My HR Competency-based Performance Development with ePerformance Welcome Competency-based Performance Development with ePerformance Kelly Arychuk Candace Meadus & Tanya Tourangeau [email protected]
Employee Development & Workforce Planning Training HRIS System Training Learning Outcomes At the completion of this training, you will be able to:
1. 2. 3. 4. 5. 6. 7. 8. Understand Competency-Based Performance Development Understand the annual cycle and your role in it
Understand what a competency is & its components. Understand GNWTs 6 Core Competencies and how they apply to your position. Understand how competencies are rated in your Performance Document. Understand the applicability of the 39 General Competencies. Understand how to develop competencies for job success and career advancement. Understand how competencies tie to succession planning. ePerformance & Competencies
How does this apply to current cycle? Does this sound familiar? I hate performance reviews! My boss doesnt know what I do. I never get any feedback. I dont know what I am being rated on. Performance reviews dont have any effect on my actual performance.
A 2012 Survey by San Francisco-based rewards and recognition consulting firm, Achievers, reported that 98% of 645 HR managers believe yearly evaluations are not useful. GNWTs Competency-Based Performance Development Program
20/20 Strategic Plan Employer of Choice The Roll Out of CBPD Phase 1: Senior Management 2013/2014 Phase 2: Supervisors & Managers 2014/2015 with ePerformance Phase 3: All Employees 2016/2017 Performance Development
Performance development is a broad term that includes performance management and employee development. Benefits to the Employee: Employees will know what the job truly entails Know what competencies need to develop for job success & career advancement Brings fairness and objectivity into the
performance evaluation process Benefits to the Supervisor: Gives more opportunity to focus on feedback and coaching Increases team performance Evaluations are aligned to expectations and performance throughout the year. Benefits to the GNWT
Increases employee productivity Increases Employee Engagement Reduces costs related to turnover Contributes to employee retention Develops employees for succession plans Provides measures of performance required to meet program, division, department and GNWT
goals How does the GNWT CompetencyBased Performance Program work? What are Competencies? GNWT definition the combined set of knowledge, skills and abilities 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 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. (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 Competency-based Performance Development Succession Planning
Training Performance Development Retention Qualified Employee Engagement Behaviour Based Interview Performance Effective Recruitment Job Description
How were GNWTs competencies determined? Through analysis, feedback, and consultation with all stakeholders, a library was defined that reflects GNWTs 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 employees must own and demonstrate everyday Reflect the behavior needed to meet the longterm vision of GNWT. GNWT Core Competencies Leadership Excellence Authentic Leadership Systems Thinking Engaging Others Management Excellence Action Management People Management
Does not meet Developing Meets Exceeds Definition Employee hasnt demonstrated behavior defined in competency. Employee partially demonstrates behavior defined in competency. Employee demonstrates all behaviors
defined in competency. Employee demonstrates all behaviors defined in competency and frequently exceeds expectations. 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 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. 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 Courteous & Respectful Service Respectful Workplace Behavior Authentic Leadership
Authentic Leadership Position Level Job Competencies Employee Takes Responsibility for Own Behavior Contributes to a positive
work environment Manager Contributes to a positive work environment Creates a positive team environment Director
Creates a positive team environment Builds effective and productive teams ADM Promotes a positive and productive environment within department
Builds a positive and productive workplace environment across GNWT DM Builds a positive and productive workplace environment across GNWT 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.
