Uc Core Competency Model

7/23/2019 Uc Core Competency Model

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UC Core

Competency Model

Developed and Endorsed by:

UC Learning and Development Consortium

Chief Human Resources Officers

Date:May !""



University of California Sta Employees Core

Competencies

Communicationo Shares and receives information using clear oral, written and interpersonal

communication skills.

Diversity and #nclusiono Models and promotes the University of California Principles of Community and

complies with UC policies on Diversity and Non Discrimination

Employee Engagemento Demonstrates commitment to the o!, colleagues, the University and its mission !y

acting in ways that further the accomplishment of its goals.

#nnovation and Change Managemento Uses personal knowledge and professional e"perience to envision the future,

anticipate change, capitali#e on opportunities and develop innovative options thatfurther the strategic direction of the organi#ation.

$ob Mastery and Continuous Learningo Demonstrates responsi!ility for one$s own career path and continuous learning !y

identifying and applying new skills as needed to perform successfully on the o!.

Resource Management

o Demonstrates integrity, accounta!ility and efficient stewardship of universityresources in a manner consistent with the UC Standards of %thical conduct andother policies.

Results Orientation and E%ecutiono Demonstrates the a!ility to analy#e situations or pro!lems, make timely and sound

decision, construct plans and achieve optimal results.

&ervice 'ocuso &alues and delivers high 'uality, professional, responsive and innovative service.

(eam)or* and Collaborationo Colla!orates with colleagues in order to achieve results in alignment with the

operations and mission of the University of California.

For Managers:

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+eople Managemento (eads and engages people to ma"imi#e organi#ational and individual performance

through alignment with the University mission and attainment of strategic andoperational goals.

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Background

)uilding a persuasive !usiness case for the continued investment in Staff (earning and

Development, in light of the University$s near term fiscal crises and the longer term emphasis

on administrative efficiency, is one of the primary reasons for the creation of the UC (earning

and Development Consortium. *t its first meeting on +anuary - and , /0, Consortium

representatives acting on a stated priority of the Consortium undertook the drafting of a list ofcompetencies which should !e included in the UC Core Competency Model.

1he purpose of the UC Core Competency Model is to serve as a foundational tool for the

assessment and development of staff, managers and leaders at the University of California.

)roader applications for the Core Competency Model are intended to include the following

process areas2

• %mployment including o! descriptions, o! postings, interviewing and selection

• Compensation including position classification and o! family design

• Performance Management

• Career Development

• Succession Management

1his Competency Model is intended to descri!e target, e"pected or satisfactory performance

!ehaviors at the University of California, where seeking e"cellence in mission

accomplishment is the standard. *dditionally, the core competencies descri!ed in this model

are e"pected to !e accomplished in all employee roles in the University to some degree.

1hose in the role of Manager have an additional competency for which they are accounta!le.

1he Competency Model is intended to serve as a dictionary or compendium to define the

,-hat. as processes and programs in employment, compensation, learning and

development are designed, implemented and assessed for effectiveness. 1he ,Ho). of

incorporating the Competency Model in to specific location and systemwide talent

management efforts will !e designed into the ne"t phases of the Consortium$s work3 1he

,-hy. a person has or has not attained a certain level of proficiency in the Competency

Model is a process step in su!se'uent program assessments and performance evaluations.

1he Consortium, in developing the descriptors and !ehavior indicators contained in this

Competency Model, has deli!erately tried to !e !road and inclusive of the e"isting work onCore Competencies that has !een developed at several UC locations.

1his final Core Competency Model Discussion Draft was developed for review and discussion

with the C456s at their +anuary and May /0 Meetings. 7urther editing and discussion has

taken place during Consortium meetings and teleconference calls in the interim. Special

thanks to the Consortium volunteer 81homas +effersons9, who participated in the final editing

discussions of this document.

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Communication Competency

Descriptor:Shares and receives information using clear oral, written and interpersonal communicationskills.

#ndividual /ehavioral #ndicators:• Uses working relationships with customers and colleagues to !uild strong connections,

cooperation and colla!oration.

• Demonstrates interpersonal communication that invites participation and future

dialogue.

• *ctively seeks others$ perspectives to ensure inclusiveness and understanding.

• *ctively listens, provides constructive feed!ack, and demonstrates respect for differing

views.

• 1ailors communications to diverse audiences.

• *ddresses conflict constructively with the intention of seeking a mutually !eneficial

resolution.

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Diversity and Inclusion Competency

Descriptor:Models and promotes the University of California Principles of Community andcomplies with UC policies on Diversity and Non Discrimination.

#ndividual /ehavioral #ndicators:• Demonstrates !ehaviors that include fairness, respect, inclusiveness, empathy,

integrity, and ethical conduct.

• 7osters a climate and culture in which each person is accepted and has the opportunity

to grow and develop.

• Practices !ehaviors that promote diversity and inclusion in dealings with and on !ehalf

of the University, consistent with laws, regulations, UC policies and Principles ofCommunity.

• *dvocates for and demonstrates an understanding of the value of differences that

promote and sustain a diverse community.

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Employee Engagement Competency

Descriptor:Demonstrates commitment to the o!, colleagues, the University and its mission !y acting inways that further the accomplishment of its goals.

#ndividual /ehavioral #ndicators:• 4olds self and others accounta!le for meeting commitments.

• Creates and supports a climate in which people can do their !est.

• :nvites input from others and shares ownership and recognition.

• Demonstrates enthusiasm for capturing new opportunities in the face of change or

challenges.

• %ncourages and supports discretionary effort to ma"imi#e one$s own and others$

contri!utions.

