SMS Competency
Based Modeling
Progress Report
30 May 2001
1
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
PURPOSE
•
To provide an update on the progress of the CBM project;
•
To present the draft SMS Competency Framework; and
•
To obtain the input of the Portfolio Committee on this Framework
and its applications.
2
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
OVERVIEW
The presentation will focus on:•
The objectives of the SMS CBM Project;
•
The deliverables produced;
•
The competency based modelling methodology;
•
An overview of stakeholder involvement in the project;
•
Competency based modelling terminology;
•
The validation questionnaire exercise results;
•
The focus group session results;
•
The draft SMS Competency Framework;
•
The Competency Assessment Battery; and
•
The way forward.
3
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
OBJECTIVES
The objectives of the CBM Project were:-
•
To develop a competency framework that will underpin all human
resource processes for the SMS (e.g. recruitment and selection,
performance management, training etc); and
•
To develop a competency assessment battery that can be utilised to
improve the quality of selection decisions for the SMS.
4
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
OUTPUTS
The following deliverables have been produced for the SMS
CBM project (financial assistance provided by DFID): Accenture

Best Practice Research
Document;

Key Requirements for the SMS
Competency Framework;

SMS Competency Validation
Questionnaire;

Lee Morrall

Methodology Position Paper;

Draft Competency Based
Assessment Battery;

Draft Competency Based
Recruitment and Selection Guide;
Validation Questionnaire Data
Analysis Report;

Competency Assessment Tender
Document

Focus Group Session Reports;
and

Competency Assessment Service
Provider Manual; and

Draft SMS Competency
Framework

Final Competency Assessment
Report
5
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
COMPETENCY FRAMEWORK
MODELLING METHODOLOGY
01 Dec 2000
23 Feb 2001
Timeline
Start Date
End Date
Consolidate
research
material and
review desktop
research
Build
competency
validation
questionnaire
Refine
prototype
competency
model
Conduct focus
groups to
determine and
confirm
behavioral
Indicators
Review and
refine
competency
framework
 Desktop studies
 Target 300
 Identify
 Stakeholder
(DPSA);
 Winsborough
advice;
 Best practice
research; and
 Legislative &
Regulatory
Frameworks.
senior managers
(validation
questionnaires);
and
 Identify top 15
critical
competencies.
competencies;
 Review of
competency
model;
 Confirm
competencies;
and
 Behavioural
indicators
review; and
 Final
presentation.
6
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
COMPETENCY ASSESSMENT
METHODOLOGY
Timeline
01 Dec 2000
31 March 2001
Start Date
End Date
Develop
assessment
battery
Position paper
 Proposed
methodology.
7
Review and
refine
assessment
battery
Pilot of
assessment
battery
Development of
assessment
tender
 Analysis of draft
 Validation
 Develop
 Confirm tender
competency
framework; and
 Interviews with
selected Senior
Managers.
assessment
exercise with
selected Senior
Managers; and
 Statistical
analysis.
recruitment and
selection
guide;and
 Develop service
provider manual.
board
requirements;
 Stakeholder
review; and
 Final
Presentation.
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
STAKEHOLDER INVOLVEMENT
Stakeholders played a critical role in the development of the SMS
Competency Framework. Examples of stakeholder involvement
include: •
The SMS Competency Framework Key Requirements workshop;
•
The Validation Questionnaire exercise;
•
Focus Group sessions;
•
Subject Matter Expert consultations;
•
Interviews with selected Senior Managers;
•
Key Stakeholder Competency Review workshop; and
•
Piloting of competency assessment battery.
8
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
COMPETENCY
What is meant by the term “competence”?

The blend of knowledge, skills, behaviour and aptitude
(attributes) that a person can apply in the work environment,
which indicates a person’s ability to meet the requirements of
a specific post. (PSR 2001, Chapter 1, B.2(b))
9
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
BEHAVIOURAL INDICATORS
What are Behavioural Indicators?

