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Competencies in Performance Management The Introduction and Use of Competencies in the New Performance Management System PowerPoint Presentation
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Competencies in Performance Management The Introduction and Use of Competencies in the New Performance Management System for the State of Georgia. Ann Phillips, SPHR State Personnel Administration. Overview. Overview of Presentation New Performance Management Program

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Competencies in Performance Management The Introduction and Use of Competencies in the New Performance Management System


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slide1

Competencies in Performance Management

The Introduction and Use of Competencies in the New Performance Management System for the State of Georgia

Ann Phillips, SPHR

State Personnel Administration

overview
Overview

Overview of Presentation

  • New Performance Management Program
  • Components of Performance
  • What Are Competencies
  • How Competencies are used in Performance Management
slide3

New Performance Management Program - ePerformance

  • Enterprise-wide new performance management program effective July 1, 2008
  • Mission: Drive overall State and Agency goals to successful outcomes through effective goal setting, performance monitoring and measurement

Goals of new system:

  • Develop a consistent core Statewide performance management process
  • Allow customization to enhance outcomes
  • Measure employee performance based on goals and competencies
  • Hold managers and employees accountable for results
  • Provide managers with the skills and tools necessary to identify various levels of performance
  • Involve both managers and employees in performance management
  • Link performance management to other strategic HR processes
slide4

Components of Performance

  • Focus on “What” gets accomplished and “How” it gets accomplished
  • Goals (What)
    • Aligned with State and Agency mission, vision, goals, and strategic objectives
    • Individual goals unique to position
  • Behavioral Competencies (How)
    • Core competencies – required of all employees
    • Leadership competencies – required of all managers
    • Additional behavioral Competencies
  • Individual Development Plans – Developmental Goals
slide5

Performance Management - Goals

STATE MISSION, VISION & GOALS

Business Outcomes

State Performance Business Outcomes

EXECUTION

State Goals

Agency Achievement

Agency Goals

Departmental Achievement

Departmental Goals

RESULTS

PLANNING

Individual Achievement

Individual Goals

CONTINUAL PERFORMANCE

competencies
Competencies
  • Competencies are:
    • Attributes
    • Knowledge
    • Skills
    • Abilities
    • Other characteristics
  • that contribute to successful job performance
  • Designed to drive both individual and organizational performance
  • Employees learn, develop, refine and demonstrate competencies throughout their careers
types of competencies
Types of Competencies

In the State of Georgia, we focus o n two 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
competencies vs job descriptions
Competencies vs. Job Descriptions
  • Often job descriptions are not worded in a manner that enables an employee's performance to be effectively observed or measured
    • A job description typically lists the tasks, functions, technical skills, and responsibilities needed for a specific position
    • Does not describe how these requirements are accomplished
  • Competencies are described in terms such that they can be observed, measured and rated against criteria that are standardized and required to do the job effectively
    • Describe how goals and responsibilities are accomplished
behavioral competencies
Behavioral Competencies

Key Characteristics:

  • Observable and measurable
  • Relate to the strategic goal and objectives of an organization
  • Focus on the person
    • Contribute to improved employee performance
    • Contribute to individual success within an organization
  • Are not necessarily part of the job description

Drive organizational performance

types of behavioral competencies
Types of Behavioral Competencies

In performance management all employees are evaluated on five core competencies:

Customer Service

Teamwork and Cooperation

Results Orientation

Accountability

Judgment and Decision Making

All managers (those who supervise others) are evaluated on two additional leadership competencies:

Talent Management

Transformers of Government

Additional Behavioral Competencies

11 additional competencies are available for use in performance management as needed for specific positions

9

why behavioral competencies in performance management
Why Behavioral Competencies in Performance Management?

Provides consistency establishing performance expectations and measuring actual performance

Helps identify which behaviors most impact performance and success

Used in individual development plans to target gaps and identify development opportunities

Helps identify exceptional individuals that have had a significant contribution to organizational success

Provides feedback to individuals to move them toward exemplary performance

11

competency behavioral indicators
Competency – Behavioral Indicators

Behavioral Indicators / Behavioral Examples

General examples of what behaviors could look like and are not inclusive of all behaviors that demonstrate each level of performance for a competency

What competencies look like vary from job to job and agency to agency

Behavioral examples of the competencies are provided using 3-key anchor points on the State’s 5-point performance rating scale

The indicators are tools to help form an assessment of employee performance compared to the State’s and agency’s expectations

13

competency example accountability
Competency Example - Accountability

Accepts full responsibility for self and contribution as a team member; displays honesty and truthfulness; confronts problems quickly; displays a strong commitment to organizational success and inspires others to commit to goals; demonstrates a commitment to delivering on his/her public duty and presenting oneself as a credible representative of the Agency and State to maintain the public’s trust

14

behavioral indicators accountability
Behavioral Indicators - Accountability
  • Employee performance should be set at the “successful performer” level. An employee should know what successful performance looks like. In addition, an employee should know when he/she is not meeting expectations. Of course, we want employees to exceed expectations, so they need to know what that looks like.
  • Using an example with the Accountability Competency:
    • Successful performer: Follows through and meets personal commitments to others on time
    • Unsuccessful performer: Inconsistently meets commitments to others or delivers on commitments late
    • Exceptional Performer: Exceeds his or her commitment to others by frequently delivering work early
  • Of course, this will look different for different jobs and roles. For example, the commitments a commissioner is expected to deliver on looks different than the commitments for a State Patrol Officer
  • Think about what this looks like for yourself and your employees – making sure it is observable and measurable
customer service competency
Understands that all State employees have external and/or internal customers that they provide services and information to; honors all of the State’s commitments to customers by providing helpful, courteous, accessible, responsive, and knowledgeable service. Customer Service Competency
customer service competency cont d
Customer Service Competency (cont’d)

Understands that all State employees have external and/or internal customers that they provide services and information to; honors all of the State’s commitments to customers by providing helpful, courteous, accessible, responsive, and knowledgeable service.

  • Examples of what behaviors could look like
  • Can you think of examples specific to your job or your agency?

17

integrated competency based hr

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