competency per classification.

A summary of the results for the organization’s ten most utilized classifications used by the organization are:

Classification KSA % Top Competencies Top Gap Top Future

Associate Tax Auditor 86% AT, E&I, Flex, I, VC AT, CT, Flex, I ATT

Business Taxes Administrator I 83%CL, VC, CM, CT, DM, DO, E&I, Flex, FT, FD, I, IS, M, PC

ATT, CF, FD, PPD ATT, FD

Business Taxes Compliance Specialist

87% AT, VC, Flex I ATT, CL, RB

Business Taxes Representative 83% AT, Flex, I AT, I ATT

Business Taxes Specialist I 83% AT, VC, Flex, I AT, CT, DIG, Flex ATT

Business Taxes Specialist II 85% VC, WC, Flex, I CT ATT

Tax Auditor 80% AT, VC, Flex, I, WC AT, CT, DIG, Flex, I ATT

Tax Tech I 86% VC E&I, Flex ATT

Tax Tech II 83% VC, CF, Flex ATT, E&I, Flex ATT

Tax Tech III 83% VC AT, DM, E&I, Flex, IS, OA, TW ATT

Key for Graph: AT Analytical Thinking, ATT Applies Tech to Tasks, CL Change Leadership, CM Conflict Management, CF Customer Focus, CT Creative Thinking, DM Decision Making, DO Developing Others, DIG Diagnostic Info Gathering, EO Empowering Others, E&I Ethics and Integrity, Flex Flexibility, FT Forward Thinking, FD Fostering Diversity, GP Global Perspective, IO Influencing Others, I Initiative, IS Interpersonal Skills, L Learning, M Mentoring, OA Organizational Awareness, PC Personal Credibility, P&O Planning and Organizing, PPD Professional and Personal Development, ProCon Professional Confidence, RB Relationship Building, RM Resource Management, RO Results Oriented, Risk Mgt Risk Management, SM Stress Management, TL Team Leadership, TW Teamwork, T Thoroughness, V&ST Vision and Strategic Thinking, WF Mgt Workforce Management, VC Verbal Communication, WC Written Communication


P. 30

CLASSIFICATION WATCH LISTThe data derived from the competency analysis allowed CDTFA to create a watch list of classifications with the greatest number of gaps in competencies. The Workforce Planning Section will use the data to work with division management to mitigate the gaps and come up with a plan of action to ensure team members have the competencies required to be successful in their job assignment.

Classifications Top Gap Competencies

Business Services Officer II CM, DIG, DO, L, M, OA, PC, PPD, Risk Mgt, SM

Business Taxes Administrator III AT, CL, CM, CF, CT, DM, DO, EO, Flex, FD, I, IS, PC, RM, RO, TL, T, V&ST

Business Taxes Compliance Supervisor III AT, CL, CM, CF, CT, DM, DO, EO, FD, IS, PC, TL, T, V&ST

Data Processing Manager III5 VC, CM, DM, DO, EO, Flex, FT, IS, M, ProCon, RM, RO, SM, TW, T, WC

Librarian CF, CT, DIG, E&I, I, L, OA, PC, PPD, ProCon, RB, RM, TW, T

Personnel Specialist CM, CT, DIG, FW, L, PPD, ProCon, RO, SM, T, V&ST

Personnel Sup I CF, DO, EO, E&I, FT, FD, M, RO, Risk Mgt, TL, V&ST, WF Mgt

Personnel Sup II CF, DO, EO, E&I, FT, FD, M, RO, Risk Mgt, TL, V&ST, WF Mgt

Print Trades Sup II AT, CM, DO, DIG, L, M, OA, PC, PPD, Risk Mgt, SM

Supervising Tax Auditor I CM, CF, DM, DO, E&I, Flex, IS, L, PC, PPD, RO

Supervising Tax Auditor III AT, CM, CT, Flex, FD, IO, IS, L, PPD, RB, RO

Training Officer CM, DO, EO, FT, L, RO, Risk Mgt, TL, T, V&ST, WF Mgt

Key for Graph: AT Analytical Thinking, ATT Applies Tech to Tasks, CL Change Leadership, CM Conflict Management, CF Customer Focus, CT Creative Thinking, DM Decision Making, DO Developing Others, DIG Diagnostic Info Gathering, EO Empowering Others, E&I Ethics and Integrity, Flex Flexibility, FT Forward Thinking, FD Fostering Diversity, GP Global Perspective, IO Influencing Others, I Initiative, IS Interpersonal Skills, L Learning, M Mentoring, OA Organizational Awareness, PC Personal Credibility, P&O Planning and Organizing, PPD Professional and Personal Development, ProCon Professional Confidence, RB Relationship Building, RM Resource Management, RO Results Oriented, Risk Mgt Risk Management, SM Stress Management, TL Team Leadership, TW Teamwork, T Thoroughness, V&ST Vision and Strategic Thinking, WF Mgt Workforce Management, VC Verbal Communication, WC Written Communication

5 See IT consolidation chart in the Appendix.

P. 31

ORGANIZATION COMPETENCY SUMMARYIn order for an organization to meet its strategic mission and goals, it’s important that team members are given information regarding the competencies required for their job.

An organization-wide analysis was conducted to identify the top competency (written communication), gap (flexibility), and future competency (applies technology to tasks) required for the organization.

The data derived from the analysis allowed CDTFA to identify the top competencies required for the organization and in addition, establish a baseline understanding of the skills and behaviors that are important to the organization’s future success.


P. 32

CDTFA’S WORKFORCE AND SUCCESSION PLAN IN ACTIONThe primary focus of CDTFA’s Workforce and Succession Plan is to ensure the continuity of leadership, project future workforce needs, and ensure all team members are equipped with the KSA’s and competencies required to be effective in their job assignments.