They are specific descriptions of behaviour which must be
performed by and/or observed from Senior Managers within
the Public Service, e.g.
Competency
Behavioural Indicators
Financial Management a) Demonstrates knowledge of general concepts of financial
planning, budgeting and forecasting and how they interrelate;
Must be able to compile b) Manages and monitors financial risk;
and manage budgets,
c) Prepares financial reports and guidelines based on prescribed
control cash flow, institute
format;
risk management … in
d) Aligns expenditure to cash flow projections;
order to ensure the
e) Ensures effective utilisation of financial resources; and
achievement of strategic
f) Develops corrective measures/ actions to ensure alignment of
organisational objectives.
budget to financial resources.
10
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
PROFICIENCY SCALES
What are Proficiency Scales?



They describe the degree to which a person has mastered the
criteria for a particular competency;
They list observable/measurable behaviours for a particular
competency; and
They are built sequentially e.g.
Basic
Advanced
Competent
1
11
2
Expert
3
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
4
Validation Questionnaire
Summary
12
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
VALIDATION QUESTIONNAIRE
POPULATION PER LEVEL
The Validation Questionnaire was targeted at around 300 members of the
Senior Management cadre of the Public Service. A total of 320 Senior
Managers responded. The following graph illustrates the sample research
population per level:-
250
225
163
200
150
70
57
100
21
15
50
4
3
0
A
B
C
DEPARTMENT OF PUBLIC SERVICE AND
13
ADMINISTRATION
A – Director; B – Chief Director; C – Deputy
Director-General; D – Director-General
D
VALIDATION QUESTIONNAIRE
POPULATION PER LOCATION
The following graph illustrates the sample research population as a
comparison between Provincial and National Administrations:Validation Population per Location
National Departments
Not Specified
Not Specified
National
Departments
170
Provincial Administrations
14
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
Focus Group Session
Summary
15
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
FOCUS GROUP SAMPLE
The SMS Competency Model validation Focus Groups were conducted with
the following Provinces and National Departments; Provinces
National Departments

Foreign Affairs;

Western Cape;

Health;and

Northern Province; and

Land Affairs.

