Competency Modeling for Talent Management. at the San Francisco Public Utilities Commission

Transcription

1 Competency Modeling for Talent Management at the San Francisco Public Utilities Commission

2 CHALLENGES FACING SFPUC Managers eligible for retirement within 5 years (57%) Career paths are unclear for employees No common thread across personnel systems and functions

3 STRATEGIC PLANNING RELATIONSHIP MANAGEMENT BUSINESS ACUMEN Define and illustrate the COMPETENCIES important for success at the SFPUC CRITICAL EVALUATION DECISION MAKING & PROBLEM SOLVING INNOVATION

4 STRATEGIC PLANNING RELATIONSHIP MANAGEMENT BUSINESS ACUMEN KNOWLEDGE of relationship building tactics Cooperative ATTITUDE Effective communication SKILLS ABILITY to recognize emotions CRITICAL EVALUATION DECISION MAKING & PROBLEM SOLVING INNOVATION

5 STRATEGIC PLANNING RELATIONSHIP MANAGEMENT BUSINESS ACUMEN Building blocks for successful performance CRITICAL EVALUATION DECISION MAKING & PROBLEM SOLVING INNOVATION

6 DEFINING SUCCESS Competencies illustrate WHAT SUCCESS LOOKS LIKE at five levels of expertise. Increased ORGANIZATIONAL IMPACT Increased EXPERTISE Defined across five levels of expertise

7 A COMPETENCY MODEL is simply a targeted collection of competencies most important for success in a given area.

8 COMPETENCIES Set Vision and Direction Innovation Motivation Accountability Decision Making and Problem Solving Consultation Critical Evaluation Risk Management Strategic Planning Business Acumen Delegation Valuing Diversity Recruiting and Onboarding Political Savvy Talent Management Relationship Management

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10 Are other organizations using COMPETENCY MODELS?

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12 Competencies important for LEADERSHIP success You can find this model (and more) on our Competency Models site

13 LEADERSHIP competencies TECHNICAL competencies OCCUPATIONAL COMPETENCY MODEL BEHAVIORAL competencies

14 COMMUNICATIONS COMPETENCY MODEL

15 Advantages of competency models

16 PROVIDING MEANINGFUL CAREER PATHS FOR ALL STAFF SELECTING AND PROMOTING HIGHLY QUALIFIED EMPLOYEES MANAGING STAFF DEVELOPMENT AND PERFORMANCE PLANNING FOR STAFFING AND SUCCESSION ACROSS THE WORKFORCE

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18 UNDERSTANDING WORK Competencies show the COMMON THREADS between job classes and clearly demonstrate PROGRESSION from class to class. SENIOR ANALYST JUNIOR ANALYST CRITICAL EVALUATION Level 2 COMMUNICATION Level 2 BUSINESS ACUMEN Level 2 ANALYST CRITICAL EVALUATION Level 3 COMMUNICATION Level 3 BUSINESS ACUMEN Level 3 CRITICAL EVALUATION Level 4 COMMUNICATION Level 4 BUSINESS ACUMEN Level 4

19 UNDERSTANDING WORK Competency models highlight underlying TALENTS and ABILITIES that drive success. Competency models create a COMMON, SHARED VOCABULARY for discussing and understanding performance across the organization. Critical Evaluation Communication Business Acumen

20 CAREER PLANNING Competency models increase TRANSPARENCY and Risk Management help identify potential CAREER PATHS. Relationship Management Communication Critical Evaluation Relationship Management Communication Delegation Competency Model Desired Class Political Savvy Decision Making and Problem Solving Competency Model Current Class Innovation Strategic Planning Business Acumen Strategic Planning Business Acumen

21 SELECTING FOR SUCCESS Competency models can guide the development and rating of BEHAVIORAL INTERVIEW QUESTIONS TARGET LEVEL INTERVIEW QUESTION: Tell me about a time when you came up with an INNOVATIVE SOLUTION to a challenge your organization was facing.

22 SELECTING FOR SUCCESS Proficiency ratings tied 3 to the competency

23 MANAGING PERFORMANCE This is an area for DEVELOPMENT Risk Management This employee might be ready for a NEW CHALLENGE

24 Safety Excellence competency added to this year s PPAR for all PUC employees!

25 STRATEGIC PLANNING: Competency models make it easy to link work to STRATEGIC GOALS and ensure WORKFORCE TALENT needs are met. STRATEGIC GOAL: Implement new technology STRATEGIC GOAL: Increase revenue Supporting Competencies Critical Evaluation Innovation Communication Maximizing Use of Technology Business Acumen Set Vision and Direction Strategic Planning Change Management You can develop your employees so they have the competencies needed to execute the strategy, or hire new employees who already possess the required proficiency with these competencies

26 WORKFORCE PLANNING: Competency models allow us to compare TARGET LEVELS of proficiency to ACTUAL LEVELS to identify COMPETENCY GAPS across the organization. 5 Target Actual 4 COMPETENCY GAP Project Management Innovation Conflict Management and Resolution Communication Delegation

27 Competency-Based Tools for Employee Development

28 LEADERSHIP COMPETENCY GAP ANALYSIS

29 INDIVIDUAL DEVELOPMENT PLAN Set Vision & Direction

30 Basic Proficient Plan

31 Assist with the development of your workgroup s goals and vision Link your workgroup s goals and visions to the 2020 strategic plan Reassess the work that you perform to make sure that it s aligned with the goals and vision of your workgroup

32 DEVELOPMENT RESOURCES San Francisco Public Library 100+ helpful articles, videos, activities, & trainings!

33 Thank you!