Competency-Based Performance Management

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Competency-Based Performance Management

• A Systems Approach to Employee Performance and
  Development

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Workforce Planning Issues

• Impending Baby-Boomer Retirements
• Approx. 45 of WYO-Workforce eligible to retire
  by 2011 (4 Yrs.)
• 79 Million Baby Boomers will Retire 2010-2020
• Only 40 Million Gen X and Ys set to replace
  Boomers (2005 Census Bureau Data)
• Booming Economy
• May Unemployment Rate 3.3 - Approx. 9500 people
  statewide (Bureau of Labor Statistics June 2007)
• First Two Year Turnover Rate
• Declining High School Population
• 18 Decline from 2000-2005 (University of Wyoming
  2000-2005 Strategic Plan)

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Confluence of Generations

• Different
• Influences
• Motivations
• Work Values
• Expectations
• Communication Style
• All Looking for a Life/Work Balance

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Competency-Based System

• Goal To develop a performance management
  system that
• Provide a systems approach to employee
  development and succession planning.
• Supports employees in achieving their position
  goals and developmental needs.
• Align and cascade individual goals with
  organizational performance measures.

Performance Management
Recruitment, Selection Classification
Career Workforce Planning
Focus on Performance Development Needs of Agency
Core Competencies
Training Development
Succession Planning
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What are Competencies?

• Competencies are those behaviors that excellent
  performers exhibit much more consistently than
  average performers.
• a grouping of behaviors, that taken together,
  better describe and communicate performance
  expectations.

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What Competencies are Not

• Competencies are Not
• a psychological construct No single behavior
  can term Conflict Management
• Not knowledge the application of knowledge

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Antimony of a Competency

1. Title
2. One to three words titling competency
3. Definition (The WHAT)
4. Knowledge, skill and ability (KSA) statements
   defining competency
5. Performance Statements (The HOW)
6. Groupings of behavioral statements describing
   successful performance

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Competency Example
Performance Statements Level 5

• Conflict Management and Mediation
• Definition Ability to effectively resolve
  disputes among others. Skilled in different
  methods and styles to deal with personal
  disagreements. Requires the ability to remain
  impartial and unbiased.  Help others resolve
  complex or sensitive disagreements and
  conflicts.  Effectively lead a rational process
  of illuminating issues, enhancing understanding
  of divergent interests, and identifying common
  grounds for a workable solution.

• Successfully defuses hostile situations.
• Highly skilled in seeing early warning signs of
  conflict and takes steps to prevent problems
  gets to essence of the problem to resolve issues
  before they escalate to a conflict.
• Excels in transforming conflict into problem
  solving insightfully diagnoses issues and
  develops effective solutions that are accepted by
  others.
• Creates an environment where differences of
  expression or opinion are valued differences are
  used to achieve superior results.
• Navigates hostile situations by calming others.
• Operates "behind-the-scenes" to resolve conflict.

Performance Statements Level 1

• Exacerbates conflict.
• Accepts or recommends acceptance of win/lose
  situations rather than seeking compromise of
  collaboration.
• Ignores conflict among coworkers.
• Inappropriately avoids conflict allows conflict
  to fester without bringing it out into the open
  and attempting to negotiate acceptable solutions.
• Inability to remain impartial "Takes sides."
• Reacts emotionally when conflict arises.
• Does not recognize when conflict is occurring or
  emotions are escalating does not probe for
  interests of conflicting parties.
• Defines only own interests establishes own
  positions and biases rather than seeking common
  interests.
• Personalizes conflict sometimes attacks people
  rather than issues.

