department of administration & information - human resources division competency-based...

Department of Administration & Information - Human Resources Division

Competency-Based Competency-Based Performance Performance ManagementManagement

A Systems Approach to Employee Performance and Development


Workforce Planning IssuesWorkforce Planning Issues

Impending Baby-Boomer Retirements> Approx. 45% of WYO-Workforce eligible to retire by 2011 (4 Yrs.)> 79 Million Baby Boomers will Retire 2010-2020> Only 40 Million Gen X and Y’s set to replace Boomers (2005 Census Bureau

Data)

Booming Economy> May Unemployment Rate 3.3% - Approx. 9500 people

statewide (Bureau of Labor Statistics June 2007)

First Two Year Turnover RateDeclining High School Population

> 18% Decline from 2000-2005 (University of Wyoming 2000-2005 Strategic Plan)


Confluence of GenerationsConfluence of Generations

Different…InfluencesMotivationsWork ValuesExpectationsCommunication Style

All Looking for a Life/Work Balance


Competency-Based SystemCompetency-Based System

Performance

Management

Performance

Management

Training & Developme

nt

Training & Developme

ntSuccession Planning

Succession Planning

Career & Workforce Planning

Career & Workforce Planning

Core Competencies

Recruitment, Selection

& Classificatio

n

Recruitment, Selection

& Classificatio

n

Focus on Performance

& Development Needs of

Agency

Focus on Performance

& Development Needs of

Agency

Goal: To develop a performance management system that:

• Provide a system’s approach to employee development and succession planning.

• Supports employees in achieving their position goals and developmental needs.

• Align and cascade individual goals with organizational performance measures.


What are Competencies?What are Competencies?

Competencies are those behaviors that excellent performer’s exhibit much more consistently than average performers.

… a grouping of behaviors, that taken together, better describe and communicate performance expectations.


What Competencies are What Competencies are Not…Not…Competencies are Not…

a “psychological construct” No single behavior can term Conflict ManagementConflict Management

Not knowledge… the application of knowledge


Antimony of a Competency Antimony of a Competency

1. Title1. One to three words titling competency

2. Definition (The WHAT)1. Knowledge, skill and ability (KSA) statements

defining competency

3. Performance Statements (The HOW)1. Groupings of behavioral statements describing

successful performance


Competency ExampleCompetency ExampleConflict Management and MediationConflict Management and Mediation

Definition: Ability to effectively resolve disputes among others. Skilled in different methods and styles to deal with personal disagreements. Requires the ability to remain impartial and unbiased. Help others resolve complex or sensitive disagreements and conflicts. Effectively lead a rational process of illuminating issues, enhancing understanding of divergent interests, and identifying common grounds for a workable solution.

Successfully defuses hostile situations.Highly skilled in seeing early warning signs of conflict and takes steps to prevent problems; gets to essence of the problem to resolve issues before they escalate to a conflict. Excels in transforming conflict into problem solving; insightfully diagnoses issues and develops effective solutions that are accepted by others. Creates an environment where differences of expression or opinion are valued; differences are used to achieve superior results. Navigates hostile situations by calming others. Operates "behind-the-scenes" to resolve conflict.

Exacerbates conflict. Accepts or recommends acceptance of “win/lose” situations rather than seeking compromise of collaboration. Ignores conflict among coworkers. Inappropriately avoids conflict; allows conflict to “fester” without bringing it out into the open and attempting to negotiate acceptable solutions.Inability to remain impartial; "Takes sides." Reacts emotionally when conflict arises. Does not recognize when conflict is occurring or emotions are escalating; does not probe for interests of conflicting parties. Defines only own interests; establishes own positions and biases rather than seeking common interests. Personalizes conflict; sometimes attacks people rather than issues.

