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FAQ'S

Frequently Asked Questions and Answers

The Human Resources Modernization Project:

What is the Human Resources Modernization (HR Mod) Project?

The Human Resources Modernization (HR Mod) Project is re-engineering, simplifying, and modernizing recruitment, selection, classification, compensation, workforce planning, performance management, and training for the State of California's over 200,000 employees. The HR Mod Project is jointly sponsored by the Department of Personnel Administration, the State Personnel Board, and the Department of Finance.

Learn more about HR Modernization

What are the mission and goals of HR Mod?

The mission of the HR Mod Project is: to modernize and streamline the State's HR program to recruit, develop, and maintain a well-qualified, high-performance workforce.

The goals are to:

The HR Mod Project began in October 2007 and the duration is estimated to be approximately eight years.

Why was the HR Mod Project established?

The States Human Resources (HR) program has not been updated in many years. New technologies and approaches to civil service are available and proven to make the process of finding a job more efficient for employee and hiring agency alike. In addition, we also need to implement new approaches to performance management that reinforces the selection process by using competencies to clarify what successful performance looks like in the job and the organization. By communicating employee and organizational expectations and implementing a best practices cycle of performance management, we create a culture of learning and therefore reach high performance through all our HR practices.

What has HR Mod done?

Take a look at the HR Mod goals and accomplishments and reports to the Legislature for information about HR Mod accomplishments. The annual report to the Legislature fulfills our commitment to keep the Legislature and other interested parties continuously apprised of the status, progress, additional accomplishments and new challenges facing this important statewide project.

A Fast and Attractive Recruitment and Hiring Process:

What is a three-rank eligible list? What is its impact on streamlining hiring in the State?

On June 10, 2008, the State Personnel Board approved a two-year pilot study beginning July 1, 2008 entitled Three Rank Eligible List Pilot Study (Pilot). The Pilot, scheduled to conclude on June 30, 2010, was extended by the State Personnel Board for six months to allow time for an independent review of the Pilot. Once the review is completed, the State Personnel Board will consider whether it wants to make the lessons learned in the Pilot part of the Board rules. Under the Pilot, scores were limited to three passing scores and one failing score. The Pilot primarily applied to 40 examinations for professional classifications or examinations that were jointly administered by departments (review the April 23, 2009 State Personnel Board Policy (Pinkie) for full details). The resulting lists, after allowing for the addition of Veteran's and other credits, included more reachable candidates for those classifications than had been available using traditional scoring. To learn more about the Pilot, review the report to the State Personnel Board at its May 4, 2010 meeting where HR Modernization explained the audit report and recommendations for the Pilot going forward.

How is the exam process changing?

HR Modernization is working in partnership with the State Personnel Board to streamline the state hiring process. For example, by leveraging technology, candidates can apply for exams on line, exams are administered on an open basis, 24/7, on-line, and candidates get immediate exam results.

Exams administered through the internet use a Qualification Assessment (QA) type of exam. This expedites the hiring process. The QA exams enable applicants to answer questions that describe their qualifications and experience in response to job-related questions. The competitors are then ranked based upon their past training and experience and are better matched to available jobs.

To see a flow chart of the California Merit System and Three Rank Pilot, click here.

Should a person take the new three rank on-line open examinations if he/she is already on an existing exam list for a classification?

Yes. Taking the new online open exams will broaden the person's career opportunities because in most cases, there are multiple departments utilizing the open online exam eligible list.

A person's scores and ranks on existing exam eligible lists will not be impacted by any new on-line open examinations. However, departments with existing exam eligible lists can choose to use or not use the new eligible lists created by the new online, open examinations. Since the new online examinations are administered on an open basis, a person on a different exam list can also take the new online open examination

Will the hiring interview process change and if so, how?

HR Mod is encouraging the use of behavioral interviews. In a behavioral interview, the candidate is asked to describe an actual experience that demonstrates specifically how he/she handled the situation or accomplished the goal. For example, for experience in planning and organizing, an interviewer might ask a candidate: "Tell me about a time when you had too much work to complete and too little time to meet your deadline. What did you do?"