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Wyoming Core Competencies

• Leadership
• Ex Institutional Collaboration, Vision
• Performance Management
• Ex Change Mgt., Team Building
• Workplace
• Ex Customer Focus, Teamwork
• Analytical
• Ex Written Communication
• Personal Effectiveness
• Ex Integrity, Ethics
• See More _at_... www.wyomingworkforceplanning.state.w
  y.us

Leadership Succession Planning
Workplace Performance Skills Sets
Foundational Skills Sets
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Competency-Based Strategic Alignment
Agency Performance Measure Agency Performance Measure Agency Performance Measure Agency Performance Measure Agency Performance Measure Agency Performance Measure Agency Performance Measure
Performance Expectations / Appraisal / Development Needs Skills / Competencies Needed Input FTE/BUDGET Activities Outputs (Nuts Bolts) Strategies / Intermediate Outcomes Agency Performance Measures Wyoming Quality of Life
How do you plan on evaluating / developing performance? -Identifying skills gap -Communicating skills gap -Developing skills gap -Measuring success What critical skills are needed to accomplish identified duties and activities? What are the skills of the persons working on the project? What is the gap between critical skills needed and skills of persons on project(s)? What are the resources need to carry out stated duties, activities and outputs? Who are the employee's and/or AWECs assigned to complete the identified duties and activities? What duties, activities, processes and/or procedures have been identified to carry out the strategy? What divisions are directly working on this measure? What are their strategies and initial outcomes? What are the goals and objectives of this measure? The 10 Commitment to residents of the State. Where and how does the performance measure fit into Wyomings Quality of Life?
The WHAT
The HOW
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Workforce Planning

• The process of ensuring that the right people are
  in the right place at the right time to
  accomplish the agencys mission.

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Phases

1. Defining the Future
2. Analyzing Current Workforce
3. Close the Gap
4. Monitor, Evaluate and Revise

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Defining the Future

• Identify where the agency wants to be in the
  future. Examine, analyze, and redefine the
  vision, mission, organizational values,
  objectives, and competencies.
• Strategic Planning Becoming A Strategic Partner

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Analyzing Current Workforce

• Develop a detailed picture of where the agency is
  now.
• Conduct an outward and inward analysis to
  identify potential competencies in the workforce
  such as qualified employees at the beginning of a
  career path or critical positions that may need
  special attention during recruitment.
• Future Competency-Based Performance System

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Close the Gap

• Determine what gaps exist between our current and
  projected workforce needs.
• Develop and implement strategy to close the gap.
  These strategies include knowledge transfer,
  recruiting, training/ retaining, restructuring
  organizations, leadership development, succession
  planning, technology, enhancements, etc.
• Knowledge Transfer Concepts

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Types of Knowledge Tacit

• Knowledge that people carry in their heads. It
  is difficult to access and most people are not
  even aware of what they possess or how it is of
  value to others. It provides context for ideas,
  experiences, people, and places and is not easily
  captured.

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Types of Knowledge Explicit

• Structured Data elements that are organized in
  a particular way for future retrieval, e.g.
  documents, databases, spreadsheets
• Unstructured Information not referenced for
  retrieval, e.g. emails, images, audio or video
  selections

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Knowledge Transfer

• The process of sharing knowledge between one
  person and another
• If knowledge has not been absorbed, it has not
  been transferred

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Knowledge Transfer Tip 1

• Managers may have some knowledge transfer methods
  already in place
• Consider using those methods as the foundation
  for the knowledge transfer plan

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Knowledge Transfer / Management Strategies

• Job Aids
• Mentoring Programs
• Process Documentation
• Best Practice Meetings or Studies
• Communities of Practice
• Retirees on Retainer
• Job Shadowing
• Expert Systems
• Critical Incident Reviews

• Electronic Performance Support System
• Storyboards
• Storytelling
• Double fills
• Document Repositories
• Job Rotation
• Knowledge Fairs
• Knowledge Maps
• Structured On the Job Training

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Monitor, Evaluate and Revise

• Measure progress to access whats working and not
  working.
• Make adjustments to plan as needed and address
  new workforce and organizational issues.

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Thank You

• Workforce Planning
• bfoste2_at_state.wy.us
• 307-777-6713