Presentation on theme: "Pickering Public Library Valerie Ridgway Cathy Grant Valerie Ridgway Cathy Grant The COMPETENCY CULTURE COMPETENCY CULTURE."— Presentation transcript:
Pickering Public Library Valerie Ridgway Cathy Grant Valerie Ridgway Cathy Grant The COMPETENCY CULTURE COMPETENCY CULTURE
Pickering Public Library Background Good news about competencies: most of us are already using competencies – human terms require skills library staff have: observers of behaviour; evaluate behaviour all the time simple to establish (but not easy!)
Pickering Public Library Background Flourished in 1990s based on key article by Hamel & Prahalad in HBR Partly a reaction to expansionist 80s Core competencies and competencies used interchangeably
Pickering Public Library Some examples Fedex Service: Delivery Core competency: Logistics Eastman Kodak Service: Photography products Core competency: Chemical imaging
Pickering Public Library Organizational competencies Core competencies originally applied to organizations as a whole: Confer competitive advantage Valuable Rare Difficult to imitate Pervasive in the organization
Pickering Public Library Individual competencies Applied to individuals in an organization: Relate to performance of major part of job Underlying, deep & enduring Identify and predict successful job performance Behaviourally-expressed and evaluated Can be improved by further training (Sometimes refer to technical skills)
Pickering Public Library Behaviours determine competencies Example: Flexible vs.: Accepts new roles and responsibilities Anticipates and adjusts for changing circumstances in achievement of objectives Demonstrates a positive attitude during times of change Handles multiple tasks and responsibilities successfully
Pickering Public Library Competencies in a System Model Strategic Foundation Mission, Vision, Core Values excellence; personal; communicate; enhance Core Competencies confer competitive advantage value for user qualities rare/unique hard to imitate pervasive people/clients; services; Competencies leadership innovation continuous improvement problem-solving etc. Individual Job Organization
Pickering Public Library 3 approaches to competencies Homogenized – same set for all Individualized – unique set for each Stratified – sets vary by class of job
Pickering Public Library Who has adopted competencies? Other libraries of all types Professional organizations Private sector See thousands of lists on the internet
Pickering Public Library Advantages of competencies Behaviour easier to talk about than labels Reduces bias Distinguishes top-tier staff from average Gives staff a common language which permeates & aligns the organization Provides focus for training Provides consistency
Pickering Public Library Disadvantages of competencies Some behaviours personal Extensive documentation and control needed Not all behaviours can be captured Competencies can overlap/become vague or repetitive Change in format generates its own problems
Pickering Public Library Implementation I Aim for fewer than 12 competencies Decide on approach – individual, specialized or homogenized Focus on how, not what work is done (tasks change) Learn from others Include a definition for each competency as well as a handful of behaviours Prepare a 1 st draft for staff and management input and expect many revisions
Pickering Public Library Implementation II After competencies have been defined: Create job specifications Recruit using job specs Interview using behaviourally-based competency questions Orient new employees to competency expectations Introduce competencies to existing employees and offer training Coach staff performance based on competencies Evaluate all employees using competency-based evaluation forms
Pickering Public Library Building a competency culture at PPL Why was this needed at PPL? No clear understanding of what was expected from employees in an environment of change PPL needed a comprehensive system to define, communicate and manage employee performance.
Pickering Public Library Defining the desired competencies I January 2004 Developed a consensus on concepts and their relevance Reviewed the competencies of other organizations – other libraries, professional lists, etc Took what was appropriate for our organization Core competency was difficult to define so we left it
Pickering Public Library Defining the desired competencies II Preferred the stratified structure and defined a hierarchy of competencies Also, a common group of competencies were found in all positions. Behaviours were the last to be defined
Pickering Public Library Communicating with staff Spring 2004 Staff were introduced to the concept of competencies at staff meetings and through various memos and discussions. Summer 2004 Staff were introduced to the new competency-based evaluation forms during the annual evaluation process
Pickering Public Library Competency-based performance evaluation I
Pickering Public Library Competency-based performance evaluation II 360 degree feedback forms, based on competencies were added to managers reviews in 2005 and to staff reviews in 2006 Managers invited feedback from a random selection of colleagues
Pickering Public Library Competency-based training I Training is a major part of implementing a competency- based HR system Some training was system-wide Customer service training was first Coaching Skills for Supervisors Communications Training
Pickering Public Library Competency-based training II Some training was individual and based on the training plan associated with evaluations Individualized training was accomplished through in-house methods as well as external sources.
Pickering Public Library Competency-based recruitment Fall 2004 New postings included competencies Interviews included competency- based questions Continuous Learning Think back to when you received a new position or responsibility within the workplace. What have you done to learn the new skills that were required?
Pickering Public Library Hurdles Time-intensive for managers Ratings for behavioural frequency are misperceived in many ways Performance can be a very emotional issue for some staff Using competency measures for 360 feedback is difficult for staff Competency-based recruitment may be difficult if there are not enough suitable recruits
Pickering Public Library Successes Managers and staff now have a language for handling performance issues Managers find it easier to deal with performance problems and have had much success with underperforming staff The recruitment process has been clarified The training process is more focused, less ad hoc
Pickering Public Library Continuous improvements Streamlining and simplifying performance reviews forms and process Managers are making more time for performance management. PPL is committed to this practice and will continue to make improvements over time.
Pickering Public Library Our core competency (nearly)! Friendly and convenient service to fit every clients needs.
Pickering Public Library Thank you Valerie Ridgway, email@example.com Cathy Grant firstname.lastname@example.org