Competencies are king improving organizational and staff performance
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Competencies Are King… Improving organizational and staff performance. FAR Luncheon Presented by Dawn Godaire, PHR and Chris Busky, CAE Heart Rhythm Society. Learning Objectives. Develop a basic understanding of competencies and key terminology.

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Competencies are king improving organizational and staff performance

Competencies Are King…Improving organizational and staff performance

FAR Luncheon

Presented by Dawn Godaire, PHR and Chris Busky, CAE

Heart Rhythm Society


Learning objectives
Learning Objectives

  • Develop a basic understanding of competencies and key terminology.

  • Learn how HRS designed and implemented its competency model and enhanced its performance management, staff development, and recruiting initiatives.


Competency 101 creating a high performing organization
Competency 101 - Creating a High Performing Organization


Creating a high performing organization
Creating a High Performing Organization

  • Job descriptions typically articulate the skills and knowledge necessary for success. They describe “what” needs to be accomplished.

  • Core behavioral competencies encompasses the interpersonal skills, traits, and values needed for organizational and individual success and describe the “how” work should be accomplished.

    The Winning Formula

    Job Knowledge/Skills + Behavioral Competencies =

    A High Performing Organization

Skills & Knowledge

Behaviors

Attitudes

Achievements

Values

Traits


Defining competencies 101
Defining Competencies 101

Competencies are generally defined as a skill, knowledge, or behavior that is observable and allows an employee to successfully perform his or her job.

Director of Accounting


Defining competencies 1011
Defining Competencies 101

  • Generic competencies (core attributes) –Behaviors that apply to each employee regardless of role or level. Considered the price of “admission” into the organization. Examples include:

    • Professionalism

    • Integrity

    • Ethical

  • Core competencies – Also apply to all employees. However, proficiency levels and expectations differ based on role/level. Examples include:

    • Communication

    • Innovation

    • Relationship building


Defining competencies 1012
Defining Competencies 101

  • Technical competencies – Specialized skills or knowledge needed to be proficient in a particular job. Examples include:

    • Budgeting

    • Project Management

    • Analytical

  • Leadership competencies- Skills and behaviors that apply to individuals in a leadership role. Examples include:

    • Developing people

    • Inspiring others

    • Strategic thinking


Defining competencies 1013
Defining Competencies 101

A competency model is a framework listing organizational competencies. The competencies are usually clustered together in categories. Most models include a competency title, definition, proficiency levels, and behavioral indicators.

Proficiency Levels- Proficiency levels and accurate behavioral indicators define successful performance at various levels within an organization. A basic model may include:

P1 = Awareness (Beginner)

P2 = Application (Intermediate)

P3 = Integration (Advanced)

P4 = Strategic (Subject Matter Expert)

The competency model should align with and support the organization’s mission, values and strategic plan.








Enhancing the recruitment process
Enhancing the Recruitment Process

Traditional Recruiting Method

  • Focus solely on technical skills and job knowledge.

  • Incomplete job descriptions.

  • Inconsistency and subjectivity in the recruitment and evaluation process.

Competency-Based Recruiting Method

  • Focus on the skills, knowledge, and behaviors critical for organizational success.

  • Job descriptions that accurately capture all aspects of the job.

  • Formal and consistent recruitment and evaluation process. Creation of behavioral event interview questions.


Enhancing the performance management process
Enhancing the Performance Management Process

  • Performance is reviewed and measured in three areas:

    • Goal achievement

    • Technical job knowledge

    • Proficiency with core competencies

  • Competency Assessment Process

  • Individual Development Plans

  • Commitment to Development