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Competency Modeling Initiative UGA Human Resources

Competency Modeling Initiative UGA Human Resources. Subject Matter Expert . What is a SME? 1 year of experience Individually selected as a high performer Roles? Task Survey Focus Groups JAQ Behavioral Anchors. High-Level Timeline. Information Gathering………………………………………………Complete

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Competency Modeling Initiative UGA Human Resources

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  1. Competency Modeling Initiative UGA Human Resources

  2. Subject Matter Expert • What is a SME? • 1 year of experience • Individually selected as a high performer • Roles? • Task Survey • Focus Groups • JAQ • Behavioral Anchors

  3. High-Level Timeline • Information Gathering………………………………………………Complete • Internal Review & Consolidation of Tasks/KSAO’s……….Complete • Task Reviews by Incumbents…………………….…April to May 2019 • Focus Groups………………………………………………May to June 2019 • Quantitative Analysis………….…………………………….…..June to August 2019 • Establish Behavioral Descriptors……………………….…….....Sept to Nov 2019 • Implement Content into Systems……………………………………………Dec 2019 • Rollout & Training……………………………………………………………..Early 2020

  4. SME time & SME Involvement

  5. Immediate Next SME Interactions

  6. 1) Task Review Questionnaire • Purpose: Define tasks for JAQ • Administration: Online Survey • SME Input: 10 to 30 items Select whether each task is part of my job Write-in any missing tasks • Time Required: 10 to 15 mins

  7. Task Review Questionnaire

  8. 2) Focus Groups Agenda Explain purpose/objectives Illustrate end product of initiative Questions & discussion Gather critical incidents Confirm competencies noted • Purpose: Define competencies for JAQ • Administration: In-Person • 8-12 SMEs per group, by job code & function • ~ 80 total focus groups • UGA Facilitator & note taker • SME Input: 10-12 questions • Identify key competency themes • Time Required: 60 to 90 mins • Sample Questions • Think of the best performer you’ve known in your job. What qualities and behaviors do you think made him/her successful? • Describe a situation where you’ve seen a coworker demonstrate exceptionally good/poor performance. Why would you consider this good/poor?

  9. Look out for • Task Survey • Sent April 15th • Via Qualtrics • Further Communications • Focus Groups • Time & Location

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