Managing competencies in the Belgian civil service major

Managing competencies in the Belgian civil service: major characteristics

Content I. Selor II. Competency management in the Belgian Federal Government III. Competencies in recruitment and selection IV. Competencies in other HR processes V. Lessons learned

I. Selor in a nutshell Selection agency of the Belgian Federal Government Activities: • Selection: • Contractual personnel • Statutory personnel • (Mandate) management positions • Orientation: • Internal Market (Talent Market) • Promotional selections • Certification: • Language tests • Selor Academy

I. Selor - A few numbers Number of selection procedures for each level 2008 2009 2010 2011 Level A (Master) 307 252 267 211 Level B (Bachelor) 95 91 93 87 Level C (Secondary) 28 23 34 16 Level D (Lower or no degree) Total 15 11 5 5 445 377 399 319 Statutory selection procedures Inscriptions 2008 64. 888 2009 81. 670 2010 101. 967 2011 95. 252

II. Competency management in the Belgian Federal Government 1. 2. 3. 4. 5. Introduction Competency Model - Dictionary Competency Model - Profiles Competency profile and the job descriptions function mapping

1. Introduction Belgian Government has chosen for competency management within the HR policies: • For a decade (around 2001 -2003, reviewed 2009) • For all the HR Processes • Using 1 competency model • Implemented several tools • Directly linked with competency management (Competence dictionary, competency profiles, . . . ) • Indirectly by using the philosophy and principles (Development circles, . . . )

2. Competency Model “ 5+1” of the Belgian Government (HUDSON) 5 groupes of competencies 1 groupe of technical competencies

2. Competency Model Low Competence + Impact Information Management Task Management People Management Interpersonal Personal Management Understanding information Executing tasks Communicating Showing respect Treating information Analysing information Integrating information Structuring tasks Sharing knowledge and know-how Supporting Active Listening Adapting Managing employees Motivating employees Teamwork Innovating Organising Conceptualising Managing the service Managing the organisation Controlling the organisation Insight in the organisation Developing a vision High Problem solving Decision taking Developing employees Building teams Leading teams Inspiring Showing reliability Acting in a Showing service-oriented commitment manner Advising Managing stress Influencing Establishing relationships Networking Developing oneself Achieving objectives Showing organizational commitment

3. Competency Model - Dictionnary Competence and definition Competence dimensions and definitions Behavioural indicators for each dimension Behavioural indicators for each level

5. Competency profile and the jobdescriptions Each function is linked to a level: • Level A: Master degree • Level B: Bachelor degree • Level C: Secondary degree • Level D: Lower or no degree Function mapping Function families (groupings) Each Level is linked to a certain competency profile divided in 3 categories: • Expert/Support • Manager • Project leader

5. Competency profile and the jobdescriptions Levels: D A 5 Competencies Information Management Task Management People Management Interpersonal Management Personal Management f. i. File Manager f. i. Teamleader

The competency model is the “red wire” throughout the whole selection procedure. 7. List with laureats 6. Results and feedback 5. Test procedure 4. Recruitment campaign 3. Determine test procedure 2. Determine profile 1. Clients need III. Competencies in recruitment and selection

1. Start of the procedure START = client has a vacancy In the first phase of the procedure, the searched profile will be determined in collaboration with the client. The following steps will occur: Profile analyses Screening model (Searched profile) (Test procedure) Recruitment

2. Determine profile - Profile analyses During this phase the following elements will be determined: • Conditions for participation • Diploma • Experience requirements • Competency profile

2. Determine profile - competency profile Manager A 2 Information Management x X Task Management Understanding information Executing tasks Treating information Analysing information Integrating information Structuring tasks x Problem solving X Decision taking Innovating Organising Conceptualising Managing the service Managing the organisation Controlling the organisation Insight in the organisation Developing a vision People Management Sharing knowledge and know-how Supporting Managing employees Motivating employees X Developing employees Building teams Leading teams Inspiring Interpersonal Management Personal Management Communicating * Showing respect Active Listening * Adapting K Teamwork K K Acting in a service-oriented manner X Advising * Showing reliability Showing commitment * Managing stress /// Influencing K Developing oneself Achieving objectives Showing organizational commitment Establishing relationships Networking K

