Overview of Competencies in the State of Georgia

Overview of Competencies Used in the State of Georgia

For more information:Ann Phillips, [email protected]

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Integrated Competency Based HR

Workforce Training& Development

SuccessionPlanning

Job Redesign/Career Paths

Compensation& Rewards

PerformanceManagement

Competency ManagementHR Policy

Strategic Planning& Workforce Planning

Recruiting/SelectionOnboarding

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Current HR Initiatives


SuccessionPlanning







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What Is a Competency

• Competencies:▪ Attributes

▪ Knowledge

▪ Skills

▪ Abilities

▪ Other characteristics

• that contribute to successful job performance

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Types of Competencies

• Behavioral Competency: Behaviors, knowledge, skills, abilities, and other characteristics that contribute to individual success in the organization ▪ Can apply to all (or most) jobs in an organization or be

specific to a job family, career level or position▪ e.g., teamwork and cooperation, communication▪ Focus on the person

• Technical Competency: Specific knowledge and skills needed to be able to perform one’s job effectively▪ Job specific and relate to success in a given job or job family ▪ e.g., knowledge of accounting principles, knowledge of

human resource law and practice▪ Focus on the job

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Competencies – Job Redesign

• Technical competencies

▪ Are part of the job description▪ Describe what a person needs for the job▪ Generally a phrase or statement

• Behavioral competencies

▪ Are not part of the job description

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Behavioral Competencies

Key Characteristics:• Observable and measurable• Relate to the core purpose and values of an organization• Focus on the person

▪ Contribute to improved employee performance ▪ Contribute to individual success within an organization

• Can apply to all (or most) jobs in an organization or be specific to a job family, career level, or position

• Are not part of the job description

Drive organizational performance

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Types of Behavioral Competencies

Statewide Competencies

Core Competencies (all employees)

Leadership Competencies (people managers & other leaders)

Customer Service Teamwork and CooperationResults OrientationAccountabilityJudgment and Decision Making

Talent ManagementTransformers of Government

Additional Behavioral Competencies

CommunicationConflict ManagementCreativity and InnovationCultural Awareness Flexibility

InitiativeNegotiation and InfluenceProfessional DevelopmentProject ManagementTeaching Others Team Leadership

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Integrated Competency-Based HR

• Strategic Planning

▪ Translates the organization's vision and goals into expected employee behavior

• Workforce Planning▪ Links competencies to the agency’s mission, vision, & goals

▪ Assess and target skill and competency gaps

▪ Identify where to best focus training dollars

▪ Help determine what competencies are needed for today as well as the future

▪ Identify gaps between present skill sets & future requirements

▪ Identify gaps at the agency level

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• Performance Management ▪ Provides consistency in performance expectations and

measurement▪ Helps identify which behaviors most impact

performance and success▪ Used in individual development plans to target gaps

and identify development opportunities▪ Helps distinguish exceptional individuals that contribute

to organizational success▪ Provides feedback to individuals to move them toward

exemplary performance

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• Succession Planning▪ Helps clarify characteristics required for targeted

position(s)▪ Focuses training and development plans to address

competency gaps▪ Allows an organization to measure its “bench strength”▪ Helps target the agency’s investment of both time and

money for developmental purposes▪ Helps provide a method for assessing readiness for the

role

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• Recruiting/Selection/Onboarding▪ Ensures a more systematic interview process

▪ Provides a complete picture of job requirements

▪ Increases the likelihood of hiring people who will succeed in the organization

▪ Can prescreen job applicants

▪ Make selection decisions based on demonstrated ability to perform or evidence of results

▪ Reduce hiring costs and absenteeism / turnover rates

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• Workforce Training and Development▪ Provides the ability to focus on the skills,

knowledge, and characteristics that have the most impact on effectiveness

▪ Ensures that training and development opportunities are aligned with organizational values and strategies

▪ Recognizes that most efforts to build competencies occurs through work experiences

▪ Helps individuals to discover their own competencies

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HR Initiatives Current Timeline• Phase 1 Agencies: DOAS, DCH, DCOR, EconDev, DHR –

part, DOR, GBI, SAO, SPA

Date ActivityFebruary 2008 Kick-off Meeting for HR Initiatives to HR Directors

April 2008 Performance Management training begins for Phase 1 Agencies

June 2008 End data for performance training for Phase 1 Agencies

July 2008 ePerformance Management Implementation for Phase 1 Agencies

January 2009 Succession Planning Rollout for Phase 1 Agencies

January 2009 Workforce Planning Rollout for Phase 1 Agencies

March 2009 Performance Management training begins for Phase 2 Agencies

July 2009 ePerformance Management Implementation for Phase 2 Agencies

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Integrated Competency Based HR


SuccessionPlanning







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Business

Overview of Competencies in the State of Georgia