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1、April 2003(updated September 2004)COMPETENCY IMPLEMENTATION GUIDEAPS COMPETENCIES: WHEN TO USE THEM; HOW TO USE THEMHayGroupPage 2TABLE OF CONTENTSPAGEI.Using Competencies1Overview1Recruitment1Selection & Staffing2Learning & Development2Career & Succession Planning2Performance Management2Rewards & R
2、ecognition3II.Useful Tools4Job Profile4Job Profile Part A5Job Competency Profile Part B6Competency Based Interview Questions7Competency Based Interview Scoring11Competency Self-Assessment Worksheet13Corporate Options to Assessing Individual Competencies21HayGroupPAO-CHRD/RPT/029-CAB wwwI. USING COMP
3、ETENCIESOVERVIEWCompetencies are: any attitude, skill, behaviour, motive or other personal characteristic that are essential to perform a job, or more importantly, differentiate superior performers from solid performers.Competencies provide a means of looking at those behaviours that differentiate t
4、he “best from the rest” and a common language for talking about critical on-the-job behaviours.The APS competencies provide an integrated approach to support multiple applications and initiatives, and yet still allow for comparability of results across government.As the illustration suggests, compet
5、encies can be used for a variety of human resources applications. The following pages describe the uses of competencies in each of the areas. RECRUITMENT: Competencies can be used to ensure individuals applying for a position fully understand the requirements of the position, both the technical and
6、the behavioural. As the center of the “atom” demonstrates, job competency requirements can provide important information to candidates. For example, when recruiting for supervisory positions it is important to let potential candidates know that “Developing Others” is a critical part of the job. In a
7、ddition, the core competencies let all potential APS employees understand what the APS expects of its employees. Using competencies in recruitment can be as simple as including a list and brief description of the required competencies in the job posting. Tool: The Job Profile can assist you in creat
8、ing an effective job posting. (Page 4)SELECTION & STAFFING: It is important to ensure that those selected meet not just the technical requirements but also the behavioural requirements for the job. Asking competency based questions and assessing the answers based on the competency profile for the jo
9、b can assist in hiring those that meet the competency requirements. Tool: Competency Based Interview Questions and record keeping sheet. (Page 7) LEARNING AND DEVELOPMENT: Competencies can be developed and used to improve performance. Competencies support the achievement of more readily measurable c
10、riteria, such as meeting budgets or achieving departmental goals. The competencies observed during a selection interview or recorded as part of performance management can be used as a starting point for development planning. Individuals can compare where they are currently at to what level of compet
11、ency proficiency they wish or need to be at. Tool: The Competency Self-Assessment Worksheet can be used as a starting point for development planning (Page 13). The Development Tips can also be used as a source of competency-based developmental activities. The Development Tips can be found at www.pao
12、.gov.ab.ca/learning/assess/development-tips.pdf. A number of other options are available for employees to assess individual competencies (Page 21).CAREER AND SUCCESSION PLANNING: Competencies can also be used to plan career paths (at an individual level) or assist in succession planning (at a corpor
13、ate level). As an assessment of potential and future development, competencies form an important part of succession planning. Competency profiles and competency expectations for different positions can be used to assist in career decision making. For example, if you wish to move from an HR assistant
14、 to an HR consultant, you can examine the differences in the competency profiles of the two positions. You can then determine if the move would be a good fit with your skills, and what competencies you may need to work on to make the move. Tool: Assessment Services are available for additional compe
15、tency feedback. Assessment Services assists individuals with targeting their development strategies, through the use of multi-rater feedback based on Alberta Public Service or departmental competencies. www.pao.gov.ab.ca/learning/doclist10.htm or www.pao.gov.ab.ca/assess-services PERFORMANCE MANAGEM
16、ENT: Performance management is defined as: “A process for establishing a shared understanding about what is to be achieved, how it is to be achieved; and an approach to managing people that increases the probability of achieving success.” And thus it includes not just performance appraisal but other
17、 means of communicating expected behaviours to employees.Competencies are critical behaviours demonstrated on the job and, as such, are often included as part of performance management. Performance management is about achieving results in a manner that is consistent with organizational expectations
18、and desired behaviours. Competencies provide expectations for “how” the job is performed, not just “what” gets done. Assessing competencies as a part of performance management is an important means of assisting employees in understanding performance expectations and enhancing competencies on-the-job
19、. Most departments have their own performance management systems. Competencies may play an important role in these systems.REWARDS AND RECOGNITION: To be effective, rewards and recognition need to be consistent with organizational expectations and linked to organizational goals. Competencies are one
20、 way of conveying organizational expectations of behaviours. For example, a ministry may define an expectation for the competency of Teamwork and then align its rewards and recognition program to reflect the importance of this competency. At a corporate level, Client Focus is one of the primary comp
21、onents of the Premiers Award of Excellence. Recognition for superior performance in selected competency areas can also be an important part of a complete rewards and recognition program. As with performance management, these systems tend to be department specific. HayGroupPage 24PAO-CHRD/RPT/029-CAB
22、 wwwII. USEFUL TOOLSJOB PROFILEThe job profile should be completed by an HR professional with knowledge of the position, the manager of the position or an incumbent. The job description should be used as a source of information. The first page (part A) (page 5) largely reflects the information often
23、 found in a job description. The second page (part B) (page 6) is to assist in determining the competency requirements for the position. If a competency profile and levels of excellence exist for the position, that information should be entered on the second page.If a competency profile does not exi
24、st for that position, a rating of the relative importance of each competency for that position should be determined. Core competencies must always be considered “important” for every position in the APS. Role specific competencies depend upon the accountabilities of the role listed on the first page
