My HR COMPETENCIES 101 Welcome COMPETENCIES 101 Trainer

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My HR COMPETENCIES 101

My HR COMPETENCIES 101

Welcome! COMPETENCIES 101 Trainer: Tanya Tourangeau Performance_Development@gov. nt. ca

Welcome! COMPETENCIES 101 Trainer: Tanya Tourangeau [email protected] nt. ca

Employee Development & Workforce Planning Training Competencies 101 Competency-Based Performance Development 101 e. Performance

Employee Development & Workforce Planning Training Competencies 101 Competency-Based Performance Development 101 e. Performance HRIS System Training

Learning Outcomes At the completion of this training, you will be able to: 1.

Learning Outcomes At the completion of this training, you will be able to: 1. Understand what a competency is & its components. 2. Understand how competencies relate to position success and organizational results. 3. Understand GNWT’s 6 Core Competencies and how they apply to your position. 4. Understand how competencies are rated in your Performance Document. 5. Understand the applicability of the 39 General Competencies. 6. Understand how to develop competencies for job success and career advancement. 7. Understand how competencies tie to succession planning.

e. Performance & Competencies

e. Performance & Competencies

How does this apply to current cycle? 15/16 16/17 EEs Managers Paper form e.

How does this apply to current cycle? 15/16 16/17 EEs Managers Paper form e. Performance EEs* Managers e. Performance Except Casuals & Teachers under the NWTTA

What are Competencies? GNWT definition • the combined set of knowledge, skills and abilities

What are Competencies? GNWT definition • the combined set of knowledge, skills and abilities (KSAs) required by individuals to be effective in providing service to the public defined by behaviours.

What are Competencies? Business definitions • A behaviour which enables people to deliver superior

What are Competencies? Business definitions • A behaviour which enables people to deliver superior performance in a given job, role, or situation • A description of the patterns of behaviours that are required for success • A tool to help employees and organizations focus on the behaviours that consistently enable people to achieve high standards of performance.

GNWT Competency Example Business Acumen KSA: …should have a high degree of business acumen.

GNWT Competency Example Business Acumen KSA: …should have a high degree of business acumen. (general knowledge) Vs. GNWT Competency Model: Analyzes and comprehends work-unit goals and strategies. (defined behaviour that demonstrates the KSA)

Competencies and Results COMPETENCIES BEHAVIOURS (actions) Performance ORGANIZATION RESULTS

Competencies and Results COMPETENCIES BEHAVIOURS (actions) Performance ORGANIZATION RESULTS

Drivers for Introducing the Use of Competencies § Provides employees with clear direction on

Drivers for Introducing the Use of Competencies § Provides employees with clear direction on how they can contribute § Reinforces behaviours that are consistent with the GNWT’s mission, culture and priorities § Provides employees with a roadmap for building strengths and closing development gaps § Ties to career growth § Improves consistency in recruiting and selection, training, performance development and workforce/succession planning

Competency-based Performance Development Succession Planning Training Performance Development Qualified Employee Behaviour Based Interview Effective

Competency-based Performance Development Succession Planning Training Performance Development Qualified Employee Behaviour Based Interview Effective Recruitment Job Description Engagement Performance

Benefits of Competency based Performance Development For GNWT For Employees Contributes to employee retention

Benefits of Competency based Performance Development For GNWT For Employees Contributes to employee retention Knowing clearly what the job requires Develops employees for Succession Plans Provides a path for career advancement Identifies relevant training for job levels; supports training needs analysis Assists employees in understanding the need for additional training to increase competencies Provides measures of performance required to meet corporate goals Brings fairness and consistency into the performance development process Ensures effective employee selection Increases Employee Engagement

20/20 Strategic Plan Employer of Choice

20/20 Strategic Plan Employer of Choice

How were GNWT’s competencies determined? • Through analysis, feedback, and consultation with all stakeholders,

How were GNWT’s competencies determined? • Through analysis, feedback, and consultation with all stakeholders, a library was defined that reflects GNWT’s vision, culture, and goals. • Established 6 core competencies. • Defined additional 39 competencies that can be applied for position success. (based on need, use is optional)

Core Competencies Set of values, attitudes, behaviours that GNWT stands for and all GNWT

Core Competencies Set of values, attitudes, behaviours that GNWT stands for and all GNWT employees must own and demonstrate everyday Reflect the behaviours needed to meet the long-term vision of GNWT.