Divisions were tasked with creating a plan of action to mitigate the identified workforce and succession planning issues and risks. Action plans contain four core strategies that will be implemented over the next year:

Strategy # 1: Innovative Recruitment and Hiring

Strategy # 2: Reinvigorated Training

Strategy # 3: Retention Methods and Strategies

Strategy # 4: Evaluate and Monitor Effectiveness of the Plan

INNOVATIVE RECRUITMENT PROCESS AND METHODSA comprehensive analysis identified the majority of divisions did not use behavioral based techniques and methods and/or a competency assessment in their recruitment strategies.

CDTFA will look at the competencies required for each classification within the organization and ensure behavioral based techniques are incorporated during the recruitment process.

One year initiatives include:

• Incorporated behavioral based interviewing and recruitment methods during the hiring process

• Focused merit based recruitment and selection

• Recruitment initiatives to attract top talent and brand the department as an employer of choice

• Streamlining hiring process to increase effectiveness and efficiency

REINVIGORATED TRAINING METHODS AND STRATEGIESTraining is a key component of workforce and succession planning that helps team members gain the tools necessary to perform the essential functions of their job. In addition, training acts as a bridge for those who may have gaps in understanding how to perform their job duties.

CDTFA identified training as the number one priority in division action plans. CDTFA is committed to specialized training that focuses on individual assessments, core competencies, and training specific to program function.

P. 33


• Coaching and Mentoring

• Cross-Training

• Job Shadowing/Job Rotation

• Refresher Training

• Project and/or Group Assignments

• Soft Skills, Competency-Based, and Technical Training

• Management and Leadership Development Programs

• Comprehensive CDTFA Succession Plan

• Expanded Use of Learning Management System (LMS)

• Development of Department-Wide Training Plan

RETENTION METHODS AND STRATEGIESCDTFA continues to take the active steps necessary to become an employer of choice. The retention of CDTFA’s current workforce is essential to the organization’s ability to carry out its roles and responsibilities to the State of California. Individuals who have the required competencies and skill set add value to the organization and ensure CDTFA can efficiently and effectively administer its tax and fee programs for the State of California.


• Relaunch of Employee Recognition Program

• CDTFA Annual Employee Engagement Survey and Associated Action Plan

• Continued Tracking of Attrition and Retention

• Continued Career Center and Wellness Program Services

• Creation of a New On-Boarding Program

• Creation of a Diversity and Inclusion Workgroup

• Revised Team Member Exit Survey Program

EVALUATE AND MONITOR EFFECTIVENESSTo ensure the effective and efficient administration of CDTFA’s tax and fee programs and strategic initiatives, the final phases of the Workforce and Succession Plan will consist of implementing strategies to mitigate identified workforce planning issues and risks, and recommending modifications and improvements to the workforce strategy, to increase operational efficiency, as appropriate.

The Workforce Planning Section will meet on a bi-annual basis with workforce planning liaisons to discuss the progress of each division’s plan to ensure sustainability and effectiveness of the CDTFA Workforce and Succession Plan. In addition, the Human Resources Bureau will continue to serve in a key support role for all workforce tactics.

P. 35

APPENDIXThis appendix captures the specific top competencies required, top gaps in competencies, and top competencies required for the future for every classification reported by our divisions.

STATEWIDE CLASS CONSOLIDATION EFFORTSEffective January 31, 2018, the State Personnel Board (SPB) consolidated department specific information technology classifications into nine service wide classifications. Effective August 1, 2018, the SPB consolidated department specific research data classifications into eight service wide classifications. The report references the classifications at the time the data was compiled and analyzed.

Below is a reference chart of the Information Technology and Research Classifications at CDTFA that were affected by consolidation:

IT Classification Conversion Chart

Old IT Classification New IT Classification

Assistant Information Systems Analyst IT Technician

Associate Information Systems Analyst IT Associate

Associate Programmer Analyst IT Associate

Associate Systems Software Specialist IT Associate

Data Processing Manager I IT Supervisor I

Data Processing Manager II IT Supervisor II

Data Processing Manager III IT Manager I

Information Systems Technician IT Technician

Information Systems Technician Supervisor II IT Supervisor I

Senior Information System Analyst Specialist IT Specialist I

Senior Information System Analyst Supervisor IT Supervisor II

Senior Programmer Analyst IT Specialist I

Staff Information Systems Analyst IT Specialist I

Staff Programmer Analyst IT Specialist I

Systems Software Specialist I (Technical) IT Specialist I

Systems Software Specialist II (Technical) IT Specialist I

Systems Software Specialist III (Technical) IT Specialist II

System Software Specialist III (Supervisory) IT Manager I

Research Data Classification Conversion Chart

Old Classification New Classification

Research Program Specialist I Research Data Specialist I

Research Program Specialist II Research Data Specialist II

Research Manager III Research Data Manager

Tax Research Specialist III Research Data Specialist III

P. 36


KEY

Classifications KSA % Top Competencies Top Gap Top Future

Accountant Trainee 80 VC, CF, CT, E&I, Flex, I, L, P&O, T, WC CT, E&I, Flex, I, L, P&O, T, WC None

Accounting Admin II 99 AT, E&I, WC AT, WC ATT, L, PPD

Accounting Officer Specialist 85 AT, VC, E&I, T, WC AT, VC, E&I, WC L, ProCon

Accounting Admin I (Spec) 87 AT, E&I, T, WC AT, T, WC L, PPD

Accounting Admin I (Sup) 90 AT, E&I, T, WC AT, T, WC L, PPD, WF Mgt

Admin Asst II 89 VC, WC VC, CM, SM ATT

AGPA 85 AT, VC, WC I ATT

Assistant Info Systems Analyst 79 AT, ATT, VC, CF, DM, DIG, Flex, FT, I,

P&O, TW, T, WC Flex, FT ATT, CT, FT, L, OA, PC, ProCon, RB, SM

Assistant Property Appraiser 77 AT, VC, Flex, I, IS, L, OA, PPD, TW, WC L None

Assistant Property Auditor Appraiser 80 AT, VC, Flex, I, IS, L, OA, PPD, TW, WC L None