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 patterns when problem solving and decision making 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
Understands impacts on vision and connections 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. Positive outlook on collaboration Engaging Others Position Level Employee
Manager Director ADM DM Engaging Others Job Competencies Builds Rapport
Connects with others Connects with others Makes key contacts and shares information Makes key contacts Develops effective and shares relationships information Maintains and uses a Builds networks and wide circle of partnerships contacts
Builds networks and partnerships 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 works through the routine planning of own work and resources. 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 Monitors work towards goals and prepares for change 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 Long-term view to goals and implements change Core Competency #5 People Management Definition: its 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 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
well with others Manager Acts as a key team player Improves self and gives and supports learning in direction to others others Director Improves self and gives direction to others
Stays current and gives constructive feedback ADM Motivates the team and acts as a coach/mentor Plans for future human resource needs and learning
DM Acts as a key team player and supports learning in others Plans for future human resource needs and learning Core Competency #6 Sustainable Management Definition: its about delivering results by maximizing organizational effectiveness and sustainability of our human, financial, and
environmental resources. Why is it important? Its increasingly important that we manage our resources responsibly and sustainably. 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 Identifies and advocates for resource effectiveness Manager Identifies and advocates for resource effectiveness Makes links between 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 Plans for the future sustainability of the GNWT Plans for the future sustainability of the GNWT 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 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 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 Job Competencies Authentic
Leadership Promotes a positive and productive environment within department Builds a positive and productive workplace environment across GNWT Systems Thinking
Incorporates trends and inter-connections Understands impacts on vision 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 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 positions How can they be applied? at the discretion of Supervisor/ Manager Break Time Lets Review
Competency-based Performance Development The benefits How does the CBPD work? Based on Competencies & Development What is a competency? GNWT Competency Model: 6 Core Competencies & 39 General Competencies
Competency-Based Performance Development Annual program that involves: Setting Performance Goals and Objectives Developing a Learning Plan Ongoing Feedback and Coaching Evaluation based on objectives, goals, and competencies Annual Cycle Dates
Competency- Based Performance Development Activities April 1st Previous Year Ends. Employee can proceed to complete Self-Evaluation. April 15th Supervisor completes Manager Evaluation May 1st
Employee and Manager meet to review Performance Document May 15th Employee, Supervisor, and Senior Level all approve Performance Document June 1st New Fiscal Year Objectives, Competencies, and Learning Plan Goals entered into ePerformance
June 30th Previous Years Performance Document must be completed. June September Regular feedback and check-ins Sept. November Mid-Year Check In
Dec. March April 1st Regular feedback and check-ins Previous Year Ends. Employee can proceed to complete Self-Evaluation Seasonal Cycle Dates Season Starts Month 1-2 Mid-Season Month 3-4
Season Ends Competency- Based Performance Development Activities New Season Objectives, Competencies, and Learning Plan Goals entered into ePerformance Regular feedback and check-ins Mid-Season Check In Regular feedback and check-ins Previous Season Ends. Employee can proceed to complete SelfEvaluation, Supervisor to complete Manager Evaluation. Mid-Year New Employee Dates
Starts New Position October 1st Month 1-2 (Nov. & Dec.) Mid-Term (January) Month 5-6 (February & March) March 31st Competency- Based Performance Development Activities New Position Objectives, Competencies, and Learning Plan Goals entered into ePerformance
Regular feedback and check-ins Mid-Term Check In Regular feedback and check-ins Previous Year Ends. Employee can proceed to complete Self-Evaluation Mid-Year Exiting Employee Dates April 1st Month 1-2 (May & June) Mid-Term (July) Month 5-6 (August & September)
October 1st Competency- Based Performance Development Activities New Position Objectives, Competencies, and Learning Plan Goals entered into ePerformance Regular feedback and check-ins Mid-Term Check In Regular feedback and check-ins Employment ends. Employee can proceed to complete Self-Evaluation
Summary of Cycle Set Objectives: What, How, and by When. Provide Feedback and Coaching: Advice from supervisor on what has been done well and what can improved on to be more successful
Define Learning Goals: What competency is being developed or objective is supported, how learning occur, and by when. Assess Performance: Employee completes SelfEvaluation and Supervisor completes Manager Evaluation. Competency-based Performance Development
Starting Point Performance Document Created in PeopleSoft ePerformance Path How to see your documents: Self-Service > Performance Management > Performance Documents > Current Documents How to see your employees documents: Manager Self-Service > Performance Management > Performance Documents >
Current Documents ePerformance Step 1 Complete: Work Objectives Review Competencies Learning Goals (optional) Goals & Objectives What? Exactly what should the employee be trying to accomplish this fiscal year? How? How will he or she achieve this?
