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Human Capital Services

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.

If you have questions, comments, suggestions, please send an email to careers@k-state.edu

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. 

Advisory Members
  • Becki Bohnenblust, College or Arts and Sciences 
  • Lynn Carlin, Office of the Provost
  • Mandy Cole, Administration and Finance 
  • Ambrosia Cooper, Ex Officio, Communications and Marketing
  • Cindy Delfelder, community stakeholder
  • Makenna Dunderand, student
  • 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, Co-Chair, Human Capital Services
  • Roberta Maldonado Franzen, Co-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
  • Morgan Ruhkamp, student
  • 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: embed competencies in job descriptions and job families
  • Career paths: design job families to support vertical and horizontal career movement
  • Performance management: develop standardization for performance reviews
  • Career development: establish programs to support employee development, i.e. succession management, individual development plans, and 360 feedback assessments

HCS sought individuals to serve on one of four teams that will aid in the development of activities, including developing tools and resources, and updating related policies and procedures as it relates to the specific theme. 

Competency Modeling Team

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 Team

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 Team

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


Career Development Team

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


HCS acquired through a request for proposal 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.  

We sought champions to partner with us on this effort and employees participated in a competency certification workshop.  This workshop provided a hands-on experience for participants to assist in the successful implementation of competency modeling which establishes a methodology to align 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. 

Community of Practice Certified Faculty and Staff


Frequently Asked Questions

What does a competency framework provide?

A competency framework will establish common language among employees to identify and utilize skills and behaviors required for success. This will assist HCS in achieving key outcomes for K-State 2025's career architecture strategy including identifying competencies, implementing career ladders, performance management, and career development.


What are competencies?

Competencies are observable and measurable skills and behaviors that contribute to workplace effectiveness and career success.


What are the benefits of implementing a competency model?

Organizations that use competency models to guide their selection and development efforts enjoy several key benefits:

• Greater alignment with business objectives.
• Enhanced productivity.
• Increased workforce agility.
• Improved ability to identify and develop high potentials.
• Better retention of top talent.


Can we interview candidates using competencies?

Yes. Search committees can interview candidates using competency-based interview questions. For instance, "Describe a time when you needed to build a relationship with someone very different from you."