Assistant Tax Service Specialist 77 AT, VC, WC AT, ATT, OA ATT, OA

Associate Accounting Analyst 82 AT, VC, WC, E&I, T AT, WC, VC, T L, PPD

Associate Admin Analyst (Acct Systems) 88 AT, ATT, VC, E&I, P&O, RO, WC AT, ATT, VC, E&I, P&O,

RO, WC ATT

Associate Budget Analyst 72 AT, E&I, T, WC AT, E&I, T, WC L, PPD

Associate Info Systems Analyst 81 AT, ATT, CT, VC, WC AT, ATT, CT, E&I,

ProCon, RO OA

AT Analytical Thinking

ATT Applies Tech to Tasks

CL Change Leadership

CM Conflict Management

CF Customer Focus

CT Creative Thinking

DM Decision Making

DO Developing Others

DIG Diagnostic Info Gathering

EO Empowering Others

E&I Ethics and Integrity

Flex Flexibility

FT Forward Thinking

FD Fostering Diversity

GP Global Perspective

IO Influencing Others

I Initiative

IS Interpersonal Skills

L Learning

M Mentoring

OA Organizational Awareness

PC Personal Credibility

P&O Planning & Organizing

PPD Professional and Personal Development

ProCon Professional Confidence

RB Relationship Building

RM Resource Management

RO Results Oriented

Risk Mgt Risk Management

SM Stress Management

TL Team Leadership

TW Teamwork

T Thoroughness

V&ST Vision and Strategic Thinking

WF Mgt Workforce Management

VC Verbal Communication

WC Written Communication

P. 37


Associate Management Analyst 93

AT, ATT, VC, CF, CT, DM, E&I, Flex, FT, I, IS, L, OA, P&O, PPD, ProCon, SM, TW, T, WC

None

AT, ATT, VC, CF, CT, DM, E&I, Flex, FT, I, IS, L, OA, P&O, PPD, ProCon, SM, TW, T, WC

Associate Personnel Analyst 77 AT, VC, CM, CF, DM, E&I, Flex, FT, I, L, OA, PC, P&O, PPD, RM, RO, T, WC FT, CM FT

Associate Programmer Analyst 75 AT, ATT, VC, CF, CT, DM, DIG, Flex,

FT, I, IS, P&O, TW, T, WC Flex CT, FT, L, PC, OA, ProCon, RM, TL

Associate Property Appraiser 86 AT, VC, Flex, I, IS, L, OA, PPD, TW, WC M ATT, DIG

Associate Property Auditor Appraiser 73 AT, VC, Flex, I, IS, L, OA, PPD, TW, WC L None

Associate Systems Software Spec 93 AT, ATT, VC, CF, CT, DM, DIG, Flex,

FT, I, IS, P&O, TW, T, WC Flex, FT CT, FT, L, OA, PC, ProCon, RB, SM

Associate Tax Auditor 87 AT, E&I, Flex, I, VC AT, CT, Flex, I ATT

Bookbinder III 92AT, ATT, VC, CF, CT, DIG, E&I, Flex, FT, I, IS, L, PC, P&O, RM, RO, SM, TW, T, WC

CT, PC, RM ATT, TW

Business Services Officer IAT, ATT, VC, CF, CT, DIG, E&I, Flex, FT, GP, IO, I, L, PC, PPD, RM, RO, SM, TW, T, WC

CT, DIG, FT, L, PC, PPD, SM ATT

Business Services Officer II 94

AT, ATT, VC, CM, CF, CT, DM, DO, DIG, E&I, Flex, FT, GP, IO, I, IS, L, M, OA, PC, P&O, PPD, RB, RM, RO, Risk Mgt, SM, TL, T, WF Mgt, WC

CM, DIG, DO, L, M, OA, PC, PPD, Risk Mgt, SM

ATT, CL, FT, GP, IO, M, P&O, PPD

Business Taxes Administrator I 83 CL, VC, CM, CT, DM, DO, E&I, Flex, FT,

FD, I, IS, M, PC ATT, CF, FD, PPD ATT, FD

Business Taxes Administrator II 81 VC AT, CL, DO, TL ATT

Business Taxes Administrator III 84 AT, WC, VC, CT, DM, E&I

AT, CL, CM, CF, CT, DM, DO, EO, Flex, FD, I, IS, PC, RM, RO, TL, T, V&ST

ATT, L, M

Business Taxes Compliance Specialist 83 AT, VC, Flex I ATT, CL, RB

Business Taxes Compliance Supervisor III 88

AT, CL, VC, CM, CF, CT, DM, DO, EO, E&I, FD, IS, PC, P&O, TL, T, V&ST, WF Mgt, WC

AT, CL, CM, CF, CT, DM, DO, EO, FD, IS, PC, TL, T, V&ST

L, M

Business Taxes Representative 86 AT, Flex, I AT, I ATT

Business Taxes Specialist I 83 AT, VC, Flex, I AT, CT, DIG, Flex ATT

Business Taxes Specialist II 80 VC, WC, Flex, I CT ATT

Business Taxes Specialist III 87 VC, WC, CT, E&I, Flex, I, RM, RO AT, CT, DIG, Flex, RM ATT

CEA 94 DM, E&I, RO CL, DO, EO, RO, TL ATT

Data Processing Mgr IAT, ATT, CL, VC, CF, CT, DM, DIG, Flex, FT, FD, IO, I, IS, L, P&O, RM, TL, TM, T, V&ST, WC

Flex, FT, TW

CL, CM, DO, EO, FT, FD, GP, L, M, OA, PC, ProCon, RB, RM, SM, TL, V&ST

Data Processing Mgr II 91AT, ATT, CL, VC, CF, CT, DM, DIG, Flex, FD, IO, I, IS, P&O, RM, TL, TW, T, V&ST, WC