• *ligns work with personal talents, passion and the ethical values of UC ; :ntegrity,

%"cellence, *ccounta!ility and 5espect.

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Innovation and Cange Management

Competency

Descriptor:Uses personal knowledge and professional e"perience to envision the future, anticipate

change, capitali#e on opportunities and develop innovative options that further the strategicdirection of the organi#ation.

#ndividual /ehavioral #ndicators: Understands and adapts to changes in the strategic and<or operational direction of the

organi#ation.

Understands the strategic direction and goals of the organi#ation and aligns personal

performance o!ectives with organi#ational priorities.

*nticipates and seeks an understanding of the impact and implications of decisions onplanned outcome or results.

Uses knowledge and e"perience to analy#e issues and factors which influence or

constrain organi#ational priorities, goals and results.

5esolves conflicting goals and priorities using formal organi#ational knowledge and

informal network relationships to accomplish o!ectives.

• Demonstrates commitment to seek out opportunities and contri!utes to developing

innovative or alternative solutions.

Uses creative techni'ues and skills to design and develop options that improve how the

organi#ation operates.

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!o" Mastery and Continuous #earning

Competency

Descriptor:Demonstrates responsi!ility for one$s own career path and continuous learning !y identifying

and applying new skills as needed to perform successfully on the o!.

#ndividual /ehavioral #ndicators:• *pplies !ackground, technical knowledge, education, and prior o! e"periences to

current and new o! situations.

• Demonstrates technical competence, o! knowledge and a!ility to add value !eyond

the core o! function.

• Continually strives to upgrade the depth and !readth of technical and professional

skills.

• Makes time for appropriate training, keeps current on tools, technology, and information

needed to meet o! performance and challenges.

• Shares knowledge and supports peers, staff and others to increase skills, foster

improvement and enhance outcomes.

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$esource Management Competency

Descriptor:Demonstrates integrity, accounta!ility and efficient stewardship of university resources in amanner consistent with the UC Standards of %thical conduct and other policies.

#ndividual /ehavioral #ndicators:• Models and promotes safe !ehaviors in all work environments in accordance with

university health and safety policies, procedures and guidelines.

• %m!races and promotes university ethical values and standards when managing and

using resources.

• Models the use of sound udgment and accounta!ility when managing human

resources and using operational, financial resources.

• 5aises awareness with others and manages risks responsi!ly in compliance with

university policies and controls.

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$esults %rientation and E&ecution Competency

Descriptor:Demonstrates the a!ility to analy#e situations or pro!lems, make timely and sound decision,construct plans and achieve optimal results.

#ndividual /ehavioral #ndicators:• Maintains a sense of urgency to complete high;priority actions and meets

commitments.

• (everages personal and organi#ational resources to creatively develop solutions,

overcome o!stacles, resolve conflicts among goals to achieve high 'uality outcomes.

• Develops and implements work plans with actiona!le components and measura!le

outcomes.

Uses critical thinking to analy#e issues systematically !y planning, prioriti#ing and

organi#ing work while anticipating and adusting to changes.

• Understands overriding organi#ational factors which influence or constrain direction,

decision;making, and organi#ational priorities.

• 1akes appropriate risks !y gathering and using input and data to achieve optimal

results.

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Service Focus Competency

Descriptor:&alues and delivers high 'uality, professional, responsive and innovative service.

#ndividual /ehavioral #ndicators:

• 5eadily readusts priorities to respond to pressing and changing client demands.

• Cultivates strategic client relationships and loyalty.

• Sets or understands service standards and measures service performance against

those standards.

• :dentifies and assesses client and organi#ation needs.

• Delivers services and products that add value while meeting and e"ceeding client

e"pectations.

• Colla!orates with clients, stakeholders and colleagues in the delivery of optimal service

and service 'uality improvement.

• *pplies emerging ideas, innovations and new technologies to ensure high 'uality

service delivery.

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'eam(ork and Colla"oration Competency

Descriptor:Colla!orates with colleagues in order to achieve results in alignment with the operations andmission of the University of California.

#ndividual /ehavioral #ndicators:• Cooperates !y adapting to team needs and is fle"i!le in resolving challenges.

• Participates in team activities that promote effective peer and work relationships.

• =eeps commitments to the team and demonstrates a shared responsi!ility and focus to

ensure o!ectives and goals are successfully met.

• %m!races a shared understanding of team participant roles, responsi!ilities and

decision making.

• 7osters team communications and dialogue, identifies opportunities to gain consensus

for team options, decisions and outcomes.

• )uilds colla!orative relationships across the organi#ation with stakeholders for

resources, information, and decisions.

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)eople Management Competency

Descriptor:(eads and engages people to ma"imi#e organi#ational and individual performance throughalignment with the University mission and attainment of strategic and operational goals.

#ndividual /ehavioral #ndicators:• %ngages in outreach, recruitment, selection and retention of diverse and talented

employees.

• Manages employee performance in alignment with the mission, strategic and

operational goals of the department<unit while maintaining consistency with universitypractices, policies and collective !argaining agreements.

• 5ecogni#es people for their contri!ution and participation.

• 6ptimi#es organi#ational results and individual effectiveness !y conveying goals ando!ectives with clearly outlined e"pectations and measures of success.

• Communicates organi#ational conte"t while managing and supporting people through

organi#ational change.

• (eads and motivates people !y modeling interpersonal effectiveness, communication,

trust, advocacy and political acumen.

• Champions employee learning and development !y coaching, mentoring and

developing people for career growth and performance.

• Demonstrates managerial courage !y addressing conflicts promptly using focused

listening and !ehavioral feed!ack.

• :nspires and supports others to achieve the mission of the University.

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Documents

Uc Core Competency Model