GNWT Core Competencies Leadership Excellence Authentic Leadership Systems Thinking Engaging Others Management Excellence Action

GNWT Core Competencies Leadership Excellence Authentic Leadership Systems Thinking Engaging Others Management Excellence Action Management People Management Sustainable Management

e. Performance Competency Ratings Rating Definition Does not meet Employee hasn’t demonstrated behaviours defined

e. Performance Competency Ratings Rating Definition Does not meet Employee hasn’t demonstrated behaviours defined in competency. Developing Employee partially demonstrates behaviours defined in competency. Meets Employee demonstrates all behaviours defined in competency. Exceeds Employee demonstrates all behaviours defined in competency and frequently exceeds expectations.

Understanding Competencies Title Overall name given to the competency Definition (The WHAT) Explains what

Understanding Competencies Title Overall name given to the competency Definition (The WHAT) Explains what the competency means and indicates the types of behaviours that will be described in the scale Why it’s important to GNWT Description of how and why a competency is important Behaviours (The How) Describes how this competency is demonstrated

Core Competency #1 Authentic Leadership Definition: is a driver of personal and interpersonal conduct.

Core Competency #1 Authentic Leadership Definition: is a driver of personal and interpersonal conduct. Why is it important? The GNWT Public Service serves citizens of NWT who have a right to an ethical public service.

Core Competency #1 Behaves consistently with GNWT values and organizational practices. Code of Conduct

Core Competency #1 Behaves consistently with GNWT values and organizational practices. Code of Conduct Courteous & Respectful Service Respectful Workplace Behavior Authentic Leadership

Authentic Leadership Position Level Job Competencies Employee Takes Responsibility for Own Behavior Supervisor/ Manager

Authentic Leadership Position Level Job Competencies Employee Takes Responsibility for Own Behavior Supervisor/ Manager Contributes to a positive Creates a positive team work environment Director Creates a positive team environment ADM Promotes a positive and Builds a positive and productive environment productive workplace within department environment across GNWT DM / DH Contributes to a positive work environment Builds effective and productive teams Builds a positive and productive workplace environment across GNWT

Core Competency #2 Systems Thinking Definition: is a driver of how thinking about problems

Core Competency #2 Systems Thinking Definition: is a driver of how thinking about problems and strategies should be approached within GNWT. Why is it important? A Systems Thinking approach is required in the GNWT because our work impacts a wide range of stakeholders in different ways and in different communities, and vice versa.

Core Competency #2 Understands how their work contributes to the achievement of department goals.

Core Competency #2 Understands how their work contributes to the achievement of department goals. Consults with others Open to new ideas Asks questions to understand broader goals Systems Thinking

Systems Thinking Position Level Job Competencies Employee Links operational activities to larger goals Sees

Systems Thinking Position Level Job Competencies Employee Links operational activities to larger goals Sees patterns when problem solving and decision making Supervisor/ Manager Sees patterns when problem solving and decision making Analyzes potential solutions using diverse information Director Analyzes potential solutions using diverse information. Applies a long-term and broad perspective ADM Incorporates trends and inter-connections Understands impacts on vision and connections DM / DH Understands impacts on vision and connections

Core Competency #3 Engaging Others Definition: is a driver of how we work as

Core Competency #3 Engaging Others Definition: is a driver of how we work as part of the GNWT. Why is it important? Developing appropriate networks is essential, as expectations are changing and one of the best ways to solve complex problems is through collaboration and consultation.

