Presentation on theme: "Competencies Are King… Improving organizational and staff performance"— Presentation transcript:
1Competencies Are King… Improving organizational and staff performance FAR LuncheonPresented by Dawn Godaire, PHR and Chris Busky, CAEHeart Rhythm Society
2Learning ObjectivesDevelop 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.
3Competency 101 - Creating a High Performing Organization
4Creating 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 FormulaJob Knowledge/Skills + Behavioral Competencies =A High Performing OrganizationSkills & KnowledgeBehaviorsAttitudesAchievementsValuesTraits
5Defining 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 AccountingSkills- Develop budgets- Prepare monthly reportsBehaviors- Strategic Thinker- InnovativeKnowledge- BA in Finance- CPA- Knowledge of GAAP
6Defining 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:ProfessionalismIntegrityEthicalCore competencies – Also apply to all employees. However, proficiency levels and expectations differ based on role/level. Examples include:CommunicationInnovationRelationship building
7Defining Competencies 101 Technical competencies – Specialized skills or knowledge needed to be proficient in a particular job. Examples include:BudgetingProject ManagementAnalyticalLeadership competencies- Skills and behaviors that apply to individuals in a leadership role. Examples include:Developing peopleInspiring othersStrategic thinking
8Defining 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.8
9Sample Competency Accountability Willingness to accept full responsibility in meeting performance expectations. Displays honesty and truthfulness; confronts problems quickly; displays strong commitment to the success of HRS.P1- AwarenessP2- ApplicationP3 - IntegrationP4- StrategicMaintains ethical behavior, admits mistakes, and exhibits responsible behavior in the meeting of performance expectations.Follows through and meets commitments to others in a timely fashion.Actively seeks out solutions to achieve results.Holds self accountable for achieving results as an individual as well a team member.Identifies and assists in addressing areas of weakness that may impact the department’s performance.Chooses to take ownership of outcomes by seeking out solutions with appropriate stakeholders.Maintains a positive or constructive approach and actively develops solutions to achieve organizational results.Holds self and others accountable for appointed responsibilities.Holds ultimate responsibility for the overall performance in successfully meeting the organization’s strategic goals and mission.Takes ownership of outcomes by focusing on the actions necessary to move the strategic goals of the organization forward.Defines objectives and ensures successful outcomes in meeting the needs and requirements of stakeholders.
12How a Competency Model Benefited HRS HRS ChallengesLacked a common language to describe successful organization and individual performance.Subjectivity in the performance management process.Not enough focus on assessing critical behaviors for success in the recruiting process.Staff frustrated with unclear performance expectations.Competency BenefitsClarified performance expectations.Created a common language to describe high performance.Linked all HR functions to the organizational strategy.Increased ability to recruit, hire, and retain the right talent.Provided strategic insight on organizational development needs.
13Getting Started - The HRS Way Identify and definecompetenciesEstablish proficiency levels and behavioral indicatorsCreate proficiencymaps for eachpositionAssess currentemployee proficiencyCreate individualdevelopment plans
14Integrating the Competency Model into HR Initiatives Mission &StrategyPerformanceManagementTraining andDevelopmentCareerRoadmapsSuccessionPlanningComp&RewardsRecruitmentSelection
15Enhancing the Recruitment Process Competency-Based Recruiting MethodFocus 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.Traditional Recruiting MethodFocus solely on technical skills and job knowledge.Incomplete job descriptions.Inconsistency and subjectivity in the recruitment and evaluation process.
16Enhancing the Performance Management Process Performance is reviewed and measured in three areas:Goal achievementTechnical job knowledgeProficiency with core competenciesCompetency Assessment ProcessIndividual Development PlansCommitment to Development