Flex, FT, TW

CL, CM, DO, EO, FT, FD, GP, L, M, OA, PC, ProCon, RB, RM, SM, TL, V&ST

P. 38



Data Processing Mgr III 88AT, ATT, CL, VC, CF, CT, DM, DIG, Flex, FT, FD, IO, I, IS, P&O, RM, TL, TW, T, V&ST, WC

VC, CM, DM, DO, EO, Flex, FT, IS, M, ProCon, RM, RO, SM, TW, T, WC

CL, DO, EO, M, SM

Digital Comp Spec I 98 VC, Flex, OA, RM, WC VC, Flex, OA, RM, WC ATT

Digital Print Op II 95AT, ATT, VC, CF, CT, DIG, E&I, Flex, FT, I, IS, L, PC, P&O, RM, RO, SM, TW, T, WC

AT, CT, DIG, FT, PC, P&O, RM ATT, Flex, TW

Executive Assistant 83 VC, E&I, WC DM, IS, OA

AT, ATT, VC, CF, E&I, Flex, P&O, PPD, ProCon, RM, TW, T, WC

Executive Secretary 88 VC, E&I, Flex CF, E&I, Flex, OA, WC ATT

Graphic Designer III 90 AT, ATT, VC, CF, CT, DIG, E&I, Flex, I, IS, OA, PC, P&O, SM, T, WC OA ATT, OA

Health & Safety Officer 89AT, VC, CM, CF, CT, DM, DIG, E&I, Flex, FT, I, L, OA, PC, P&O, PPD, RM, TW, T, WC

CM, DIG, FT, PC, P&O, PPD, TW, T

ATT, FT, GP, IO, ProCon, TL, V&ST

Hearing Reporter 100 CF, DM, Flex, I, WC CF, DM, Flex, I, WC ATT

Information Officer I 90 AT, VC, DIG, E&I, Flex, IS, OA, PC, P&O, SM, T, WC DIG, E&I, PC ATT, FT

Information Officer II 92 AT, VC, CF, DO, DIG, E&I, Flex, IO, I, IS, M, OA, PC, P&O, RB, SM, T, WC DO, DIG, E&I, IO, M, PC ATT

Info Systems Tech 89 CL, VC, CF, DM, DO, Flex, I, IS, TW, T, WC CL, DO, WC FT, L, OA, ProCon

Info Systems Tech Sup II 98 AT, ATT, CL, CF, DM, DO, DIG, Flex, FD, IO, I, IS, RM, TL, TW, T, WF Mgt, WC CL, DO, FD, WF Mgt FT, L, OA, ProCon,

RB

Jr Property Appraiser 71 AT, VC, Flex, I, IS, L, OA, PPD, TW, WC L ATT, DIG

Key Data Operator AT, ATT, VC, CF, IS, L, OA, PC, RM, TW, T, WC TW ATT

Key Data Supervisor II AT, CL, VC, CM, CT, DM, Flex, FT, I, OA, P&O, RM, TL, WC CT, OA ATT

Legal Secretary 94 WC IS, OA ATT

Librarian 77AT, ATT, VC, CF, CT, DIG, E&I, Flex, I, IS, L, OA, PC, PPD, ProCon, RB, RM, SM, TW, T, WC

CF, CT, DIG, E&I, I, L, OA, PC, PPD, ProCon, RB, RM, TW, T

Flex, L, PPD

Mailing Machines Op I 91 ATT, VC, CF, DIG, E&I, Flex, I, IS, L, P&O, RM, RO, RM, SM, TW, T, WC L, P&O, Risk Mgt, SM, T ATT

Mailing Machines Op II 94 AT, ATT, VC, CF, DIG, E&I, Flex, I, IS, L, P&O, RM, RO, Risk Mgt, SM, TW, T, WC L, P&O, Risk Mgt, SM, T ATT

Office Assistant 94 VC, Flex, CF E&I, PC ATT, E&I, PC

Office Services Supervisor II 74 AT, CL, VC, CM, CT, DM, DO, Flex, FT, I, OA, P&O, RM, TL, WC CT, FT, TL ATT

Office Services Supervisor III 79 AT, CL, VC, CM, CT, DM, DO, Flex, FT, I, OA, P&O, RM, TL, WC CT, FT, OA, TL ATT

Office Technician 93 VC L ATT

Personnel Specialist 79AT, VC, CM, CF, CT, DIG, Flex, I, IS, L, OA, PC, P&O, PPD, ProCon, RM, RO, SM, TW, T, V&ST, WC

CM, CT, DIG, FW, L, PPD, ProCon, RO, SM, T, V&ST

CM, CT, DIG, FT, L, ProCon, Risk Mgt, SM, TL, V&ST

P. 39


Personnel Sup I 87

CL, VC, CM, CF, CT, DM, DO, DIG, EO, E&I, Flex, FT, FD, IO, I, IS, M, OA, PC, P&O, PPD, ProCon, RM, RO, Risk Mgt, SM, TL, V&ST, WF Mgt, WC

CF, DO, EO, E&I, FT, FD, M, RO, Risk Mgt, TL, V&ST, WF Mgt

FT, P&O, Risk Mgt, TL, V&ST

Personnel Sup II

CL, VC, CM, CF, CT, DM, DO, DIG, EO, E&I, Flex, FT, IO, I, IS, M, OA, PC, P&O, PPD, ProCon, RM, SM, TL, V&ST, WF Mgt, WC

CF, DO, EO, E&I, FT, FD, M, RO, Risk Mgt, TL, V&ST, WF Mgt

FT, P&O, Risk Mgt, TL, V&ST

Personnel Tech I 88 VC, CF, Flex, I, IS, L, PC, P&O, TW, T, WC

AT, ATT, CT, DIG, Flex, I, IS, PC, P&O CT, DIG

Print Trades Sup II 81

AT, ATT, VC, CM, CF, CT, DM, DO, DIG, E&I, Flex, FT, GP, IO, I, IS, L, M, OA, PC, P&O, PPD, RB, RM, RO, Risk Mgt, SM, TL, T, WF Mgt, WC

