Competency Model Development and Application to … Model Development and Application to Meet Water Utility Workforce Needs Nancy McTigue, EE&T ... generic competency models for a

Competency Model Development and Application to Meet Water Utility Workforce Needs

Nancy McTigue, EE&TRichard Mansfield, Mansfield Associates

Kathy Molloy, ChangeWorks InternationalNick Pizzi, David Visintainer, David Cornwell, EE&T

© 2012 Water Research Foundation. ALL RIGHTS RESERVED.© 2012 Water Research Foundation. ALL RIGHTS RESERVED.

Newport News Water VirginiaNewport News Water, VirginiaAnne Arundel County, Maryland

Northeast Ohio Regional Sewer District, OhioLake County Utilities, Ohio

St. Louis Department of Public Works, MissouriAqua Pennsylvania, Inc., PennsylvaniaAqua Pennsylvania, Inc., Pennsylvania

Fairfax Water, VirginiaSan Francisco Public Utilities Commission, CA

Milwaukee Water WisconsinMilwaukee Water, WisconsinLouisville Water CO, Kentucky

American Water, NJ

© 2012 Water Research Foundation. ALL RIGHTS RESERVED.© 2012 Water Research Foundation. ALL RIGHTS RESERVED.

O r P rposesOur Purposes

Sti l t i t t i l i t• Stimulate interest in applying competency models in the water industrySh i f ti b t th k thi t• Share information about the work this team has already done to build competency models for 6 key jobs in the water industryfor 6 key jobs in the water industry

• Discuss how competency models can be usefully applied in the water industryusefully applied in the water industry

• Seek your input in selecting additional jobs for which we will build competency models

© 2012 Water Research Foundation. ALL RIGHTS RESERVED.

which we will build competency models

O er ieOverview

B i f C t i• Basics of Competencies • Competency work for the water industry

A h– Approach– 6 competency models for use in the water industry

• Your ideas for additional water industry jobs to• Your ideas for additional water industry jobs to build competency models

• How competency models can be appliedHow competency models can be applied • How utilities are using competencies • Discussion and questions


Discussion and questions

What is a competency?What is a competency?An underlying

personal expressed through

that lead to superior

characteristic behaviors performance

SkillB

BB

B B

Quantity of Work

Trait

Value

BB B

BB

B

Quality of Work

Customer SatisfactionValue

Motive

B

BB

Customer Satisfaction

ProfitsBB

Example of a Technical Competencyp p y

• Knowledge of Equipment Repair ProceduresKnowledge of Equipment Repair Procedures– Ability to recognize malfunctioning equipment

– Ability to disassemble and rebuild equipment

– Ability to fabricate parts and tools for repairs

– Ability to understand and implement manufacturers’ di idirections

– Ability to troubleshoot malfunctions

Knowledge and ability to use precision measuring tools– Knowledge and ability to use precision measuring tools

From the competency model for Maintenance Mechanic Technician Job, developed for this project

6

Example of a Non‐Technical Competencyp p y

• ConscientiousnessConscientiousnesso Follows standard, prescribed approaches and protocols / SOPs for

completing regular tasks and for addressing emergency situations.o Reviews logs for trends on a regular and timely basis.g g yo Completes required documentation of work activities, observations

and tests results in an accurate and timely way.o Stays aware and alert at all times.o Demonstrates reliability and dependability.o Identifies and suggests areas for improvement.o Keeps legible work records.

D i bli i d bli h l ho Demonstrates commitment to public service and public health.

From the competency model for Maintenance Mechanic Technician Job, developed for this project

7

When is each type off l?competency most useful?

Technical Competencies Non‐Technical Competenciesp• Defining expected levels of

knowledge and skill for technical professionals.

p• Developing the skills of managers and

leaders.

C i ti th l• Assessing technical skills and

knowledge.

• Developing technical training

• Communicating the personal characteristics and behaviors that the company values or considers to be strategically important

curriculums.

• Planning training and development for technical professionals.

• Identifying the skills and behaviors that drive excellent performance.

• Selecting managers and leaders.• Selecting technical professionals.

• Defining essential levels of knowledge and skill for effectiveperformance

Selecting managers and leaders.

• Defining criteria for performance appraisal and management.

performance.

What Is a Competenc Model?What Is a Competency Model?

