Global Competency Framework
Human Capital Services (HCS) acknowledges there are many reasons why faculty and staff want to join the K-State community and providing career advancement tools are important to meet their needs. We designed several approaches to guide us towards innovative change: implemented the HCS strategic advisory council, created strategic initiative teams, and developed a community of practice. Each approach was focused on finding the right balance of stakeholder input, identifying individuals who would serve as champions to drive change, and provide transparency in the process. This will assist us to achieve K-State 2025 key outcomes within career architecture including identifying competencies, implementing career ladders, creating performance management, and introducing career development tools and resources.
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Strategic Initiatives Project Plan, October 2018
Strategic Initiatives Project Plan Quick Reference: Observations and Goals
Human Capital Services Strategic Advisory Council
In an effort to balance the input from multiple stakeholders, HCS created a Strategic Advisory Council that is expected to assist and provide solutions to HCS leadership regarding the monitoring and implementation of yearly goals and the division’s 2025 strategic plan. The council is charged to promote advocacy of strategic initiatives and best practices.
- Becki Bohnenblust, College or Arts and Sciences
- Lynn Carlin, Office of the Provost
- Mandy Cole, Administration and Finance
- Cindy Delfelder, community stakeholder
- Jenny Locanthi Dowell, Human Capital Services
- Betsy Draper, Information Technology Services
- Dr. Jason Ellis, Communication and Agriculture Education
- Dr. Trisha Gott, Staley School of Leadership Studies
- Shanna Legleiter, Chair, Human Capital Services
- Dr. Debbie Mercer, College of Education
- Madaí Rivera, College of Human Ecology
- Roberta Robinson, Olathe
- Adrian Rodriguez, Diversity and Multicultural Student Affairs
- Major Oscar Ruiz, K-State Police Department
- Dr. Bryan Samuel, Office of the President
- Jay Stephens, Ex Officio, Human Capital Services
- Diana McElwain, Recorder, Human Capital Services
Strategic Initiative Teams
To move us forward, we've identified four themes to help meet the divisions’ 2025 plan:
- Competency modeling: identify common core competencies and embed competencies in job descriptions and job families
- Career paths: design job families to support vertical and horizontal career movement
- Performance management: develop a standard process for performance reviews
- Career development: establish programs to support employee development, i.e. succession management, individual development plans, and 360 feedback assessments
Each team has both HCS and campus stakeholders and will collaborate to recommend processes, develop tools and resources and update related policies and procedures.
Competencies are the common thread that links talent management together and helps create alignment in the work we do.
Michelle Bowen, Hale Library
Adam Carr, student employee
Diana LeBlanc, Co-Chair, College of Agriculture & KSRE
Trenton Modean, Co-Chair, Human Capital Services
Marci Ritter, Global Campus
Career paths are the centerpiece of an effective talent management system.
Jaci Begnoche, College of Veterinary Medicine
Betsy Draper, Information Technology Services
Casey Lauer, Division of Facilities
Jaime Parker, Co-Chair, Human Capital Services
Kathy Roeser, College ofArts & Sciences
Ashley Thomas, Co-Chair, College of Business
Performance Management is an essential tool for high performing organizations.
Stephanie Bannister, Division of Student Life
Thomas O-Briant, College of Veterinary Medicine
Martin Draper, Plant Pathology
Karen Horton, College of Human Ecology
Kerry Jennings, Department of Housing Maintenance
Mylene Larson, Human Capital Services
Bridget Seemann, Co-Chair, Administrative Support Center
Paul Volino, Co-Chair, Human Capital Services
Career development prepares the workforce to gain the necessary skills and experiences to help the organization grow.
Valerie Barnett, College of Business
Jan Carlson, Global Campus
Laurie Chandler, Coop Extension Administration
Lindsey Fouquette, Co-Chair, Human Capital Services
Cyndi McNulty, Administrative Support Center
Regina Nixon, Co-Chair, Communication & Agriculture Education
Bryan Samuel, Office of the President
Charlotte Self, Human Capital Services
Thurman Williams, College of Engineering
Community of Practice
Through a request for proposal, HCS acquired a global competency framework through Korn Ferry® to integrate into the full employee life cycle at Kansas State University. A competency framework will establish common language among employees to identify and utilize skills and behaviors required for success. A common language will allow faculty and staff to have a shared understanding of what is needed for success and how each position, while different in their day-to-day tasks, has commonalities that tie them together.
We sought champions to partner with us on this effort and invited nearly 20 faculty and staff to participate in a competency certification workshop. This workshop provided a hands-on experience for participants that will enable them to assist in the successful implementation of competency modeling across campus. Competency modeling is the first step in aligning individual performance with strategy, goals, and objectives at K-State. The competency framework will serve as the common language we use throughout the entire employment life cycle from hire to retire.
Frequently Asked Questions
A competency framework will establish common language among employees to identify and utilize skills and behaviors required for success. This will assist the university in achieving key outcomes for K-State 2025's Theme V: Faculty and Staff strategy including identifying competencies, implementing career ladders, performance management, and career development.
Competencies are observable and measurable skills and behaviors that contribute to workplace effectiveness and career success. Furthermore, competencies are a way of categorizing and translating knowledge, skills, and abilities into on-the-job behaviors.
Universities that use competency models to guide their selection and employee development efforts benefit by having:
• Greater alignment with university objectives.
• Higher productivity.
• Increased workforce adaptability.
• Improved ability to identify and develop high potential employees.
• Better retention of highly skilled employees.
Yes. Search committees can interview candidates using competency-based interview questions based on what is most needed for success in that position. For instance, if working well with a wide range of people is key to the role, an interviewer might ask the candidate to "Describe a time when you needed to build a relationship with someone very different from you."