Overview of Competencies Used in the State of Georgia

For more information:

Ann Phillips, SPHR 404-657-3407 tann.phillips@spa.ga.gov

Integrated Competency Based HR

Strategic Planning & Workforce Planning Performance Management

Recruiting/Selection Onboarding Compensation & Rewards

Competency Management HR Policy

Workforce Training & Development

Job Redesign/ Career Paths Succession Planning

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Current HR Initiatives
Strategic Planning & Workforce Planning Performance Management

Recruiting/Selection Onboarding Compensation & Rewards

Competency Management HR Policy

Workforce Training & Development

Job Redesign/ Career Paths Succession Planning

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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 ones 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 Cooperation Results Orientation Accountability Judgment and Decision Making

Talent Management Transformers of Government

Additional Behavioral Competencies

Communication Conflict Management Creativity and Innovation Cultural Awareness Flexibility Initiative Negotiation and Influence Professional Development Project Management Teaching 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 agencys 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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Integrated Competency-Based HR
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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Integrated Competency-Based HR
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 agencys investment of both time and money for developmental purposes Helps provide a method for assessing readiness for the role

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Integrated Competency-Based HR
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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Integrated Competency-Based HR
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
February 2008 April 2008 June 2008

Activity
Kick-off Meeting for HR Initiatives to HR Directors Performance Management training begins for Phase 1 Agencies End data for performance training for Phase 1 Agencies

July 2008
January 2009 January 2009 March 2009 July 2009

ePerformance Management Implementation for Phase 1 Agencies

Succession Planning Rollout for Phase 1 Agencies Workforce Planning Rollout for Phase 1 Agencies Performance Management training begins for Phase 2 Agencies ePerformance Management Implementation for Phase 2 Agencies

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Integrated Competency Based HR

Strategic Planning & Workforce Planning Performance Management

Recruiting/Selection Onboarding Compensation & Rewards

Competency Management HR Policy

Workforce Training & Development

Job Redesign/ Career Paths Succession Planning

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