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Overview of Competencies Used in the State of Georgia

Overview of Competencies Used in the State of Georgia. For more information: Ann Phillips, SPHR 404-657-3407 tann.phillips@spa.ga.gov. Succession Planning. Job Redesign/ Career Paths. Compensation & Rewards. Performance Management. Strategic Planning & Workforce Planning.

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Overview of Competencies Used in the State of Georgia

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  1. Overview of Competencies Used in the State of Georgia For more information: Ann Phillips, SPHR 404-657-3407 tann.phillips@spa.ga.gov

  2. Succession Planning Job Redesign/ Career Paths Compensation & Rewards Performance Management Strategic Planning & Workforce Planning Recruiting/Selection Onboarding Workforce Training & Development Competency Management HR Policy Integrated Competency Based HR

  3. Succession Planning Job Redesign/ Career Paths Compensation & Rewards Performance Management Strategic Planning & Workforce Planning Recruiting/Selection Onboarding Workforce Training & Development Competency Management HR Policy Current HR Initiatives

  4. What Is a Competency • Competencies: • Attributes • Knowledge • Skills • Abilities • Other characteristics • that contribute to successful job performance

  5. 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

  6. 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

  7. 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

  8. Types of Behavioral Competencies

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. HR Initiatives Current Timeline • Phase 1 Agencies: DOAS, DCH, DCOR, EconDev, DHR – part, DOR, GBI, SAO, SPA

  15. Succession Planning Job Redesign/ Career Paths Compensation & Rewards Performance Management Strategic Planning & Workforce Planning Recruiting/Selection Onboarding Workforce Training & Development Competency Management HR Policy Integrated Competency Based HR

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