Task Instructions:

Recruiting activities are planned and executed to satisfy the organization’s requirements for workforce competencies.

    1. Recruiting activities are tailored to satisfy organizational workforce competency objectives, in addition to the specific requirements of currently open positions.
    2. The organization communicates its current and anticipated requirements for workforce competencies to likely sources of qualified candidates.
    3. The organization establishes relationships with external sources willing to develop qualified candidates with the knowledge and skills that match the organization’s current and anticipated competency requirements.

Selection processes are enhanced to evaluate each candidate’s potential for contributing to organizational and unit objectives for capability in workforce competencies.

    1. Descriptions of open positions incorporate information from relevant workforce competencies, describe the level of capability required in each relevant workforce competency, and describe how the open position relates to career development in relevant workforce competencies
    2. In addition to the specific requirements of an open position, selection criteria
      are enhanced to include current capability in relevant workforce competencies, potential future capability in workforce competencies, and evidence of interest in developing relevant workforce competencies.
    3. In addition to information about position-related knowledge and skills, selection processes are designed to produce information about each candidate’s capabilities in relevant workforce competencies.

Staffing decisions are made, in part, to achieve the competency development objectives of the organization and the career objectives of qualified candidates.

    1. Competency information is used to identify internal candidates for open positions or special assignments.
    2. Personal development plans and career objectives are used as input when selecting among candidates for open positions.
    3. Staffing decisions consider career development objectives when an open position represents a graduated career opportunity in one or more workforce competencies.
    4. In addition to position responsibilities, candidates are evaluated for their potential to contribute to the organization’s current and future capability requirements in workforce competencies.
    5. The demonstrated capability of candidates in relevant workforce competencies is incorporated into selection decisions.

Transition activities provide orientation to workforce competencies.

    1. Orientation to new positions is designed to familiarize individuals with the competencies required to perform their work assignments.
    2. Orientation for individuals new to the organization is designed, in part, to inform them about the organization’s workforce competencies and career development options, including the knowledge, skills, and process abilities in competencies relevant to their work, development activities, career opportunities, and competence-related workforce practices.

Work assignments are designed, in part, to enhance personal and career development objectives.

    1. Work assignments are defined in consultation with individuals assigned responsibility for the work.
    2. Work assignments are defined in an agreement about the committed work that will be performed in response to the requirements of the position being filled.
    3. To the extent possible, work assignments are designed to enhance the immediate development objectives in the individual’s development plan, the individual’s growth in workforce competencies, and the individual’s career objectives.
    4. The extent to which work assignments contribute to personal and career objectives is discussed during staffing, performance management, and related activities.

Each unit documents performance objectives for developing workforce competencies.

    1. Each unit defines and documents performance objectives for developing the workforce competencies needed to perform its business activities, contributing to the strategic competency development objectives of the
      organization, and performing planned workforce activities that support these competence development objectives.
    2. Relevant portions of the unit’s performance objectives for developing workforce competencies are included in the individual performance objectives of each person who is responsible for performing the unit’s workforce activities.
    3. The unit’s performance objectives for developing competencies are allocated to the personal development plans of those whose competencies are to be developed.

Each individual documents performance objectives for developing additional capability in the organization’s workforce competencies.

    1. Objectives for developing in relevant workforce competencies are included in each individual’s performance objectives.
    2. Some of each individual’s performance objectives are drawn from their personal development plans.

Ongoing discussions of work performance include feedback on an individual’s development and application of relevant workforce competencies.

    1. Those responsible for ongoing communication about an individual’s work performance provide feedback concerning evidence of growing capability in relevant workforce competencies, current level of capability in relevant workforce competencies, and ability to apply relevant workforce competencies for improving work performance
    2. Individuals are encouraged to seek guidance from relevant sources on their development and application of workforce competencies.

Each individual’s performance is assessed, in part, against the objectives of their personal development plan.

    1. Each individual’s success in accomplishing the objectives established in their personal development plan is evaluated when providing formal performance
    2. Each individual’s work performance is evaluated to assess their level of capability in relevant workforce competencies.
    3. The results of each individual’s work performance are evaluated to identify evidence of capability in workforce competencies not involved in his or her assigned responsibilities or performance criteria.
    4. Information about each individual’s capability in the organization’s workforce competencies is documented for use in planning their development activities and career options, reviewing progress in accomplishing development objectives, and identifying new, or revising existing, development objectives.

The compensation strategy is established and maintained, in part, to increase the organization’s capability in its workforce competencies.

    1. The compensation strategy is adjusted to achieve specific objectives in developing and applying the organization’s workforce competencies.
    2. Compensation practices are adjusted as necessary to achieve the objectives of the compensation strategy.
    3. The effectiveness of the compensation strategy in improving the organization’s capability in its workforce competencies is periodically reviewed, adjusted as necessary to support capability and performance objectives, and revised as appropriate when intended competency development or performance results are not achieved.

Compensation practices are defined to support capability objectives within each workforce competency.

    1. Within each workforce competency, compensation practices are evaluated for their current and anticipated impact on strategic capability and staffing goals in the competency, ability to attract and retain people with required capabilities in the competency, graduated career development and promotional opportunities within the competency, and increasing the impact of capability in the competency on performance.
    2. Compensation practices are adjusted to support capability objectives in each workforce competency.
    3. All adjustments to compensation practices that support capability objectives in a specific workforce competency must be aligned with objectives in the strategic workforce plan, be consistent with the compensation policy, strategy, and related adjustments to organization-wide compensation practices, maintain equity among workforce competencies relative to their value to the organization and availability in the marketplace.

Adjustments to compensation are partly determined by each individual’s development and application of relevant workforce competencies.

    1. Individuals’ development and application of relevant workforce competencies is factored into decisions concerning their compensation.
    2. The impact on compensation of developing and applying capability in relevant workforce competencies is discussed with each individual.
    3. Each individual’s compensation is reviewed to ensure it is consistent with the organization’s compensation policy and practices, consistent with objectives documented in the organization’s strategic
      workforce plan, the unit’s planned workforce activities, and the individual’s development plan, consistent with the individual’s capability in relevant workforce
      competencies, and equitable with the compensation of other individuals possessing similar capabilities.
    4. Corrective actions are taken when an individual’s compensation is found to be inequitable or inconsistent with organizational policies, practices, objectives, or individual capability.

Recognition and rewards for developing or applying workforce competencies are provided, when appropriate, at the individual, workgroup, or unit levels.

    1. Policies are revised to include development and application of the organization’s workforce competencies as a basis for recognition or reward.
    2. The level of recognition or reward is equitable with regard to the level of capability developed or applied.

As the definition or requirements of its workforce competencies change, the organization re-evaluates its workforce policies and practices and adjusts them, as needed.