• Bet een 8 and 20 competencies ith definitions• Between 8 and 20 competencies with definitions

• Describes what is needed for effective or (ideally) superior performance in a specific jobsuperior performance in a specific job

• Usually grouped into 3 to 5 clusters

E h t i f th d ib d th h• Each competency is further described through– A set of behaviors through which the competency is often

demonstrated

– A set of sub‐skills, or

– A set of levels (for example, Basic, Intermediate, Advanced) with d fi i i


definitions

C it i f G d C t M d lCriteria for a Good Competency Model

1 M d l i b d t ti h ith j bh ld d1. Model is based on systematic research with jobholders and managers of jobholders.

2. Model is focused on a manageable number of competencies g p(usually 8‐16).

3. Competencies are conceptually distinct and coherent.

4 B h i l d i t fl t th j bh ld ’ j b l4. Behavioral descriptors reflect the jobholder’s job role.

5. Basic model is supplemented with additional data that adds value for an intended HR application .pp– Which competencies are difficult to develop?

– Which competencies are needed for each main responsibility?

Which competencies most often differentiate superior performers?


– Which competencies most often differentiate superior performers?

Outline of a Sample Competency Model: p p yMaintenance Mechanic Technician

T h i l C t i• Technical Competencies1. Water Treatment / Distribution System Processes and Procedures (Basic Expertise)

2. Mechanical Systems Used In Water Utilities (In‐Depth Expertise)

3 Machinery Preventive/Predictive Maintenance Procedures3. Machinery Preventive/Predictive Maintenance Procedures

4. Equipment Repair Procedures

5. Security And Safety Procedures

6. Computer Skills

• Non‐Technical Competencies7. Conscientiousness

8. Working Independently

9. Critical and Analytical Thinking

10. Planning, Organizing and Scheduling

11. Problem Solving and Decision Making

12 C i ti


12. Communication

What is the business reason for id if i d l i i ?identifying and applying competencies?

1. Identify the competencies

2. Use people management

3. Jobholders become more

that result in superior performance.

strategies to get more jobholders demonstrating the competencies.

productive, leading to better business results.

competencies.

Ways to Apply Competencies to Get I d P fImproved Performance

A li ti S l St tApplication Sample Strategy

Selection Use selection interviews to select people who possesscompetencies that are hard to develop.

Training Find or create courses that develop technical competencies.

Professional Development

Provide employees with resource guides with suggestions for developing and practicing non‐technical competencies.

Performance Management

Assess employees on key non‐technical competencies as part of the performance review process.

This Project’s Approach to C M d liCompetency Modeling

1 R i d i ti 2 Id tifi d 6 t t 3 C d t d J b1. Reviewed existing water industry competency models

2. Identified 6 target positions for competency models

3. Conducted Job Analysis Interviews with jobholders & managersg

5. Prepared draft competency models for the 6 target

4. Analyzed interviews to identify competency h

6. Reviewed and validated models with subject matter

positionsthemes experts

Mission Critical Positions Identified in WaterRF Work (2009)

15

Criteria for Positions to Select for Competency p yModeling

i h b f l i h i i• High number of personnel in the position

• Consistent job responsibilities across utilities

• Importance of the position for effective functioning of the utility

• Difficulty in attracting, developing, training, retaining people for the position


InterviewsInterviews

bh ld d h• Jobholders and their managers were interviewed at a number of water utilities

d haround the country

• Those interviewed were identified as “superior performers” by their management

• Questioned regarding their job responsibilities g g j pand effective ways to handle those responsibilities


p

E li t d d S h d l d Utilit P ti i tiEnlisted and Scheduled Utility Participation

N t N W t Vi i i• Newport News Water, Virginia• Anne Arundel County, Maryland• Northeast Ohio Regional Sewer District, Ohio• Lake County Utilities, Ohio• St. Louis Department of Public Works, Missouri

• Aqua Pennsylvania, Inc., Pennsylvania• Fairfax Water, Virginia


, g

What has this project produced so far, p j p ,that the water industry can use?

d l fCompetency models for 6 generic water industry jobs

1. Water Treatment Plant Operator

2. Distribution System Operator

3. Process Control Specialist

4. Water Operations Supervisor

l h h5. Facilities Maintenance Mechanic Technician

6. Instrument Technician


What has this project produced so far, p j p ,that the water industry can use?

Gl f t i f i• Glossary of competencies for use in constructing additional competency modelsD t d f d ti f th 6• Documented process for adapting one of the 6 generic competency models for a specific jobD t d f b ildi• Documented process for building a competency model for a new water industry jobjob

• Guidelines for developing ways to apply the competency models


competency models

What has this project produced so far, that the p j p ,water industry can use?

W b l f d fWeb tool found at www.waterrf.orgGo to this project’s page (#4244)


Ob ti f tilit i t iObservations from utility interviews

A h j b i ibili hAs the jobs require more responsibility, the non‐technical competencies become more important for superior performancesuperior performance


Ob ti f tilit i t iObservations from utility interviews

I h f i i i i h i lIn each of six positions, certain non‐technical competencies were common, such as

Conscientiousness

L i i iLearning orientation

Problem solving and decision making


What are the next directions for this project?

l d l f dd l• Develop competency models for additional, generic water industry jobs.

