Performance Management System Project Update - March 03, 2017

Development of Core Competencies

Note: "Core Competencies", which was initially communicated as its own project with its own project page, has been moved here.

As a potential component of our new performance management system, we are creating core competencies to be used for all positions at the Metropolitan Library System. In addition, we will begin developing job-specific competencies, starting with Public Services positions, as the Performance Management System project continues. Core Competencies are the knowledge, skills, and abilities that are vital to being a successful Metropolitan Library System employee. An example may look like this:

"Fostering Teamwork: As a team member, the ability and desire to work cooperatively with others on a team; as a team leader, the ability to demonstrate interest, skill, and success in getting groups to learn to work together."

In February, Singer Group sent out a survey to a small handful of staff in various public services positions. This survey asked questions about the duties/responsibilities for employees with their job title as well as what knowledge, skills, abilities, and habits were necessary for effective performance. Singer is now in the process of analyzing the results of this survey, which will be the basis for job-specific competencies for these positions.

During the Performance Management Committee kickoff meeting on 2/27, we did initial brainstorming for what Core Competencies might be applied to all staff and to managers*. Before and during the brainstorming, we reviewed a handful of Core Competencies from other sources and focused on Library Unbound as well as our Strategic Priorities. Understand that this is a first draft that is subject to change.

• All Staff:
  1. Communication
  2. Initiative
  3. Customer Service
  4. Accountability
  5. Teamwork
  6. Professional Development / Learning Agility
  7. Flexibility
  8. Delivering Results
  9. Interpersonal Skills
  10. Problem Solving/Decision Making
  11. Technical Skills
• Managers:
  1. Managing Change
  2. