State of California Scientist Classes Competency Model
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Transcript of State of California Scientist Classes Competency Model
Human Resources Modernization Human Resources Modernization (HR Mod) Project (HR Mod) Project
Department of Personnel Department of Personnel AdministrationAdministration
State Personnel BoardState Personnel BoardDepartment of FinanceDepartment of Finance
CLASS CONSOLIDATION CLASS CONSOLIDATION & COMPETENCY MODEL & COMPETENCY MODEL
CONCEPT FOR STATE CONCEPT FOR STATE SCIENTISTSSCIENTISTS
CLASS CONSOLIDATION AND COMPETENCY MODEL CLASS CONSOLIDATION AND COMPETENCY MODEL CONCEPT FOR STATE SCIENTISTSCONCEPT FOR STATE SCIENTISTS
• The HR Modernization Project was established to –
• streamline and improve how the state hires, streamline and improve how the state hires, compensates, and promotes employees within state compensates, and promotes employees within state service; service;
• reduce the number of job classifications; reduce the number of job classifications;
• provide easy to understand job descriptions and provide easy to understand job descriptions and compensation guidelines for new and current compensation guidelines for new and current employees, supervisors, and managers.employees, supervisors, and managers.
• design a compensation program that allows incentives design a compensation program that allows incentives for individual employee contributions, demonstrated for individual employee contributions, demonstrated competencies, and individual employee contributionscompetencies, and individual employee contributions.
HR REFORMHR REFORMBEST PRACTICES REVIEWBEST PRACTICES REVIEW
• StatesStates– ArkansasArkansas– DelawareDelaware– GeorgiaGeorgia– IowaIowa– MontanaMontana– North CarolinaNorth Carolina– South CarolinaSouth Carolina– VirginiaVirginia– WashingtonWashington– WyomingWyoming
• City and County of City and County of San FranciscoSan Francisco
• Los Angeles Unified Los Angeles Unified School DistrictSchool District
• CanadaCanada• National Security National Security
Personnel SystemPersonnel System• Federal Office of Federal Office of
Personnel Personnel ManagementManagement
• WorkstreamWorkstream• LohmingerLohminger
What is a Competency?What is a Competency?
A competency is an observableA competency is an observable
• skillskill
• demonstration of knowledgedemonstration of knowledge
• abilityability
• personal characteristicpersonal characteristic
that results in behaviors that are that results in behaviors that are measurable and contributes to more measurable and contributes to more effective job performance.effective job performance.
Types of Competencies?Types of Competencies?
• Two types of CompetenciesTwo types of Competencies
– Technical: acquired knowledge and technical Technical: acquired knowledge and technical abilities and skills (these competencies are abilities and skills (these competencies are often easier to see, train for, and develop)often easier to see, train for, and develop)
– General (behavioral): competencies, such as General (behavioral): competencies, such as communication skills or team member skills communication skills or team member skills (are more difficult to observe and develop but (are more difficult to observe and develop but are key indicators of how an individual are key indicators of how an individual approaches and accomplishes their work)approaches and accomplishes their work)
Visible
Hidden ValuesSelf Image
Iceberg Model of Iceberg Model of CompetenciesCompetencies
TraitsMotives
Skills
Knowledge
Source: Workitect Competency Modeling Training
What is a Competency What is a Competency Model?Model?
• 8-16 competencies with 8-16 competencies with definitionsdefinitions
• May be grouped into 3-5 clustersMay be grouped into 3-5 clusters
• Each competency may haveEach competency may have– A set of behavioral descriptors, orA set of behavioral descriptors, or– A set of levels (e.g., Basic, A set of levels (e.g., Basic,
Intermediate, Advanced) with Intermediate, Advanced) with definitionsdefinitions
PEOPLE
Leading Others
Communicating And
Influencing
BUSINESS
Preventing & Solving Problems
Achieving Results
SELF – MANAGEMENTSelf Confidence
Stress ManagementPersonal Credibility
Flexibility
PEOPLE BUSINESS SELF MANAGEMENT
Competencies Dealing With Competencies Dealing With Competencies Dealing With
Leading OthersCommunicating And
Influencing
Establishing Focus
Providing Motivational Support
Fostering Team Work
Empowering Others
Managing Change
Developing Others
Managing Performance
Fostering Diversity
Attention to Communication
Oral Communication
Written Communication
Persuasive Communication
Interpersonal Awareness
Influencing Others
Building Collaborative Relationships
Customer Orientation
Preventing And Solving Problems
Achieving Results
Diagnostic Information Gathering
Analytical Thinking
Forward Thinking
Conceptual Thinking
Strategic Thinking
Technical Expertise
Initiative
Entrepreneurial Orientation
Fostering Innovation
Results Orientation
Thoroughness
Decisiveness
Business Acumen
Global Perspective
Self Confidence
Stress Management
Personal Credibility
Flexibility
Source: Workitect Competency Modeling Training
Business ProblemIdentification
Determine/Identify Business Problem/Issues/Need
Confirm, clarify and determine direction
for change w/sponsors
Discuss problem/issue/needs
with sponsor/s, gain support for needed change
Share information with key stakeholders
and gain supportfor change
Planning Project
Identify and agree on resources needed for
project team. Secure funding
Define scope, identify objectives, roles and
responsibilities.
