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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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The Introduction and Use of Competencies in the New Performance Management System for the State of Georgia
Ann Phillips, SPHR
State Personnel Administration
Overview of Presentation
Goals of new system:
STATE MISSION, VISION & GOALS
State Performance Business Outcomes
In the State of Georgia, we focus o n two types of competencies:
Drive organizational performance
In performance management all employees are evaluated on five core competencies:
Teamwork and Cooperation
Judgment and Decision Making
All managers (those who supervise others) are evaluated on two additional leadership competencies:
Transformers of Government
Additional Behavioral Competencies
11 additional competencies are available for use in performance management as needed for specific positions
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
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
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
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.