1. A Presentation to the Cabinet A Presentation to Stakeholders
Developing a University-Wide Integrated Employee Core Competency Framework
A Presentation to the Cabinet
(or)
A Presentation to Stakeholders

2. Presentation Summary Definitions Examples
Benefits for departments and employees
Process used to develop core competencies
Our university core competencies
Integrating core competencies into performance evaluations
Next Steps

3. Organizational Core Competencies “Definition”
Clusters of universally-expected, observable behaviors
Necessary for successful performance in the position and in the organization
Distinguish performance in a particular work context

4. How Core Competencies are Used
Tell us “how” major responsibilities of a position should be done
Help us address how a professional can best go about adding value for a constituent
Help us evaluate the performance of employees
Give us a look at what mastery performance looks like
Gives ideas for employee development
Used in selection, professional development, and career planning, performance coaching, evaluation, promotion

5. Example Core Competency
“Collaborating & Partnership”
Definition: Effectively develop relationships and collaborate with all stakeholders; value teamwork and apply a variety of strategies to meet the needs of a diverse constituency.

6. Behavioral Indicators
The smallest unit of on-the-job behavior that is measurable and subject to change or improvement over time.
Effective behavioral descriptors must be:
Understandable
Observable
At the right level

7. Example Behavioral Descriptors
“Collaborating and Partnership”:
Balance own responsibilities with interests of team and/or department; respect group goals
Readily and respectfully shares knowledge, responsibilities, and expertise with others
Fulfill commitments to other team members
Demonstrates positive influences within groups/teams by promoting a friendly climate, good morale, and cooperation

8. Benefits of a Competency Framework
Departments will have improved and integrated processes for:
Recruitment and retention of talent
Assessment and selection
Performance communication and support
Leadership development
Succession planning
Career development

9. Benefits of a Competency Framework
Employees will benefit from:
Clarity about knowledge, skill, and ability expectations
Improved supervisor and employee communication
More consistent performance appraisal feedback
Improved recognition for skill growth as well as achievement
Clearer paths for career development
Supervisor’s increased ability to demystify HR processes for employees

10. Developing Core Competencies
Get a list of competencies
Make sure it’s complete
Write master-level descriptions
Eliminate overlaps
Sort the list
Compare individual decisions
Come to consensus
Publish and use the competency list

11. Our University Process
Supervisor Leadership Series: supervisors facilitated development of their team’s values, employee core competencies, descriptions, and behavioral indicators
Evaluated classified recruitments over a 6 month period
Facilitated process with President & Cabinet
Worked with Advisory Teams
Developed new performance evaluation form
Conducted training for supervisors
Present information sessions for faculty and staff

12. Our Core Competencies Communication & Personal Effectiveness
Customer Orientation
Collaborating & Partnership
Achievement Orientation
Self-awareness & Professional Development
Leadership

13. Job Knowledge & Technical Skills
Start with the position description and identify the 4-6 key responsibilities
Determine if the employee is skilled in these key responsibilities
Does the employee demonstrate a clear understanding of the role & scope of them
Does the employee fully understand department/university procedures
Does the employee have a university-wide perspective

14. Performance Evaluation Form
Section 1: Job Knowledge & Technical Skills (key responsibilities from PD)
Section 2: Core Competencies
Section 3: Goal(s)

15. Core Competencies + Job Knowledge
Utilize throughout the entire employment process:
Developing the PD
Qualifications detailed in advertising
Evaluating candidates
Interviewing candidates (behavioral questions)
Reference checking (behavioral questions)
Make job offer
Training and development
Performance evaluations

16. Next Steps
Obtain feedback from campus on first pilot year, e.g. competencies, performance evaluation form, timing of evaluations
Use HR Advisory Team to implement core competencies for academic staff with new performance evaluation form
Incorporate core competencies into current PDs for administrative and support staff
Continue working one-on-one with faculty search committees to incorporate core competencies into PDs and recruitment process

17. Sources
The Performance Appraisal Question and Answer Book: A Survival Guide for Managers, Dick Grote, 2002
High-Impact Interview Questions: 701 Behavior-Based Questions, Victoria A. Hoevemeyer, 2006