Core Competency #3 Works cooperatively and collaboratively with others. Pleasant & Courteous Shares information

Core Competency #3 Works cooperatively and collaboratively with others. Pleasant & Courteous Shares information Open to working together Engaging Others

Engaging Others Position Level Job Competencies Employee Builds Rapport Supervisor/ Manager Connects with others

Engaging Others Position Level Job Competencies Employee Builds Rapport Supervisor/ Manager Connects with others Makes key contacts and shares information Director Makes key contacts and shares information ADM Maintains and uses a Builds networks and wide circle of partnerships contacts DM / DH Connects with others Develops effective relationships Builds networks and partnerships

Core Competency #4 Action Management Definition: Action Management is about setting a plan in

Core Competency #4 Action Management Definition: Action Management is about setting a plan in motion and getting it done. Why is it important? A strong focus on results will help us achieve organizational goals within the context of striving for excellence within Public Service.

Core Competency #4 Prioritizes own tasks and understands what needs to be done. Takes

Core Competency #4 Prioritizes own tasks and understands what needs to be done. Takes ownership and pride in own work Makes appropriate decisions Action Management

Action Management Position Level Job Competencies Employee Gets the work done and accepts change

Action Management Position Level Job Competencies Employee Gets the work done and accepts change Monitors work towards goals and prepares for change Supervisor/ Manager Monitors work towards goals and prepares for change Improves performance and adapts readily Director Improves performance and adapts readily Sets challenging objectives and helps others adapt ADM Improves performance more broadly and gains commitment for change Long-term view to goals and implements change DM / DH Long-term view to goals and implements change

Core Competency #5 People Management Definition: is about creating the conditions and environment that

Core Competency #5 People Management Definition: is about creating the conditions and environment that allow people to work collaboratively and productively to achieve results. Why is it important? In order for the GNWT to succeed in its mandate, we must collaborate effectively not only with outside stakeholders, but internally within GNWT, our departments, and our teams.

Core Competency #5 Actively shares information, and listens and accepts others’ points of view

Core Competency #5 Actively shares information, and listens and accepts others’ points of view in an open and honest way. Shares knowledge Seeks feedback Seeks information People Management

People Management Position Level Job Competencies Employee Manages self and works Acts as a

People Management Position Level Job Competencies Employee Manages self and works Acts as a key team player and well with others supports learning in others Supervisor/ Manager Acts as a key team player and supports learning in others Improves self and gives direction to others Director Improves self and gives direction to others Stays current and gives constructive feedback ADM Motivates the team and Plans for future human acts as a coach/mentor resource needs and learning DM / DH Plans for future human resource needs and learning

Core Competency #6 Sustainable Management Definition: is about delivering results by maximizing organizational effectiveness

Core Competency #6 Sustainable Management Definition: is about delivering results by maximizing organizational effectiveness and sustainability of our human, financial, and environmental resources. Why is it important? It’s increasingly important that we manage our resources responsibly and sustainably.

Core Competency #6 Respects how workplace resources are to be used. Manages time effectively

Core Competency #6 Respects how workplace resources are to be used. Manages time effectively Cost effective practices Identifies possible improvements in resource management Sustainable Management

Sustainable Management Position Level Job Competencies Employee Uses resources responsibly Supervisor / Manager Identifies

Sustainable Management Position Level Job Competencies Employee Uses resources responsibly Supervisor / Manager Identifies and advocates Makes links between for resource effectiveness sustainability and success of the GNWT Director Makes links between Improves sustainability practices sustainability and success of the GNWT ADM Develops, implements, and monitors systems DM / DH Identifies and advocates for resource effectiveness Plans for the future sustainability of the GNWT

GNWT Core Competency Wheel Core Competencies 38

GNWT Core Competency Wheel Core Competencies 38

e. Performance There are 5 templates in e. Performance: 1 for all position levels

e. Performance There are 5 templates in e. Performance: 1 for all position levels Employee -> Deputy Head

Employee Job Competencies Core Competency Job Competencies Authentic Leadership Takes Responsibility for Own Behavior

Employee Job Competencies Core Competency Job Competencies Authentic Leadership Takes Responsibility for Own Behavior Contributes to a positive work environment Systems Thinking Links operational activities to larger goals Sees patterns when problem solving and decision making Engaging Others Builds Rapport Connects with others Action Management Gets the work done and accepts change Monitors work towards goals and prepares for change People Management Manages self and works well with others Acts as a key team player and supports learning in others Sustainable Management Uses resources responsibly Identifies and advocates for resource effectiveness