This interview technique is a change from asking candidates to recite what they theoretically might do in a given situation to what they have actually done in similar situations in the past.

For more information about behavioral interviewing, click here.

Simplify Civil Service Structure:

What is a competency?

A competency is a set of related knowledge, skills, abilities, and on-the-job behaviors (work performance qualities).

What is the difference between a competency and being competent?

A competency is a knowledge, skill, ability or on-the job behavior. Being competent means successfully performing or demonstrating a knowledge, skill, etc.

What is the Competency Dictionary?

The State of California's Competency Dictionary defines approximately 37 general competencies that have been defined through occupational analysis. Competencies may be added to and/or modified depending on the results of future occupational analyses.

What is the difference between general and technical competencies?

Technical competencies are specific to an occupation or profession. They may or may not require ongoing learning to stay current in one's job. General competencies are knowledge, skills, abilities, and on-the-job behaviors that can be applied across different jobs and organizations. General competencies are those behaviors typically needed to achieve individual and group performance results across almost every occupation.

An example of a technical competency for an attorney is "Knowledge of Employment Law which may be defined as "Demonstrates knowledge of employment law by accurately applying legal guidelines when hiring employees."

In contrast, an example of a general competency is "Relationship Building" which is defined as "Builds and maintains a wide variety of positive relationships, both formal and informal to meet the needs of external and internal customers."

Classifications and job descriptions can incorporate both general and technical competencies.

What is a competency model?

A competency model is a set of knowledge, skills, abilities and on-the-job behaviors that are common across all jobs or classifications within an Occupational Group. Using a general competency model, along with the technical requirements of the job, the State can design recruitment, selection, classification, compensation, training, evaluation and plan for workforce changes.

The State currently has a Leadership Competency Model in place that applies to supervisors, managers, and executives.

How are competency models developed?

Knowledge, skills, and abilities are already an accepted part of how we describe our jobs. So the new element is the behavior, or the "how," of using those knowledge, skills and abilities on the job every day, and the emphasis on common core job responsibilities and skills.

Three data collection techniques are used: expert resource panels, interviews, and statewide surveys.

Expert Resource Panels (ERP) representing all jobs or classifications, associated with a particular occupational group, identify common core key responsibilities for their occupation. In addition they identify general and technical competencies needed to perform these responsibilities, and define proficiency levels (e.g. entry, skilled, advanced) and performance levels (e.g. unacceptable, successful, and exceptional). When the process is complete, the common competencies can then be grouped into competency clusters that serve as the basis for building the competency model for that occupational group.

The results of the ERPs are then validated through interviews and surveys with of all employees in the same occupational area.

More information on the competency modeling process can be found by reviewing the General Competency and Consolidated Classification Development Structure.

What is the difference between a classification and a responsibility level?

Your classification is the official name of the classification into which you are appointed. A responsibility level is your working level and not necessarily your classification title.

A responsibility level defines a level within an occupational group, (e.g., entry, journey, specialist, expert; first-level supervisor, second-level supervisor, manager, and executive.)

How does the Leadership Competency Model work with my agency/departmental competencies?

If you would like help creating a model specific to your organization, please contact HR Mod.

Will I be evaluated on these competencies?

HR Mod's Leadership Competency Model only applies to supervisors, managers, and executives.

Once competency models have been completed and integrated into day-to-day HR operations, departments will use those models for performance management.

HR Modernization has provided sample performance evaluation forms and a performance discussion guide to make it easier to conduct and receive on-time and useful performance evaluations for supervisory/managerial employees.

How are successful behavioral and performance indicators for KSAs and technical competencies not in this model identified?

If you would like help in creating performance indicators beyond the model, please contact HR Mod and we will work with your organization to help create your own model.

How do the competencies fit into job descriptions (duty statements)?

Job descriptions (duty statements) typically include duties of the position to be performed and responsibilities. Competencies describe "how" to do the work successfully.

To see a sample competency-based job description for a first level supervisor, click here.

Ensure Human Resources Functions and Processes Work Together:

What is an integrated, competency-based HR Program?