Performance Statements – Level 5Performance Statements – Level 5

Performance Statements – Level 1Performance Statements – Level 1


Wyoming Core CompetenciesWyoming Core Competencies

LeadershipLeadership> Ex: Institutional Collaboration, Vision

Performance ManagementPerformance Management> Ex: Change Mgt., Team Building

WorkplaceWorkplace> Ex: Customer Focus, Teamwork

AnalyticalAnalytical> Ex: Written Communication

Personal EffectivenessPersonal Effectiveness> Ex: Integrity, Ethics

See More @... www.wyomingworkforceplanning.state.wy.us

Foundational Skills SetsFoundational Skills Sets

Workplace Performance Workplace Performance

Skills SetsSkills Sets

Leadership &Leadership &

Succession PlanningSuccession Planning


Competency-Based Strategic Competency-Based Strategic AlignmentAlignmentAgency Performance Measure

Performance Expectations /

Appraisal / Development

Needs

Skills / Competencies

Needed

Input FTE/BUDGET

Activities & Outputs

(Nuts & Bolts)

Strategies / Intermediate Outcomes

Agency Performance

Measures

Wyoming Quality of Life

*How do you plan on evaluating / developing performance?

-Identifying skills gap

-Communicating skills gap

-Developing skills gap

-Measuring success

What critical skills are needed to accomplish identified duties and activities?

What are the skills of the persons working on the project?

What is the gap between critical skills needed and skills of persons on project(s)?

What are the resources need to carry out stated duties, activities and outputs?

Who are the employee's and/or AWEC’s assigned to complete the identified duties and activities?

What duties, activities, processes and/or procedures have been identified to carry out the strategy?

What divisions are directly working on this measure?

What are their strategies and initial outcomes?

What are the goals and objectives of this measure?

The 10 Commitment to residents of the State.

Where and how does the performance measure fit into Wyoming’s Quality of Life?

The WHATThe WHATThe HOWThe HOW


Workforce PlanningWorkforce Planning

The process of ensuring that the right right peoplepeople are in the right placeright place at the right right timetime to accomplish the agency’s mission.


PhasesPhases

1. Defining the Future

2. Analyzing Current Workforce

3. Close the Gap

4. Monitor, Evaluate and Revise


Defining the FutureDefining the Future

> Identify where the agency wants to be in the future. Examine, analyze, and redefine the vision, mission, organizational values, objectives, and competencies.

>Strategic Planning – Becoming A Strategic Partner


Analyzing Current WorkforceAnalyzing Current Workforce

>Develop a detailed picture of where the agency is now.

>Conduct an outward and inward analysis to identify potential competencies in the workforce such as qualified employees at the beginning of a career path or critical positions that may need special attention during recruitment.

>Future Competency-Based Performance System


Close the GapClose the Gap

>Determine what gaps exist between our current and projected workforce needs.

>Develop and implement strategy to close the gap. These strategies include knowledge transfer, recruiting, training/ retaining, restructuring organizations, leadership development, succession planning, technology, enhancements, etc.

>Knowledge Transfer Concepts


Types of Knowledge: TacitTypes of Knowledge: Tacit

Knowledge that people carry in their heads. It is difficult to access and most people are not even aware of what they possess or how it is of value to others. It provides context for ideas, experiences, people, and places and is not easily captured.


Types of Knowledge: ExplicitTypes of Knowledge: Explicit

Structured – Data elements that are organized in a particular way for future retrieval, e.g. documents, databases, spreadsheets

Unstructured – Information not referenced for retrieval, e.g. emails, images, audio or video selections


Knowledge TransferKnowledge Transfer

The process of sharing knowledge between one person and another

If knowledge has not been absorbed, it has not been transferred


Knowledge Transfer Tip #1Knowledge Transfer Tip #1

Managers may have some knowledge transfer methods already in place

Consider using those methods as the foundation for the knowledge transfer plan


Knowledge Transfer / Knowledge Transfer / Management StrategiesManagement StrategiesJob Aids

Mentoring Programs

Process Documentation

Best Practice Meetings or Studies

Communities of Practice

Retirees on Retainer

Job Shadowing

Expert Systems

Critical Incident Reviews

Electronic Performance Support System

Storyboards

Storytelling

Double fills

Document Repositories

Job Rotation

Knowledge Fairs

Knowledge Maps

Structured On the Job Training


Monitor, Evaluate and ReviseMonitor, Evaluate and Revise

>Measure progress to access what’s working and not working.

>Make adjustments to plan as needed and address new workforce and organizational issues.


Thank YouThank You

Workforce Planning

[email protected]

307-777-6713

department of administration & information - human resources division competency-based...

Documents

performance statements

successful performance

development slide

performance management

employee performance

performance expectations

application of knowledge

strategic plan slide