AT, CM, DO, DIG, L, M, OA, PC, PPD, Risk Mgt, SM

ATT

Property Controller II 81 AT, VC, E&I, RM, WC AT, VC, RM ATT

Research Manager III 100VC, CM, CT, DM, EO, E&I, Flex, FD, GP, IO, I, IS, M, OA, PC, P&O, RB, RM, RO, TL, V&ST, WF Mgt, WC

None ATT

Research Prog Spec I 74 AT, VC, CT, DIG, E&I, Flex, FD, GP, IO, I, IS, M, OA, PC, RB, RO, TL, V&ST, WC FD, IO, M, OA, TL ATT

Research Prog Spec II 76 AT, VC, CT, DIG, E&I, Flex, GP IO, I, IS, M, OA, PC, RB, RO, TL, V&ST, WC FD, IO, M, OA, TL ATT

Senior Accounting Officer Spec 87 AT, DM, E&I, T, WC AT, DM, T, WC L, PPD

Senior Admin Analyst Acct Syst AT, ATT, VC, E&I, P&O, RO, TL, WC AT, ATT, VC, E&I, P&O,

RO, TL, WC Thoroughness

Senior Forest Property Appraiser 67 AT, VC, DM, DO, Flex, I, IS, L, M, OA,

PPD, TL, TW, T, WC L ATT, DIG, SM

Senior Info Syst Analyst Spe 85 AT, ATT, VC, P&O, WC AT, ATT, VC, E&I, Flex, FT, P&O, RO

CL, CM, L, M, OA, RB, V&ST

Senior Info Syst Analyst Sup 98AT, ATT, CL, VC, CF, CT, DM, DIG, Flex, FT, FD, IO, I, IS, L, P&O, RM, TL, TW, T, V&ST, WC

Flex, FT, TW None

Senior Personnel Specialist 83 AT, VC, CF, CT, Flex, FT, I, L, OA, PC, P&O, PPD, RO, TW, T, WC FT, L, PPD, T FT, V&ST

Senior Programmer Analyst 87 AT, ATT, VC, CF, CT, DM, DIG, Flex, FT, IO, I, IS, P&O, TL, TW, T, V&ST, WC Flex, FT, V&ST

CL, CM, DO, EO, FT, GP, L, M, OA, PC, ProCon, RB, SM, TL

Senior Spec Property Appraiser 82 AT, VC, DM, DO, Flex, I, IS, L, M, OA,

PPD, TL, TW, T, WC L ATT, DIG, SM

Sheetfed Offset Press Op II 64AT, ATT, VC, CF, CT, DIG, E&I, Flex, FT, I, IS, L, PC, P&O, RM, RO, SM, TW, T, WC

CT, PC, P&O, RM ATT, TW

Sheetfed Offset Press Op III 75AT, ATT, VC, CF, CT, DIG, E&I, Flex, FT, I, IS, L, PC, P&O, RM, RO, SM, TW, T, WC

CT, PC, P&O, RM, TW ATT, Flex, TW

Staff Info Systems Analyst 82 ATT, VC, WC AT, ATT ATT

Staff Programmer Analyst 78 AT, ATT, VC, CF, CT, DM, DIG, Flex, FT, I, IS, P&O, TL, TW, T, V&ST, WC Flex, FT FT, L, OA, PC,

ProCon, RB, SM, TL

Staff Services Analyst 88 VC I ATT

Staff Services Mgr I 94 VC, CF, E&I, Flex, FT, I, IS, OA, PC, P&O, PPD, ProCon, SM, WC E&I FT

Staff Services Mgr II 92 E&I, WC AT L

P. 40



Staff Services Mgr III 93 VC, WC, E&I E&I ATT, FT, V&ST

Supervising Tax Auditor I 88 AT, VC, CM, CT, DM, DO, E&I, Flex, FT, I, IS, L

CM, CF, DM, DO, E&I, Flex, IS, L, PC, PPD, RO

AT, ATT, VC, CT, DIG, FT, I, WC

Supervising Tax Auditor II 90 AT, VC, CM, CT, DM, DO, E&I, IS CM, CF, DM, DO, IS, PC AT, ATT, VC, CT, DIG, FT, I, WC

Supervising Tax Auditor III 95 AT, VC, CM, CT, DM, EO, E&I, Flex, FT, FD, I, IS, L, M, SM, TL, WF Mgt

AT, CM, CT, Flex, FD, IO, IS, L, PPD, RB, RO GP

Systems Software Spec I Tech 81 AT, ATT, VC, WC Flex, FT

ATT, FT, L, OA, PC, P&O, ProCon, RB, RM, Risk Mgt, SM, TL, T, V&ST

Systems Software Spec II Tech 89 AT, ATT, VC, WC Flex, FT

ATT, CL, CM, DO, EO, FT, GP, L, M, OA, PC, P&O, ProCon, RB, RM, Risk Mgt, SM, TL, T, V&ST

Systems Software Spec III Tech 91 AT, ATT, VC, CF, CT, DM, DIG, Flex,

FT, IO, I, IS, P&O, TL, TW, T, V&ST, WC Flex, FT

CM, DO, EO, FT, GP, L, M, OA, PC, ProCon, RB, SM, TL, V&ST

Systems Software Spec III Sup 82

AT, ATT, CL, VC, CF, CT, DM, DIG, Flex, FT, FD, IO, I, IS, P&O, RM, TL, TW, T, V&ST, WC

Flex, FT, TW

CL, CM, DO, EO, FT, FD, GP, L, M, PC, ProCon, RB, SM, TL, V&ST

Tax Auditor 85 AT, VC, Flex, I, WC AT, CT, DIG, Flex, I ATT

Tax Counsel III Spec 92 AT, VC, WC OA, CF, E&I, Flex, IS, TW ATT

Tax Counsel III Sup 94 AT, VC, DM, E&O, IS, WC DM, IS ATT

Tax Counsel IV 96 AT, VC, DM, E&I, IS, WC DM, E&I, IS ATT

Tax Counsel 91 AT, E&I, IS, WC IS ATT

Tax Research Spec III 100 VC, CT, E&I, Flex, FD, GP, IO, I, IS, M, OA, PC, RB, RO, TL, V&ST, WC IO, RO ATT

