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«Creating a World-Class Workforce Georgia State Government 1 Revised 1/2012 Table of Contents How to Use This Guide Overview of Development Planning ...»

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Competency-Based

Development Guide

Creating a World-Class Workforce

Georgia State Government

1 Revised 1/2012

Table of Contents

How to Use This Guide

Overview of Development Planning

Individual Development Plan (IDP) Sample Worksheet

External Training

Development Activities & Resources

Statewide Core Competencies

Customer Service

Teamwork & Cooperation

Results Orientation

Accountability

Judgment & Decision Making

Leadership Competencies Talent Management

Transformers of Government

Other State Competencies Communication

Conflict Management

Creativity & Innovation

Cultural Awareness

Flexibility

Initiative

Negotiation & Influence

Professional Development

Project Management

Teaching Others

Team Leadership

Individual Development Plan (IDP) Blank Worksheet

–  –  –

The activities in this guide can be used for a variety of reasons. Typically, they are used to develop competencies that are needed in the current job by establishing an Individual Development Plan (IDP) aimed at addressing the competencies that have been targeted for the employee. However, the activities may also be used to develop competencies that are needed in a future job, or to build upon competencies that are required to fulfill an organizational need. The guide can be used as a tool by both employees and managers for professional development.

Although the guide contains suggestions for on and off-the-job activities, it should not be viewed as a complete listing of every possible activity that can develop skills in a particular area. The activities can be modified to suit learning needs, and they may also serve to stimulate ideas about additional activities. The guide also contains a listing of books employees could consider to aid in the development process.

–  –  –

4 Revised 1/2012 Step 1: Gather Feedback Before creating a development plan, you need to gather feedback to determine what you are doing well and where you might need to focus development. You can conduct an assessment of your current competency levels to determine where opportunities for growth may exist through a selfassessment or an assessment conducted with the participation of managers, peers, customers, or any combination of these people. The results of customer surveys, as well as direct feedback from your manager, customers and/or peers can also provide valuable information about specific strengths and development needs.

Step 2: Select Areas of Focus Once you have identified the various opportunities for development, you need to identify the one or two competencies where development will provide the most benefit. It is important to remember that not all competency issues can be effectively addressed through training and development. Factors such as the lack of motivation, resources, or opportunity to demonstrate a competency can impact a person’s assessment rating or feedback in a particular area.

Step 3: Select Activities Selecting the right activities to include in the IDP is essential for successful development.

Developmental activities may include on-the-job training, classroom training, or self-managed learning, such as, reading, e-learning, and off-the-job activities. A variety of development activities should be included.

When selecting developmental activities, the manager and employee should consider the availability of resources in the organization. Some activities such as attending a training session or joining a professional organization may involve both time and money. Whereas, on-the-job activities such as delivering a presentation or facilitating a focus group session may involve fewer resources and be just as effective.

Learning styles should also be considered when selecting activities. Some people learn best by observing, some learn by doing, others learn by listening, reading, or by engaging in a combination of these learning styles. Choose the approach that works best for you.

–  –  –

The IDP should include the learning goals or specific performance outcomes to be achieved. The goals should be written in measurable terms, and the employee and manager should have a clear idea about what successful achievement of goals looks like. It is also very important to identify how progress towards achieving the goals will be measured.

Keep in mind that the IDP should be viewed as a living document and reviewed periodically to ensure that the activities continue to support established goals.

Step 5: Implement the Plan To ensure that development takes place, the employee and manager should establish a system for tracking and measuring progress towards the goals created. This includes identifying how to measure progress, who will measure progress, and how often progress should be measured. When evaluating progress, it is helpful to seek feedback from others about any changes in performance. This will determine if modifications to the development process are needed.

Step 6: Assess Progress After the employee and manager have completed the IDP and the employee has engaged in several developmental activities, the employee and manager should assess progress toward the development goal. Based on the results of this assessment, the IDP may need to be adjusted accordingly.





–  –  –

Development is a partnership between the agency, the employee, and the manager. One of the key steps of development is to establish a development plan. There are three components to consider

when creating this plan:

–  –  –

Considering the three components, complete the sections below. After the development plan is completed, meet with your manager to review the plan.

Strengths Strengths can be based on your current job performance or your career aspirations.

1. Customer Service – Strong focus on meeting the needs of internal customers

2. Teamwork and Cooperation – Open to input from others and considers others’ opinions before moving forward

3. Results Orientation – Very focused on achieving agreed upon results 4.

5.

Development Needs Development needs can be based on your current job performance or your career aspirations.

1. Presentation Skills

2. Influence Skills

3. I am moving into a more cross functional role where I won’t have authority over others. I need to be able to influence others to see my perspective and accept my recommendations for moving forward.

4.

–  –  –

American Management Association www.amanet.org/training/ama-seminars.aspx Emory University Professional Learning Programs http://ece.emory.edu/programs.htm Franklin-Covey www.franklincovey.com Fred Pryor Seminars http://www.fredpryor.com The Leaders’ Institute http://www.leadersinstitute.com/ The University of Georgia Continuing Education Center http://www.georgiacenter.uga.edu/ppd

–  –  –

Definition: Understands that all State employees have external and/or internal customers that they provide services and information to; honors all of the State’s commitments to customers by providing helpful, courteous, accessible, responsive, and knowledgeable service.

