INTRODUCTION

University Human Resources is excited to introduce the UGA Staff Competency Model to the University community! The effort to create this model was successful due to the engagement of many people across UGA beginning in 2018. This includes over 6,000 staff members who participated in surveys and focus groups, an advisory group of human resources and financial officers from 50 major and administrative units, UGA’s Organizational & Industrial Psychology Program and our University leadership. In 2023, the UGA Journeys project was initiated and included the implementation of the Staff Competency Model.

WHAT IS A COMPETENCY?

A competency is a combination of observable and measurable knowledge, skills, abilities and other characteristics that contribute to enhanced staff performance and ultimately result in organizational success. To understand competencies, it is important to define the various components of competencies, often referred to as “KSAOs”.

Knowledge

Knowledge is the cognizance of facts, truths and principles gained from formal training and/or experience. Application and sharing of one's knowledge base are critical to individual and organizational success.

Skill

Skill is a developed proficiency or dexterity in mental operations or physical processes that is often acquired through specialized training; the execution of these skills results in successful performance.

Ability

Ability is the power or aptitude to perform physical or mental activities that are often affiliated with a particular profession or trade such as computer programming, plumbing, calculus, and so forth. Although organizations may be adept at measuring results, skills and knowledge regarding one's performance, they are often remiss in recognizing staff’s abilities or aptitudes, especially those outside of the traditional job design.

Other Characteristics

Other Characteristics are attributes, properties, or qualities of individuals that reflect one's unique personal makeup. Individual attributes are viewed as genetically developed or acquired from one's accumulated life experiences. Although personal characteristics are the most subjective of the components, a growing, significant body of research links specific personality traits to successful individual and organizational performance.

Individually recognizing and rewarding any of these sources of expertise provides a strong basis for individual performance engagement. However, it is their combination that results in the unleashing of resources that are all too frequently untapped. When evaluating competencies, it is important to keep the following in mind.

• Competencies do not establish baseline performance levels; rather they are used to raise the bar on staff performance. They provide staff with road maps to increase their capabilities incrementally.
  
  
• Competencies focus on an organization's culture and values. Consequently, UGA has selected a unique set or combination of competencies that support and facilitate its mission.
  
  
• Competencies reflect the organization's strategy; that is, they are aligned to short- and long-term missions and goals.
  
  
• Competencies focus on how results are achieved rather than merely the end result. In this manner they bridge the gap between performance management and staff development and are an integral component of personal development plans.
  
  
• Competencies close skill gaps within the organization.
  
  
• Competency data can be used for staff development, compensation, promotion, training and new hire selection decisions.

How will the competencies be used?

These competencies will be the new standard for which the performance of all staff at UGA will be measured beginning January 2024. This will include a new performance evaluation delivery tool beginning in 2025. 

What are the competencies?

Core Competencies

Acts With Integrity

• Inclusive Excellence
• Trust & Respect
• Utilization of University Resources
• Work Ethic

Communicates Effectively

• Active Listening
• Conflict Management
• Verbal Communication
• Written Communication

Learns & Shares

• Finding & Applying Knowledge
• Learning Agility
• Sharing & Contributing
• University Knowledge 

Makes Sound Decisions

• Critical Thinking
• Judgment & Decision-Making
• Process Improvement

Serves Others

• Cooperation & Teamwork
• Service Orientation

Leadership Competencies

Champions Innovation

• Change Management
• Innovation

Supervises Others

• Coaching and Development
• Delegation of Work
• Performance Management
• Staff Morale

Job Performance Competencies

Technical Knowledge

• Knows and understands the principle technical information required for their job
• Contributes ideas for technical problem-solving or process improvements 
• Stays current with technical information required to adapt to job changes 

Professional Skills

• Has the expertise and skills necessary to perform their job duties effectively and efficiently 
• Adopts and applies new skills to adapt to changes in their field
• Readily shares skills with others to meet unit goals 

Job Performance

• Performs all job-associated tasks effectively, adequately implementing their technical knowledge and professional skills
• Performs all job-associated tasks efficiently to meet unit goals in a timely manner
• Adapts and remains productive in response to a fluctuating work environment

Standard Operating Practices

• Maintains up-to-date knowledge of applicable work-related requirements 
• Initiates sound judgement and a high level of commitment to adhering to expectations
• Promptly corrects and reports any known issues of noncompliance

Safe Work Practices

• Maintains up-to-date knowledge of applicable safe work practices
• Initiates sound judgement and a high level of commitment to adhering to safe work practices
• Stays alert and responsive to safety and security concerns, promptly reporting any known or suspected issues

RESOURCES      

Staff Competency Model

• UGA Staff Competency Model  (PDF)
• UGA Staff Competency Model: Performance Management Rubric  (PDF)