When? By when, or how quickly? SMART Goals & Objectives Well-written work objectives: Allows employees to understand what is expected of them Enables supervisors to readily observe, document and coach employees on an ongoing basis Provides employees with a means of self-measuring performance Allows for an accurate comparison of what was done
and what was expected Lets Apply! Using the Administrative Assistant Job Description as guidance, lets review two SMART work objectives. Responsibilities:
1. Provides admin support to JE&OD unit 2. Provides unit-specific administrative support. 3. *Provides records management and maintenance for the units files 4. *Provides financial support activities for the unit, ensuring timely payments. Position Objective Objective One: Assist unit in preparing for DIIMS by organizing shared drive folders/documents into ARCS/ORCS file classification by October 2016. Consult with Records Clerk on file definitions &
meet with staff regarding their files and the appropriate placement of the files. Position Objective Objective Two: Assist unit in organizing expenses by coordinating the timely completion of the monthly reconciliation of Visa statements. 71 Learning Plans
Learning goals that are: Job-specific and/or Career advancing. Establishing a Learning Plan 1. Identify a learning goal, the Competency (core or general) to be developed or objective to achieve; 2. Identify the learning experience needed to develop that ability; and 3. Identify the support required to develop and apply that ability.
Learning Plan Goal Example In support of successfully achieving objective one, complete Records Tool Box training within the next three months in the LDC. In support of successfully achieving objective two, view SAM UPKs this week & complete SAM & Visa One training within the next three months. Step 1 complete Once the Employee enters the goals and
objectives, the Supervisor completes the step. Only a Supervisor can re-open this step to allow for the objectives and/or goals to be updated. If no updates are required, Step 2 (evaluation) doesnt occur until fiscal year ends / season ends/ or term ends. Feedback Why give Feedback? Provides recognition for work successfully
completed Helps employees identify areas for improvement Boost confidence and motivates towards improvement Monthly Check-in Example Lets talk about how you are progressing with ORCS/ARCS. Where are you at? Do you understand the file definitions? Who have you consulted with? Are the folders renamed using the file classification outlined for our Unit? What
are your next steps? Provide feedback, and coaching if necessary. Monthly Check-in Example Lets talk about how you are progressing with Visa statements. Do you understand the monthly process? Have you viewed the UPK? Have you signed up for the training? Are you coordinating with staff to get their receipts/invoices? What are your next steps Provide feedback, and coaching if necessary.
Constructive Feedback Constructive Feedback Example Thank you for providing the update about where you are at with meeting your objectives. You have been here for 4 months & I am aware you have made connections with your co-workers and your demonstrating behaviours in taking responsibility for your own behaviour job competency, but havent progressed as far I hoped you would with ORCS/ARCS. I appreciate your effort but I would like to help you in achieving the objective outlined in your performance document.
12 ratings (6 Core Competencies) The ratings of all foundation and growth competencies form the overall performance rating. Competency Ratings Rating Does not meet Developing Meets
Exceeds Definition Employee hasnt demonstrated behavior defined in competency. Employee partially demonstrates behavior defined in competency. Employee demonstrates all behaviors defined in competency. Employee demonstrates all behaviors defined in competency and frequently
exceeds expectations. Step 3 & 4 Review Meeting Held (3) Employee Acknowledgement (4) Step 5 & 6 Supervisor Submits (5) Supervisors Supervisor Approves (6) Reviewing and clicking buttons in ePerformance Set Objectives,
Competencies & Learning Goals Year-end Evaluation Competencybased Performance Development Annual Cycle Regular Checkins and
Feedback Regular Checkins and Feedback Mid-year Review Career Advancement Employees are encouraged identify their career aspirations within their Performance Document. Supervisors can provide guidance by discussing
the competencies that need to be developed to be successful and achieve desired position by referencing the Competency Model. How to develop competencies? Work Experience Training on Learning and 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 Management Development Program 4. Graduate Internship Program 5. Education Leave 6. Tuition Reimbursement 7. Employee Recognition & Awards
Succession Planning By effectively setting & evaluating objectives, competencies, and learning goals, Supervisors can help develop employees to fill expected, upcoming vacancies. Responsibilities EMPLOYEE RESPONSIBILITIES
Solicit feedback from supervisor, clarify feedback, ask for additional direction or examples if necessary Be prepared to discuss goals/objectives from performance document in ePerformance Discuss accomplishments and areas of difficulty Conduct self-evaluation against role expectation and goals at year end/season end/ term end. Responsibilities SUPERVISOR RESPONSIBILITIES
Set SMART work objectives and explain how core competencies fit into the employees role Make the time to meet with employees Give honest, direct feedback Ask the employee if they are having any issues and help them overcome obstacles they are encountering by coaching them ePerformance & Competencies April 2016- mandatory for 16/17 My HR- website for GNWT EEs
UPK (HRIS User Manuals) training guides Training- eLearning & Regions Thank you! Please contact [email protected] For more information or assistance with your Performance Document.
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