Suggested Activities for Development Ask your manager about an especially difficult or complicated client problem. Ask to work with her or him in resolving the issue.

Conduct interviews with customers to determine their needs and satisfaction with current services.

Contact organizations that pride themselves on service or contact your competitors. Visit them as a customer and observe the customer contact person providing service. Evaluate the contact person’s knowledge, interactive style, ability to meet customer needs, and follow-up.

Create a board for employees to write down the ‘the most asked about’ or ‘most frequent issue’ facing (internal or external) customers. For a group activity, brainstorm for creative solutions.

Develop a FAQ and post for information.

Examine everything you do against this criteria: “Does this contribute to meeting customer needs?” Or “what value does this add to the customer?” Hold a department meeting to focus on top issues that impact your customers. Help the team come up with ways to focus on the top three things that will make the biggest impact/difference. Develop a plan to accomplish those three things.

Keep a log of customer problems. Track whether they have been resolved and how they have been resolved. Review the log once a week to see if there are any unresolved problems. Devise a strategy to solve these problems.

Keep track of how long it takes to solve customers’ problems. Work to decrease the time. Keep a log that demonstrates improvements in response time.

Learn terms that are unique to your customers. Keep a log of terms.

List customers (internal and external) with whom you have had negative encounters. Review any patterns. Note situations, types of people, etc., that are difficult to handle.

List the requirements you believe your customers have. Then ask your customers what their requirements are. Note the differences.

Listen to the questions new employees ask about your work processes, services, etc. These may be clues to improvement opportunities.

Make a flow chart to show how team issues affect customers. Take the lead in working with your team to help solve internal issues.

Spend the day with a manager or director who is recognized for having great customer service.

Observe and model her or his behavior.

10 Revised 1/2012 Books Exceptional Service, Exceptional Profit: The Secrets of Building a Five-Star Customer Service Organization by Leonardo Inghilleri, Micah Solomon, Horst Schulze (AMACOM, 2010). Learn the Loyalty-Building Secrets of Distinguished—and Exceptionally Successful—Service Companies. A must-read guide on how to apply five-star service techniques to every industry and every price point. This book will guide managers and anyone interested in transforming their interactions with clients. Leonardo Inghilleri and Micah Solomon cover considerable ground—from the finer details of greeting customers or giving directions to larger strategies for training employees or maintaining customers’ trust online.

Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty (J-B Lencioni Series) by Patrick Lencioni (Wiley, John & Sons, Incorporated, 2010). Getting Naked tells the remarkable story of a management consultant who is trying desperately to merge two firms with very different approaches to serving clients. One relies on vulnerability and complete transparency; the other focuses on proving its competence and protecting its reputation for intellectual prowess. In the process of managing the merger, the consultant is forced to learn lifechanging lessons that prove to be as relevant as they are painful. As he does in his other books, Lencioni provides readers with concepts that are accessible and compelling. Here, he explains the three fears that provoke service providers—whether they are internal consultants, sales people, financial advisors, or anyone else serving long-term clients—to unknowingly sabotage their ability to build trust and loyalty. And, as always, Lencioni provides a practical approach for overcoming those fears.

Customer Service: Career Success Through Customer Loyalty / Edition 5 by Paul R. Timm (Prentice Hall, 2010). Customer Service: Career Success through Customer Loyalty, provides a systematic process for building service skills that all business people need. Presented in a friendly, conversational manner, the text is filled with examples that demonstrate the link between service skills and career achievement. This edition is reorganized so it is easy to see how key concepts fit together. New information is included on internal customers, emerging technologies, and stressreducing techniques. Throughout the text, there is an emphasis on transforming good service intentions into a workable plan that exceeds customer expectations and creates loyalty and success.

–  –  –

Suggested Activities for Development As a team building exercise, have each team member describe how each person contributes to the team uniquely. Make a list for each person to show the differences and likenesses of all team members.

Ask someone you trust and respect to observe your interactions with others for a day. Ask for feedback on the way you interact with others.

Clearly communicate to peers and team members: procedural changes or innovations, upcoming projects affecting them, team’s role, mission, etc.

Consistently meet with all direct reports monthly – no exceptions.

Create a system where employees can recognize each other for good work.

Develop a reward and recognition program for your team/department.

Develop a short list of ‘values’ with your department or unit to guide decision-making and interpersonal behavior. Get your team involved in making the list. Review the list at meetings.

Develop effective give-and-take relationships with key individuals in the organization, both vertically and laterally. Keep in touch with people on an on-going basis.

Devise a plan to create team spirit in your work unit or department (e.g., organize informal team get-togethers, contests, parties, team chants, impromptu celebrations or participate in community service activities, etc).

Each week, volunteer to help at least one person in your work unit or department.

Facilitate a group discussion with team members to solve a problem in your work unit or department.

Identify a critical issue within your organization. Volunteer to lead a task force to solve the problem that involves people from different departments.

Identify a current obstacle that is impeding your team from working effectively. Determine the root causes and possible solutions. Share your ideas with your manager. Develop a plan to implement the solutions you have identified. Monitor the results.

If you are a manager, meet with peers from other work units or departments to find how your team can work more effectively with other work units. Devise a plan to implement some of their suggestions.



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