S A N F R A N C I S C O ’ S FA M I LY A N D C H I L D R E N ’ S S E R V I C E S

BUILDING A COMPETENCY BASED ORGANIZATION

WHY CORE COMPETENCIES?

1. Core Competency Modeling

2. Hiring Process

3. Training & Coaching

4. Performanc

e Assessment

Identify the core competencies required for successful performance of a job to a comprehensive job analysis

Create a selection plan based on competencies needed to be successful in the job

Enable career development through competency based training and providing competency based coaching

Set clear expectations and performance definitions to measure the effectiveness of our organization

CORE COMPETENCY MODELING OVERVIEW

Conduct Internal/ External Research

Roll Out Training

Pilot Test Competencies

Draft and Validate

Competencies

Finalize Performance Anchors and Performance

Appraisal Form

Create Performance Management

Training

INTRODUCING THE FCS COMPETENCIES

Competency Definition

Proficiency Levels based on years of experience

Subcompetencies

Behavioral Performance

Indicators

USING THE FCS COMPETENCIES

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As part of the implementation of a competency based approach, a new performance appraisal process has been developed. The new process:

• offers an objective evaluation of work behaviors based on specific performance anchors associated with competencies required in the job,

• allows for the evaluation of proficiency levels based on the expected progression of skill development from a new employee to a highly accomplished employee,

• encourages result oriented, measurable goal setting and performance management that welcomes a partnership between a supervisor and an employee to develop an employees’ ability to deliver exceptional performance and meet organizational goals,

• provides positive and constructive feedback,• measures progress towards agency and unit goals• improves organizational efficiency and effectiveness.

COMPETENCY BASED PERFORMANCE MANAGEMENT

1. Re

view

the

Perfo

rman

ce A

ncho

rs

and J

ob D

escr

iption

2. Establish Expectations 3. Identify

Obstacles, Training

or Support Needs

4. Ob

serv

e and

Do

cum

ent

Perfo

rman

ce

5. Have informal performance conversations

6. Conduct Formal

Performance

Evaluation

COMPETENCY BASED PERFORMANCE MANAGEMENT CYCLE

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THE PERFORMANCE APPRAISAL FORM

LINKING THE PERFORMANCE APPRAISAL FORM TO THE PERFORMANCE ANCHORS

Sub-competency:CONTINUOUS LEARNING

Timeframe:December 2014-October 2015 

Behaviorally Based Objective:Utilizes the latest child welfare evidence based practices by staying up to date on new initiatives, regularly sharing new learnings with unit members, and participating in industry related events.SMART Goals to Achieve Objective1. Participate in at least three activities that can provide the latest industry news (become a

newsletter subscriber, becoming a member of a child welfare/social work professional society, reading child welfare publications/journals, etc.)

2. Participate in unit meetings at least once a month and share one new fact/story/best practice in each of these meetings to encourage continuous learning with peers.

3. Attend at least two events (child welfare conference, training, community forum, etc.) and prepare a mini summary for supervisor/teammates to share learnings.

Measures of Success: Completes all SMART Goals within the timeframe Demonstrates ongoing development of industry knowledge Regularly (once every two months) shares learnings with supervisor and teamAchieved? Yes! Jane Smith has made continuous learning a priority and accomplished everything she set out to accomplish in the past year. She not only has shared her learnings with her supervisor and peers, but also with other 2940s in two brown bag forums that she led. Jane continues to show enthusiasm for ongoing development and proactively attends conferences or reads articles related to child welfare to model for her peers that there are always opportunities to improve the way we serve families. The one recommendation I have is for her to lead a workgroup project with her own idea and see it move from idea to fruition.

PAST/NEW OBJECTIVES