Kwazulu-Natal.
A total of 51 Senior Managers formed part of the Focus Group Validation
Exercise.
16
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
STAKEHOLDER REVIEWS
The results of the focus groups and validation questionnaire exercises were
reviewed with a number of stakeholders. The following Departments were
represented in the review workshops: •
Department of Public Service Administration;
•
Department of Health;
•
South African Management Development Institute (SAMDI);
•
Office of the Public Service Commission;
•
Department of Land Affairs;
•
Department of Foreign Affairs;
•
National Treasury;
•
Gauteng Public Works Department;
•
Department of Environmental Affairs and Tourism; and
•
Department of Transport.
17
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
SMS Competency
Framework
18
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
SMS COMPETENCY FRAMEWORK
SMS
Competency
Framework
The SMS
Competency
Framework contains
a mix of foundational
and emerging
competencies.
DEPARTMENT OF PUBLIC SERVICE AND
19
ADMINISTRATION
Emerging
Competencies
SMS COMPETENCY DEFINITIONS
• Strategic Capability and Leadership
- Must be able to provide a vision, set the direction for the organisation and inspire others
in order to deliver on the organisation’s mandate.
• Programme and Project Management;
- Must be able to plan, manage, monitor and evaluate specific activities in order to deliver
the desired outputs.
• Financial Management;
- Must be able to compile and manage budgets, control cash flow, institute risk
management and administer tender procurement processes in accordance with generally
recognised financial practices in order to ensure the achievement of strategic
organisational objectives.
20
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
SMS COMPETENCY DEFINITIONS
CONT…
• Change Management;
- Must be able to initiate and support organisational transformation and change in order to
successfully implement new initiatives and deliver on service delivery commitments.
• Knowledge Management;
- Must be able to promote the generation and sharing of knowledge and learning in order to
enhance the collective knowledge of the organisation.
• Service Delivery Innovation;
- Must be able to explore and implement new ways of delivering services that contribute to
the improvement of organisational processes in order to achieve organisational goals.
• Problem Solving and Analysis;
- Must be able to systematically identify, analyse and resolve existing and anticipated
problems in order to reach optimum solutions in a timely manner.
• People Management and Empowerment;
- Must be able to manage and encourage people, optimise their outputs and effectively
manage relationships in order to achieve organisational goals.
21
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
SMS COMPETENCY DEFINITIONS
CONT…
• Client Orientation and Customer Focus;
- Must be willing and able to deliver services effectively and efficiently in order to put the
spirit of customer service (Batho Pele) into practice.
• Communication; and
- Must be able to exchange information and ideas in a clear and concise manner
appropriate for the audience in order to convince others to achieve the desired outcomes.
• Honesty and Integrity.
- Must be able to display and build the highest standards of ethical and moral conduct in
order to promote confidence and trust in the Public Service.
22
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
SMS COMPETENCY MODEL
PROFICIENCY LEVEL GUIDE
The SMS Competency Framework uses a proficiency scale that consists of
specific behavioral indicators. The SMS Proficiency Scale is constructed as
follows: Proficiency
Level
Description
Basic
APPLIES BASIC CONCEPTS AND METHODS BUT REQUIRES SUPERVISION AND
COACHING.
Competent
INDEPENDENTLY DEVELOPS AND APPLIES MORE ADVANCED CONCEPTS AND
METHODS.
PLANS AND GUIDES THE WORK OF OTHERS .
PERFORMS ANALYSIS.
Advanced
UNDERSTANDS AND APPLIES MORE COMPLEX CONCEPTS AND METHODS .
LEADS AND DIRECTS PEOPLE OR GROUPS OF RECOGNISED SPECIALISTS .
ABLE TO PERFORM IN-DEPTH ANALYSIS.
Expert
23
SOUGHT OUT FOR DEEP, SPECIALISED EXPERTISE.
LEADS THE DIRECTION OF THE ORGANISATION .
DEFINES MODEL/THEORY.
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
PROCESS FOLLOWED IN DEVELOPING
COMP ASSESSMENT BATTERY
• Note that comp assessment exercises are not psychometric
or psychological tests, i.e. they do not measure
“psychological constructs”
• Less chance of bias because work-related exercises and
role-plays are used
• Comp framework used as basis in developing the
exercises/role-plays
• Interviews conducted by team of a sample of job incumbents
to obtain deeper understanding of nature of a manager’s job
in Public Service
• Number of focus groups also held to test assumptions and
methodology
24
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
ELEMENTS OF BATTERY
• Battery consists of five exercises all based on a common
theme, i.e.
– Managerial skills exercise: in-basket
– Managerial skills role play
– Project exercise
– Strategic skills exercise
– Strategic skills role play
• Note that battery does not measure:
– Honesty & Integrity
• Battery to be complemented by two personality questionnaires
to provide info on candidate’s character traits & behaviour
style (strict requirements on types of questionnaires to be
utilised)
25
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
RECR & SELECTION GUIDE
• Recr & Selection Guide in SMS Handbook rewritten in
order to simplify it & ensure that comp focus is
maintained throughout recr & selection process
• Product was circulated for stakeholder comments &
refined
26
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
RECRUITMENT & SELECTION
TENDER
• Idea is to establish a panel of approved service
providers to operate in different regions
• Met with Office of Tender Board to establish their
requirements i.t.o. outsourcing process
• Tender doc then developed, workshopped and refined
• Successful service providers to attend compulsory
three day training workshop
27
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
WAY FORWARD




Educate stakeholders who will use the competency framework on how
to make decisions (selection, training, performance etc);
Ensure sustained ownership for the implementation/ application of the
SMS Competency Framework;
Assist Departments in developing functional competencies;
Link competency framework to other HR processes;
Use information to drive recruitment and selection, performance
management etc;
Identify gaps between current behaviour profile and required profile;
Assess current Managers performance / behaviour against
proficiency levels; and




Continuously review and update the Competency Framework to ensure
that it meets changing needs of the Public Service.
28
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION
QUESTIONS



Do the competencies reflect the direction in which we
want the Public Service to go?
Is the application of the competency framework clear?
Do members feel that the work around the
competency framework will make a positive
contribution in recruiting, retaining and developing
quality managers?
29
DEPARTMENT OF PUBLIC SERVICE AND
ADMINISTRATION