An integrated competency-based HR program uses a common vocabulary (competencies) throughout recruitment, exams, hiring, training, and performance management. Competencies are also tied to customer needs and strategic plans. Effective use of competencies in all HR functions should result in enhanced individual and organizational performance.

How are competency models used?

Competency models are used to:

Consolidate classifications into occupational groups.
Focus recruitment and facilitate test development
Establish clear employee performance expectations
Create staff development plans (e.g. right-on-time, customized, modularized training)
Allow employees to assess their skills and work toward incorporating successful on-the job behaviors.
Help people prepare for future positions (e.g. upward mobility, career development, workforce planning)

What resources are available to help implement an integrated competency-based HR Program?

The State of California has developed tools and training to help managers, supervisors, HR professionals and state employees understand, integrate, and apply best practice hiring and selection processes consistent with the merit principle.

To learn about "Modernizing California's HR Program," click here.

To see sample tools and techniques to implement a competency based HR Program, click here. These tools are not a replacement for the consultants in departmental Human Resources offices, nor are they meant to replace or supersede any department policies that departments have in place.

HR Mod meets regularly with all personnel officers, training officers, exam managers, recruitment managers, and labor relations professionals statewide. At the same time, the HR Mod website is constantly updated. We will continue to develop training and tools to assist with the transition.

Who is responsible for implementing an integrated competency-based HR Program in the State?

HR Mod is working with all State agencies, departments, boards and commissions to integrate competency-based HR into everyday departmental operations.

Improve and Encourage High Performance In The Workplace:

What is performance management?

The primary purpose of employee performance management, which includes planning, observing, developing, evaluating, and recognizing, is to improve employee, and therefore organizational, performance.

Performance management is "the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals" (US Office of Personnel Management).

For more information about performance management, click here.

How does employee performance relate to organizational performance?

When an employee succeeds, the department succeeds. When employees see how their work supports the overall accomplishments of the department, then employee understand how their performance contributes to organizational performance.

Hiring the right person for the right job will increase the probability of employee success. Their assigned work must be consistent and aligned with the strategic plan, mission, goals and objectives of the department.

What is a "performance culture"?

High-performing organizations foster a work environment in which people are empowered and motivated to contribute to continuous learning, performance improvement, and mission accomplishment while ensuring accountability and an equitable workplace for all employees.

These organizations create and nurture a performance culture by recognizing that employees help create value. In addition, high performing organizations implement job processes, tools, and customized training to support mission attainment and customer service activities.

What is the role of the supervisor or manager in performance management?

Communicating clear expectations by explaining to employees what successful performance looks like is the first step in effective performance management. The Leadership Competency Model, for example, can also be used in the evaluation process to commend good work and identify areas that aren't working well when supervisors and managers are themselves being evaluated. As additional competency models are developed, the same approach can be extended to any employee.

The States new Leadership Competency Model creates an expectation that all levels of leadership be proficient in performance management methods.

The role of the supervisor or manager in performance management is described in the Performance Management Cycle.

Establish Workforce Planning To Ensure Continued Government Services:

What is workforce planning?

Workforce planning is an assessment of the State's future human resource needs. Workforce planning requires the employer to:

analyze the current workforce,
identify future workforce needs,
establish the gap between the present and the future, and
implement solutions so the organization can accomplish its mission, goals, and objectives.

More information on workforce planning can be found at: http://www.dpa.ca.gov/personnel-policies/workforce-planning/main.htm

What is succession planning?

Succession planning is an important subset of workforce planning. Its goal is the same, but its focus is specifically on having the right leadership in place at every level of the organization.

It involves developing a "talent pool" of employees with the skills, attributes, and experience to fill specific positions and ensure continuity of leadership. Succession planning is future focused. It is a tool to combat the potential loss of institutional knowledge due to employees' retirements, promotions, and general attrition.

Why should the State do workforce and succession planning?

Implementation of workforce and succession plans will help an organization proactively address anticipated changes in the workforce. By ensuring employees are hired and trained for essential state jobs, continuity of essential state services will continue.

For consultation services, training, or to provide feedback, please contact us at HRModFeedback@dpa.ca.gov

Updated January 24, 2011 at 11:21 AM.