3. Determine test procedure Profile analyses Screening model (Searched profile) (Test procedure) Recruitment

3. Determine test procedure – Screening model EVENT 1 2 Competency-oriented model

3. Determine test procedure – Screening model “Basic competencies and cognitive abilities proven by a degree of a certain level or the equivalent of the degree”

3. Determine test procedure – Screening model “Generic competencies and cognitive abilities equivalent to the level of functioning”

3. Determine test procedure – Screening model “Specific abilities, fit, motivation, experience, competencies, knowledge necessary for the function” EVENT 1 2

3. Determine test procedure – Screening model Generic part (module 0 and 1) of the selection procedure, computer-based tests evaluating: • • Abstract reasoning Information management Task management Key competencies Specific part (module 2) of the selection procedure, all sorts of testing methods of our test portfolio For each level a set of tests that corresponds to the difficulty and competencies of each level

3. Determine test procedure – Matrix Competencies Module 0 Module 1 Integrating information X X Decision taking X X Case X Developing employees Acting service-oriented X X X Advising X Influencing X Developing oneself X Achieving objectives X X Oral communication Technical competencies (IT Projectmanagement, JAVA, . NET, …) Interview X X

4. Recruitment Profile analyses Screening model (Searched profile) (Test procedure) Recruitment

List with laureats Results and feedback Test procedure Recruitment campaign Determine test procedure Determine profile Clients need 5. Test procedure

5. Test procedure – Example abstract reasoning

5. Test procedure – Example in tray excercise

5. Test procedure – Example SJT

5. Test procedure – Test portfolio

5. Test procedure – Structured interview Each procedure involves a structured interview (at the end) Evaluates generic and key competences Following the STAR methodology • • Situation Task Action Result

List with laureats Results and feedback Test procedure Recruitment campaign Determine test procedure Determine profile Clients need 6. Results and feedback

Reasonable Accommodations Classic way of measuring Level of competence ≠ = Reasonable accommodation Comparable results?

IV. Competencies in other HR processess 1. 2. 3. 4. 5. 6. Recruitment and selection New entrants in internship Performance appraisals Career development Training and development Knowledge management

HR Processes

V. Revision in 2009 (lessons learned) What were the reasons for a revision? 1. Inconsistency in the instruments of the competency model • • Dictionary Profiles 2. Insufficiently known 3. Insufficiently implemented in each management- of HR-tool

V. Revision in 2009 (lessons learned) Changes in the competency dictionary • Consistency in the terminology of the clusters and competencies • Increasing the clarity of the definitions and dimensions of the competencies • Behavioural indicators: • • Increasing the unambiguity and objectivity Increasing the amount of indicators Language aspect Introducing different levels in the indicators following the levels of the functions e. g. analysing information level A, B and C

V. Revision in 2009 (lessons learned) Changes in the competency profiles • Increasing the objectivity by determing the basic competency profiles linked with: • The function mapping (levels) • 3 roles: Expert, manager, projectleader • Allowing to customize within limits • Respecting the margins • Respecting the maximum number • Increasing the importance of the technical competency profile

V. Revision in 2009 (lessons learned) Manager A 2 Information Management x X Task Management Understanding information Executing tasks Treating information Analysing information Integrating information Structuring tasks x Problem solving X Decision taking Innovating Organising Conceptualising Managing the service Managing the organisation Controlling the organisation Insight in the organisation Developing a vision People Management Sharing knowledge and know-how Supporting Managing employees Motivating employees X Developing employees Building teams Leading teams Inspiring Interpersonal Management Personal Management Communicating * Showing respect Active Listening * Adapting K Teamwork K K Acting in a service-oriented manner X Advising * Showing reliability Showing commitment * Managing stress /// Influencing K Developing oneself Achieving objectives Showing organizational commitment Establishing relationships Networking K

V. Revision in 2009 (lessons learned) Using the 4 users perspectives 1. Organisation 2. HR 3. Managers 4. Employees 1 Language è Creating tools for all the users è Investing in training for each user è Information campaign (posters, brochures, information sessions, …)

Thank you for the attention! Questions?