Tax Service Specialist 99

AT, ATT, CL, VC, CM, CF, CT, DM, DO, DIG, EO, E&I, Flex, FT, FD, GP, IO, I, IS, M, OA, PC, P&O, ProCon, RB, Risk Mgt, SM, T, WC

DIG, EO, M DIG, EO, M

Tax Tech I 86 VC E&I, Flex ATT

Tax Tech II 93 VC, CF, Flex ATT, E&I, Flex ATT

Tax Tech III 83 VC AT, DM, E&I, Flex, IS, OA, TW ATT

Training Officer

AT, CL, VC, CM, CF, CT, DM, DO, DIG, EO, Flex, FT, IO, I, IS, L, OA, PC, P&O, PPD, ProCon, RM, RO, Risk Mgt, SM, TL, TW, T, V&ST, WF Mgt, WC

CM, DO, EO, FT, L, RO, Risk Mgt, TL, T, V&ST, WF Mgt

EO, FT, Risk Mgt, TL, V&ST

TV Specialist 73 AT, VC, CT, E&I, Flex, I, P&O, WC None ATT

Warehouse Worker 98 AT, ATT, VC, CF, DIG, E&I, Flex, I, IS, L, P&O, RM, RO, Risk Mgt, SM, TW, T, WC L, P&O, Risk Mgt, SM, T ATT

P. 41

COMPETENCY DICTIONARYThis Competency Dictionary defines a general competency and identifies behaviors associated with that competency. Use this tool as a starting point in identifying general competencies for occupational groups.

ANALYTICAL THINKING Behavioral Indicators

Approaching a problem by using a logical, systematic, sequential approach.

• Make a systematic comparison of two or more alternatives• Make connections and patterns among systems and data issues• Notice discrepancies and inconsistencies in available information• Identify a set of features, parameters or considerations to take into account in

analyzing a situation or making a decision• Approach a complex task or problem by breaking it down into its component

parts and considering each part in detail• Weigh the costs, benefits, risks, implications, and chances for success when

making a decision• Identify many possible causes for a problem• Weigh the priority of things to be done• Recognize key actions and underlying issues and problems

APPLIES TECHNOLOGY TO TASKS Behavioral Indicators

The use of technology in the performance of one’s job. Includes the integration and acceptance of new technology when appropriate.

• Accept and understand the benefits of using technology in the performance ofwork

• Use technology to simplify and streamline tasks• Is open to learning new technology techniques to enhance the job

CHANGE LEADERSHIP Behavioral Indicators

Managing, leading, and enabling the process of change and transition while helping others deal with their effects.

• Develop new approaches, methods, or technologies• Develop better, faster, or less expensive ways to do things• Recognize the potential benefits of change• Recognize and manage the challenges that can accompany change• Encourage others to value change

COMMUNICATION Behavioral Indicators

Listens to others and communicates in an effective manner.

• Know that listening is essential to understanding• Ensure that others involved in a project or effort are kept informed about

developments and plans• Ensure that important information from management is shared with employees

and others as appropriate• Share ideas and information with others who might find them useful• Keep manager informed about progress and problems• Ensure that regular consistent communication take place within area of

responsibility• Give and receive constructive feedback

CONFLICT MANAGEMENT Behavioral Indicators

Ability to look at situations from multiple perspectives. Tendency or ability of individual to do or create something new. Creates solutions to problems using novel methods and processes.

• Personally develop a new product, service, method, or approach• Sponsor the development of new products, services, methods, or procedures• Propose new approaches, methods, or techniques• Develop better, faster, or less expensive ways to do things• Work cooperatively with others to produce innovative solutions

P. 42


CUSTOMER FOCUS Behavioral Indicators

Identifying and responding to current and future client needs; providing excellent service to internal and external clients.

• Solve customer problems quickly and effectively• Talk to customers (internal or external) to find out what they want and how

satisfied they are with what they are getting• Discover and meet underlying needs of customers• Let customers know they are willing to work with them to meet their needs• Find ways to measure and track customer satisfaction• Present a positive manner with customers

DECISION MAKING Behavioral Indicators

Willingness to delegate responsibility, work with others, and coach them to develop their capabilities.

• Provide helpful, behaviorally specific feedback to others• Share information, advice, and suggestions to help others to be more successful;

provide effective coaching• Give people assignments that will help develop their abilities and competencies• Meet with employees on a regular basis to review their developmental progress• Recognize and reinforce people’s developmental efforts and improvements• Express confidence in others’ ability to be successful

DIAGNOSTIC INFORMATION GATHERING

Behavioral Indicators

Identifying the information needed to clarify a situation and drawing out the information when others are reluctant to disclose it.

• Identify the specific information needed to clarify a situation or to make adecision

• Get more complete and accurate information by checking multiple sources• Probe skillfully to get at the facts, when others are reluctant to provide full,

detailed information• Question others to assess whether they have thought through a plan of action• Question others to assess their confidence in solving a problem or tackling a

situation• Ask questions to clarify a situation• Seek the perspective of everyone involved in a situation• Seek out knowledgeable people to obtain information or clarify a problem

EMPOWERING OTHERS Behavioral Indicators

Conveying confidence in employees’ ability to be successful, especially at challenging new tasks; sharing significant responsibility and authority; allowing employees’ freedom to decide how they will accomplish their goals and resolve issues.