25、. For example, a position with accountability for managing large projects and considerable budgets, may have Resource Management as a critical competency. The same position may have little need for Strategic Thinking. Note that not every competency can be critical for every job. Competencies should
26、be chosen to reflect where job incumbents should direct their efforts. Role-specific competencies should be restricted to the two or three that truly make a difference for performance on the job. JOB PROFILE Part AJOB TITLE:JOB CLASS:JOB NUMBER:JOB POINT TOTAL:JOB REPORTS TO:JOB HOLDER:JOB SUMMARY:W
27、ORK CONTEXT:DIMENSIONS:ACCOUNTABILITIES:JOB COMPETENCY PROFILE Part BCompetencyLevel of ExcellenceImportanceLowMedHighCORE COMPETENCIESAdaptabilityPersonal willingness and ability to effectively work in, and adapt to change.Client FocusUnderstanding and meeting or exceeding client needsCommunication
28、Clearly conveying and receiving messages to meet the needs of allOrganizational AwarenessUnderstanding business plan goalsProblem Solving and JudgmentAbility to assess options and implications, in order to identify a solution.Results OrientationKnowing what results are important, focusing resources
29、to achieve themTeamworkWorking cooperatively and productively with others to achieve resultsROLE SPECIFIC COMPETENCIESDeveloping OthersA desire to work to develop the long-term capability of others.Impact and InfluencePersuading, convincing or influencingInnovationTaking risks, adapting quickly to c
30、hange, leading the change processLeadershipPositively influencing people and eventsRelationship BuildingDeveloping and maintaining win/win relationships and partnershipsResource ManagementEffectively managing internal/external resources to achieve organizational goalsSelf-ManagementManaging and cont
31、inually improving own performanceStrategic ThinkingTaking a broad scale, long term view, assessing options and implicationsDepartment/Job CompetenciesCompetencyLowMedHighCOMPETENCY BASED INTERVIEW QUESTIONSThis tool is helpful for those who are conducting a behavioural-based interview. When using th
32、is tool, a few critical competencies should be chosen and the same questions asked of each candidate. Note that for each competency, different questions are provided that tap into different levels of the competencies. Only one question should be asked for each competency. Probing for behaviours that
33、 demonstrate the competencies should be used to get a full picture of the candidates past behaviours. Probing typically includes asking what the candidate did, said, felt, thought and the outcomes of the event. The behaviours that they recount should be compared to the behaviours listed in the compe
34、tency profile and used to determine at which level of those critical competencies a candidate is operating. The final two pages entitled Competency Based Interview Scoring (pages 11 and 12) are for the interviewer to record the level at which a candidate demonstrated the competencies that were asses
35、sed. These forms can be used in conjunction with current competition assessment forms.Some ExamplesCORE COMPETENCIESAdaptability Tell me about a time when you changed your priorities to meet others expectations. Describe a time when you altered your own behaviour to fit the situation. Tell me about
36、a time when you had to change your point of view or your plans to take into account new information or changing priorities.Client Focus Give an example of how you provided service to a client/stakeholder beyond their expectations. How did you identify the need? How did you respond? Tell me about a t
37、ime when you had to deal with a client/stakeholder service issue. Describe a situation in which you acted as an advocate within your organization for stakeholders needs, where there was some organizational resistance to be overcome. Communication Describe a situation you were involved in that requir
38、ed a multi-dimensional communication strategy. Give an example of a difficult or sensitive situation that required extensive communication? Tell me about a time when you really had to pay attention to what someone else was saying, actively seeking to understand their message.Organizational Awareness
39、 Describe the culture of your organization and give an example of how you work within this culture to achieve a goal. Describe the things you consider and the steps you take in assessing the viability of a new idea or initiative. Tell me about a time when you used your knowledge of the organization
40、to get what you needed.Problem Solving and Judgment Tell me about a time when you had to identify the underlying causes to a problem. Describe a time when you had to analyze a problem and generate a solution. Tell me about a situation where you had to solve a problem or make a decision that required
41、 careful thought. What did you do?Results Orientation Tell me about a time when you set and achieved a goal. Tell me about a time when you improved the way things were typically done on the job. Describe something you have done to improve the performance of your work unit. Describe something you hav
42、e done to maximize or improve the use of resources beyond your own work unit to achieve improved results.Teamwork Tell me about a time when you worked successfully as a member of a team. Describe a situation where you were successful in getting people to work together effectively. Describe a situati
43、on in which you were a member (not a leader) of a team, and a conflict arose within the team. What did you do? ROLE SPECIFIC COMPETENCIESDeveloping Others Tell me about a time when you coached someone to help them improve their skills or job performance. What did you do? Describe a time when you pro
44、vided feedback to someone about their performance. Give me an example of a time when you recognized that a member of your team had a performance difficulty/deficiency. What did you do?Innovation Describe something you have done that was new and different for your organization, that improved performa
45、nce and/or productivity. Tell me about a time when you identified a new, unusual or different approach for addressing a problem or task. Tell me about a recent problem in which old solutions wouldnt work. How did you solve the problem?Impact and Influence Describe a recent situation in which you con
46、vinced an individual or a group to do something. Describe a time when you went through a series of steps to influence an individual or a group on an important issue. Describe a situation in which you needed to influence different stakeholders with differing perspectives. Leadership Tell me about a t
47、ime when you had to lead a group to achieve an objective. Describe a situation where you had to ensure that your “actions spoke louder than your words” to a team. Describe a situation where you inspired others to meet a common goal.Relationship Building Describe a situation in which you developed an effective win/win relationship with a stakeholder or client. How did you go about building the relationship? Tell me about a time wh