• Encourage and support application of the competency models to address workforce planning and development needs in individual water utilities


For which additional generic water industry g yjobs should we build competency models?

O i S i (di ib i )• Operations Supervisor (distribution)

• Construction Supervisor

• Water Quality Supervisor

• Laboratory Technician

• Foreman/Crew Leader

• Field Service Rep

• Chief Risk Officer

• Others?


For which additional generic water industry g yjobs should we build competency models?

W ki f i f d ’ i iWe are asking for suggestions from today’s participants


How can competency models be used?

f i l lProfessional Development

Performance ManagementPerformance Management

SelectionSelection

Development of TrainingYou only get value f Development of Training

Career Management

from a competency model when you apply it.

Slide 27

Process for Developing Applications of p g ppCompetency Models

• Select an initial application such as:• Select an initial application such as:– Professional development– Selection– Performance management– Developing technical training

• Identify how the model will be used• Define the new process for this application• Develop tools to support the process

D fi t i i d ti• Define training or education process• Develop communications for application


Applications in Professional Development pp pPlanning

T i l P d tTypical Products• Competency assessment rating form• Feedback report• Feedback report• Development planning form• Resource guide• Resource guide

– Specific suggestions for developing each competency

• Document describing the professional development g p pplanning process– Expectations of jobholders and managers


A li ti i C t B d S l tiApplications in Competency‐Based Selection

Typical ProductsTypical Products

• Documented process for selecting people

• Criteria for screening resumes and applications for essential• Criteria for screening resumes and applications for essential foundational competencies

• Selection interview guides for assessing key competencies Se ect o te e gu des o assess g ey co pete c esthat are difficult to develop

• Interview assessment report forms

• Training for managers and HR staff who will conduct selection interviews


A li ti i C t B d S l tiApplications in Competency‐Based Selection

Typical ProductsTypical Products

• Documented process for selecting people

• Criteria for screening resumes and applications for essential• Criteria for screening resumes and applications for essential foundational competencies

• Selection interview guides for assessing key competencies Se ect o te e gu des o assess g ey co pete c esthat are difficult to develop

• Interview assessment report forms

• Training for managers and HR staff who will conduct selection interviews


A li ti i P f M tApplications in Performance Management

T pical Prod ctsTypical Products• Section of performance review form in which a few key,

non‐technical competencies are rated.p• Rating form for assessing these non‐technical

competenciesd b h f d• Document describing the performance management and

review process and specifying expectations of individuals and their managersg

• Guidelines for rating employees on competencies• Training for managers in conducting the performance

i


review process

A li ti i T i iApplications in Training

T i l P d tTypical Products• Curriculum of courses jobholders addressing all or most competencies for the jobor most competencies for the job

• Individual courses addressing specific competencies or sets of competenciescompetencies or sets of competencies

• Performance tests to assess mastery of certain competenciescompetencies

• Knowledge tests to assess mastery of the knowledge component of certain competencies


g p p

How has competency modeling been used in the water industry?water industry?

• Water Sector Competency Model (AWWA) Selection

– Thorough and detailed

– Systemic look at jobs in the industryCompetency

Model

Develop

mentTraining

• www.BAYWORK. orgment

Assess

ment

34

How can competency‐based applications help p y pp pthe water industry?

1 Fi di l h ill i h i i1. Finding personnel that will grow in the position

2. Identify career ladders

3. Develop appropriate training materials

4. Utility specific applications


Utilit E iUtility Experiences

Id tif i t i i d b• Identifying competencies required by a specific job in order to enhance project descriptions and create personneldescriptions and create personnel development programs

• Competencies used to fully describe the• Competencies used to fully describe the technical and non technical skills required to operate a certain portion of the utility system;operate a certain portion of the utility system; certification testing developed through this process


Utilit E iUtility Experiences

l dd d l d b d• Career ladders developed based on developing competencies identified in

i fsuperior performers


Wh t d l t k ?Where can competency models take us?

d h d hBased on other industry experience, they can help the water industry find, retain and

d l i fdevelop superior performers


Questions and DiscussionQuestions and Discussion

h h ld l kFor which positions would you like to see a competency model developed in this project?


Additional Comments and Suggestions can be sent toLi d R ki R h M Linda Reekie, Research Manager

[email protected]

Nancy McTigue, EE&Ty g ,[email protected]


© 2012 Water Research Foundation. ALL RIGHTS RESERVED.© 2012 Water Research Foundation. ALL RIGHTS RESERVED. No part of this presentation may be copied, reproduced, or otherwise utilized without permission.

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Competency Model Development and Application to … Model Development and Application to Meet Water Utility Workforce Needs Nancy McTigue, EE&T ... generic competency models for a