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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 
  • 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.

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

Paul Volino, Co-Chair, Human Capital Services


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


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. 

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 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.


What are competencies?

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.


What are the benefits of implementing a competency model?

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.


Can we interview candidates using competencies?

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."

Project timeline in four phases

  • Phase I: Summer 2018 - Spring 2019

    Planning and Preparation

  • Phase II: Summer 2019 - Spring 2020

    Establishing a foundation for competencies at K-State

  • Phase III: Summer 2020

    Identifying K-State Core Competencies

  • Phase IV: Fall 2020 - Summer 2022

    Implementing competencies to job families & roles across campus