Supervisor/Manager Job Competencies Core Competency Job Competencies Authentic Leadership Contributes to a positive work

Supervisor/Manager Job Competencies Core Competency Job Competencies Authentic Leadership Contributes to a positive work environment Creates a positive team environment Systems Thinking Sees patterns when problem solving and decision making Analyzes potential solutions using diverse information Engaging Others Connects with others Makes key contacts and shares information Action Management Monitors work towards goals and prepares for change Improves performance and adapts readily People Management Acts as a key team player and supports learning in others Improves self and gives direction to others Sustainable Management Identifies and advocates for resource effectiveness Makes links between sustainability and success of the GNWT

Director Job Competencies Core Competency Authentic Leadership Job Competencies Creates a positive team environment

Director Job Competencies Core Competency Authentic Leadership Job Competencies Creates a positive team environment Builds effective and productive teams Systems Thinking Analyzes potential solutions using diverse information Applies a long-term and broad perspective Engaging Others Makes key contacts and shares information Develops effective relationships Action Management Improves performance and adapts readily Sets challenging objectives and helps others adapt People Management Improves self and gives direction to others Stays current and gives constructive feedback Sustainable Management Makes links between sustainability and success of the GNWT Improves sustainability practices

ADM Job Competencies Core Competency Authentic Leadership Job Competencies Promotes a positive and productive

ADM Job Competencies Core Competency Authentic Leadership Job Competencies Promotes a positive and productive environment within department Builds a positive and productive workplace environment across GNWT Systems Thinking Incorporates trends and inter Understands impacts on vision -connections and connections Engaging Others Maintains and uses a wide circle of contacts Builds networks and partnerships Action Management Improves performance more broadly and gains commitment for change Long-term view to goals and implements change People Management Motivates the team and acts as a coach/mentor Plans for future human resource needs and learning Sustainable Management Develops, implements, and monitors systems Plans for the future sustainability of the GNWT

DM Job Competencies Core Competency Authentic Leadership Systems Thinking Engaging Others Job Competencies Builds

DM Job Competencies Core Competency Authentic Leadership Systems Thinking Engaging Others Job Competencies Builds a positive and productive workplace environment across GNWT Understands impacts on vision and connections Builds networks and partnerships Action Management Long-term view to goals and implements change People Management Plans for future human resource needs and learning Sustainable Management Plans for the future sustainability of the GNWT

Additional 39 Competencies • What are they? Broad range of competencies to cover all

Additional 39 Competencies • What are they? Broad range of competencies to cover all positions • How can they be applied? at the discretion of Supervisor/ Manager

How to develop competencies? • Work experience • Training on the Learning & Development

How to develop competencies? • Work experience • Training on the Learning & Development Calendar • Coaching and/or Mentoring • On-the-job-training • Acting responsibilities • Life Experience • Formal Education

Employee Development & Workforce Planning 1. Leadership Development Program 2. Management Series 3. Aboriginal

Employee Development & Workforce Planning 1. Leadership Development Program 2. Management Series 3. Aboriginal Management Development Program 4. Graduate Internship Program 5. Education Leave 6. Tuition Reimbursement 7. Employee Recognition & Awards

Succession Planning • Competencies assist in identifying and grooming emerging top performers, managers, and

Succession Planning • Competencies assist in identifying and grooming emerging top performers, managers, and leaders for career advancement in the GNWT.

Competencies are coachable, observable, measurable, and critical to successful Individual Performance, Program Performance, Department

Competencies are coachable, observable, measurable, and critical to successful Individual Performance, Program Performance, Department Performance, & overall GNWT Performance.

e. Performance April 2016 - roll out to EEs My HR UPK training guides

e. Performance April 2016 - roll out to EEs My HR UPK training guides Training

Thank you! Please contact Performance_Development@gov. nt. ca For more information or assistance with your

Thank you! Please contact [email protected] nt. ca For more information or assistance with your Performance Document.