• Give people latitude to make decisions in their own sphere of work• Let others make decisions and take charge• Encourage individuals and groups to set their own goals, consistent with

business goals and their mission• Express confidence in the ability of others to be successful• Encourage groups to resolve problems on their own; avoid prescribing a

solution

ETHICS AND INTEGRITY Behavioral Indicators

Degree of trustworthiness and ethical behavior of an individual with consideration for the knowledge one has of the impact and consequences when making a decision or taking action.

• Treat others fairly and with respect• Take responsibility for own work, including problems and issues• Use applicable professional standards and established procedures and policies

when taking action and making decisions• Identify ethical dilemmas and conflict of interest situations and take action to

avoid and prevent them• Anticipate and prevent breaches in confidentiality and/or security.

FLEXIBILITY Behavioral Indicators

Adapting to and working with a variety of situations, individuals and groups.Openness to different and new ways of doing things; willingness to modify one’s preferred way of doing things.

• See the merits of perspectives other than their own• Demonstrate openness to new organizational structures, procedures, and

technology• Switch to a different strategy when an initially selected one is unsuccessful• Demonstrate willingness to modify a strongly held position in the face of

contrary evidence

P. 43

FORWARD THINKING Behavioral Indicators

Anticipating the implications and • Anticipate possible problems and develop contingency plans in advanceconsequences of situations and taking • Notice trends and develop plans to prepare for opportunities or problemsappropriate action to be prepared for • Anticipate the consequences of situations and plan accordinglypossible contingencies.

• Anticipate how individuals and groups will react to situations and information

FOSTERING DIVERSITY

Promoting equal and fair treatment and

and plan accordingly


• Seek information from others who have different personalities, backgrounds,opportunity for all. and styles. Include them in decision-making and problem solving

• Communicate and cooperate with others who have a diversity of cultural anddemographic backgrounds

• Make it easy for others to feel valuable• Include in conversations people with diverse backgrounds, and invite them to be

part of informal work-related activities• Help recruit and orient employees with a diverse cultural and demographic

GLOBAL PERSPECTIVE

The ability to recognize and address issues

background


• Has global experience: consider problems and opportunities from a global that are outside our local perspective. perspectiveIssues are viewed without any preset • Understand and take into account global and local impacts on day-to-day biases or limitations. Ability to see the activities“big” picture. • Role model for staff on global initiatives

• Demonstrate cultural awareness• Proactive − prepare locally to support global activities

INFLUENCING OTHERS

The ability to gain others’ support for

• Empathetic and sensitive to global issues


• Present arguments that address others’ most important concerns and issues andideas, proposals, projects, and solutions. look for win-win solutions

• Involve others in a process or decision to ensure their support. Offer trade-offsor exchanges to gain commitment

• Identify and propose solutions that benefit all parties involved in a situation• Enlist experts or third parties to influence others• Develop other indirect strategies to influence others• Know when to escalate critical issues to own or others’ management, if own

efforts to enlist support have not succeeded• Anticipate the implications of events or decisions for various stakeholders in the

INITIATIVE

Identifying and dealing with issues proactively and persistently; seizing opportunities that arise.

INTERPERSONAL SKILLS

Extent to which an individual gets along

organization and plan strategy accordingly


••••

Identify what needs to be done and take action before being asked or requiredDo more than what is normally required in a situationSeek out others involved in a situation to learn their perspectivesTake independent action to change the direction of events


• Understand the interests and important concerns of othersand interacts positively with co-workers. • Notice and accurately interpret what others are feeling, based on their choice ofDegree and style of understanding and words, tone of voice, expressions, and other nonverbal behaviorrelating to others. • Anticipate how others will react to a situation

• Listen attentively to people’s ideas and concerns• Understand both the strengths and weaknesses of others• Understand the unspoken meaning in a situation• Find non-threatening ways to approach others about sensitive issues• Make others feel comfortable by responding in ways that convey interest in

what they have to say

P. 44


LEARNING Behavioral Indicators

Desiring and making an effort to acquire • Demonstrate an understanding of new informationnew knowledge and skills for work. • Master new technical and organizational concepts and informationConcern for the acquisition of new job • Build on strengths and address weaknessesknowledge.

• Curious• Pursue self-development on a continual basis• Seek feedback from others and is receptive to new ideas and perspectives

MENTORING

Overall concern for the developmental

• Seek opportunities to master new knowledge


• Clarify responsibilities, authority, and expectationslevel of an individual, a group of peers, or • Provide timely guidance and feedback to help staff accomplish a task or solve aemployees. problem

• Provide guidance in how to strengthen knowledge, skills, and competencies toimprove personal and organizational performance

• Provide experiences to develop the employee’s capability

ORGANIZATION AWARENESS

Understanding the workings, structure,

• Communicate effectively and develop employees


• Understands the purpose of the organization including the statutory mandate,and culture of the organization as well as its customers, its products and/or services, and its measures of missionthe political, social, and economic issues effectivenessaffecting the organization. • Keeps current with issues, which may have a future impact on mission

• Understands and effectively works within the organization’s structure andpolicies

PERSONAL CREDIBILITY

Demonstrating concern that one be perceived as responsible, reliable, and trustworthy.

PLANNING AND ORGANIZING

Defining tasks and milestones to achieve

• Supports the public service mission and goals


•••••••

Follow through on commitmentsRespect the confidentiality of informationRespect the concerns shared by othersDisplay honesty and is forthright with peopleCarry their fair share of the work loadTake responsibility for own mistakes and do not blame othersConvey a command of the relevant facts and information


• Anticipate and prepare for upcoming events ensuring adequate resources areobjectives, while ensuring the optimal use availableof resources to meet those objectives. • Consider the impact of something before it happens and make necessary

preparations or changes needed• Put things in a sequential and/or logical order in preparation for accomplishing

a goal

PROFESSIONAL AND PERSONAL DEVELOPMENT

The commitment to improve one’s technical and personal growth.