Recruit, select and appoint key staff
Project Start-up
Conduct best practices research, contact other employers and
inventory information.
Identify and code competenciesand behaviors
Build the Competency Model
Prepare model(s), in final draft and identify
· Competencies· Clusters· Behavioral Indicators • Levels
Validate withfocus group attendees, supervisors/managers,
high performers and HR professionals from those departments that use the classification
or job occupational family
Prepare version(s) of model to be used to develop
systemrequirements
Develop implementationplan including
success measuresDevelop communications
for model and new applications
DRAFTCompetency Model Development Process for California State Civil Service Classifications
Identify, review concept;
develop draft plan & timeline
Identify and gain approval from sponsors on initial occupational
group of classifications for consolidation/conversion
Announce ProjectRoll-out
Identify possible additional project needs/tools/resources,
cost implications, bargaining issues. Gain support/funding
Identify affected stakeholders Share information and gain
support for changes
Define approach, methodology/protocol
Identify draft general (behavioral)competencies for initial
consideration by focus groups
Schedule and conduct datagathering events
Determine/IdentifyData Collection Activities
Consolidate/analyze data from all sources input into database
Select best data collection process(es) or method(s) for each classification or job occupational
family. May include:· Focus Groups· Job Analysis· Behavioral Event or
Structured Event interviews
Revisemodel(s) based on
feedback
Source: Workitect Competency Modeling Training
CLASS CONSOLIDATION AND COMPETENCY CLASS CONSOLIDATION AND COMPETENCY MODEL CONCEPT FOR STATE SCIENTISTSMODEL CONCEPT FOR STATE SCIENTISTS
Background:Background:
• Currently over 300 distinct scientist classesCurrently over 300 distinct scientist classes
•175 rank and file175 rank and file
• 21 supervisory21 supervisory
• 98 managerial98 managerial
• Approximately 3,200 scientist positions in 36 Approximately 3,200 scientist positions in 36 departments, boards, commissions and officesdepartments, boards, commissions and offices
CLASS CONSOLIDATION AND COMPETENCY CLASS CONSOLIDATION AND COMPETENCY MODEL CONCEPT FOR STATE SCIENTISTSMODEL CONCEPT FOR STATE SCIENTISTS
• Recruitment, selection and hiring - Recruitment, selection and hiring - time time consuming, repetitive, inflexible and costlyconsuming, repetitive, inflexible and costly
• Job Descriptions & Qualifications - Job Descriptions & Qualifications - outdated outdated and unrelated and unrelated
• Competition for a limited talent poolCompetition for a limited talent pool• Compensation structure - Compensation structure - does not allow does not allow
recognition for individual achievements, qualities, recognition for individual achievements, qualities, and competenciesand competencies
• Career advancement opportunities - Career advancement opportunities - Difficult Difficult to understand and restrictive to understand and restrictive
CLASS CONSOLIDATION AND COMPETENCY CLASS CONSOLIDATION AND COMPETENCY MODEL CONCEPT FOR STATE SCIENTISTSMODEL CONCEPT FOR STATE SCIENTISTS
• BenefitsBenefits
• Assist employee’s advancement along the career and pay Assist employee’s advancement along the career and pay ladder at their own rate of development, based on ladder at their own rate of development, based on successful demonstration of acquired skills.successful demonstration of acquired skills.
• Improve ability for better job-person matches.Improve ability for better job-person matches.
• Make better use of limited HR staff resources.Make better use of limited HR staff resources.
Scientist
Shared General Competencies
Scientist One Class Concept
Assistant (Trainee)
Associate (Journey)
Senior (Expert)
DRAFT
06/10/08
SCIENTIST COMPETENCY MODEL PROCESSSCIENTIST COMPETENCY MODEL PROCESS
Develop New Classification Structure
Determine/Identify Data Collection Activities
Bargaining
Develop Assessment, Selection, Evaluation &
Development Strategies by Occupational Group
SPB Review/Approval Process
Implementation
Resource Panels
June 19- Identify major responsibilities and tasks- Identify competencies, skills, knowledge, abilities, personal characteristics
June 20- Conduct Future Scan- Develop behavioral indicators- Level competencies
Between 6/20-7/1- Prepare draft of competency model and send to all participants for review
July 1- Review work to-date and identify technical competencies
HR Mod Project Planning Design Competency Model
June 30, 2008
Data Collection Surveys
- Survey all scientists and their managers and supervisors to validate data collected.- Compile responses and identify anomalies
Incumbent Interviews
- Conduct Behavioral interviews to identify data that may not have been previously captured- Compile responses and identify anomalies
- Select Scientist classifications as first group- Partner with CAPS union- Identify participants for Resource Panels
DRAFT