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


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


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


• 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


• 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