PROFESSIONAL CONFIDENCE

A justified belief in one’s ability to do the job.

• Provide/develop appropriate documentation to track progress of a project


•••

Continue to learn about and improve theories and principlesTake advantage of professional development opportunitiesSeek out new learning experiences


•••••

Provide an opinion or advice when appropriateTake a decisive course of actionExpress beliefs with convictionExpress confidence in own judgmentSeek challenges and independence

P. 45

RELATIONSHIP BUILDING Behavioral Indicators

The ability to develop, maintain, and strengthen relationships with others inside or outside of the organization who can provide information, assistance, and support.

••

•

••

•

•

•

Ask about the other person’s personal experience, interests, and familyAsk questions to identify shared interests, experiences, or other commongroundShows an interest in what others have to say; acknowledge their perspectivesand ideasRecognize the business concerns and perspectives of othersExpress gratitude and appreciation to others who have provided information,assistance, or supportTake time to get to know co-workers, to build rapport and establish a commonbondBuild relationships with people whose assistance, cooperation, and support maybe neededProvide assistance, information, and support to others, to build a basis for futurereciprocity

RESOURCE MANAGEMENT Behavioral Indicators

Ensures the effective, efficient, and • Protect and use resources and assets in the performance of worksustainable use of public service resources • Identify wasteful practices and opportunities for optimizing resource useand assets; human and financial resources, • Monitor to ensure the efficient and appropriate use of resources and assetsreal property and business information.

RESULTS ORIENTATION Behavioral Indicators

Focusing personal efforts on achieving results consistent with the organization’s objectives.

••••••

Develop challenging but achievable goalsDevelop clear goals for meetings and projectsMaintain commitment to goals, in the face of obstacles and frustrationsFind or create ways to measure performance against goalsExert unusual effort over time, in achieving a goalExhibit a strong sense of urgency about solving problems and accomplishingwork

RISK MANAGEMENT Behavioral Indicators

Identifying, assessing, and managing risk • Willingness to take a chancewhile striving to attain objectives. •

•

•

Taking risk while considering the parameters of the organizationAssess the comfort level of participants, group, stakeholders, and sponsorsbefore decision is madeCreate options with levels of risk identified

STRESS MANAGEMENT Behavioral Indicators

The ability to function effectively when • Remain calm under stressunder pressure and maintain self control in • Handle several problems or tasks at oncethe face of hostility or provocation. •

••

Control their own response when criticized or provokedMaintain a sense of humor under difficult circumstancesManage own behavior to prevent or reduce feelings of stress

TEAM LEADERSHIP Behavioral Indicators

Ability to effectively manage and guide group efforts. Includes providing appropriate level of feedback concerning group progress.

•••

•••

••

Recognize and reward people for their achievementsAcknowledge and thanks people for their contributionsExpress pride in the group and encourage people to feel good about theiraccomplishmentsShare knowledge and resources and encourage the same of othersFind creative ways to make people’s work rewardingSignal own commitment to a process by being personally present and involvedat key eventsIdentify and promptly tackle morale problemsGive talks or presentations that energize groups

P. 46


TEAMWORK Behavioral Indicators

Ability to effectively work and complete assignments in group settings. Works cooperatively with others to achieve common goals.

THOROUGHNESS

Ensuring that one’s own and other’s

••••

••••

Listen and respond appropriately to other team members’ ideasOffer support for others’ ideas and proposalsConfer with other team members about their concernsExpress disagreement constructively (for example, by emphasizing points ofagreement, suggesting alternatives that may be acceptable to the group, etc.)Reinforce and give credit to team members for their contributionsGive honest and constructive feedback to other team membersProvide assistance to others when they need itWork toward solutions that all team members can support


• Set up procedures to ensure high quality of workwork and information are complete and • Monitor the quality of work by setting up proceduresaccurate; carefully preparing for meetings • Act to verify informationand presentations; following up with others to ensure that agreements and • Check the accuracy of own and others’ work

commitments have been fulfilled. • Develop and use systems to organize and keep track of information or workprogress

• Prepare for meetings and presentations• Organize information or materials for others

VISION and STRATEGIC THINKING

Supporting, promoting, and ensuring

• Review and check the accuracy of information in work reports


• Communicate a clear, vivid, and relevant description or picture of where thealignment with the organization’s vision organization should be in 3, 5, or 10 yearsand values. Understanding of how an • Express the vision in a way that resonates with others as demonstrated by theirorganization must change in light of words and actionsinternal and external trends and influences. • Build a shared vision with others

WORKFORCE MANAGEMENT

The effective recruitment, selection, development, and retention of competent staff; includes making appropriate assignments and managing staff performance.

WRITTEN COMMUNICATION

Ability to communicate ideas, thoughts,

• Influence others to translate vision to action


•••••••

Hire appropriate staffDelegate tasks according to abilityProvide feedback on performanceReward and reinforce positive performanceUnderstand and comply with basic HR regulations and lawsConduct performance appraisal and provide feedbackAddress employee behavior problems


• Express ideas clearly and concisely in writingand facts in writing. Ability/skill in using • Organize written ideas clearly. Tailor written communications to effectively reachcorrect grammar, correct spelling, an audiencesentence and document structure, • Use graphics and other aids to clarify complex or technical informationaccepted document formatting, and special literary techniques to communicate • Spell correctly

a message in writing. • Write using concrete, specific language• Use punctuation correctly• Use proper grammar• Use an appropriate business writing style

CONNECT WITH US

Publication 279.2 (6-19)

http://www.cdtfa.ca.gov/news/newsRSS.xml

https://www.facebook.com/CDTFA

https://www.linkedin.com/company/cdtfa/?trk=top_nav_home%20

https://twitter.com/cdtfa

https://www.youtube.com/channel/UChhR8089KCKrv2p4bbipu8w

http://www.cdtfa.ca.gov/services/mobile.htm

Date post:	22-Aug-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times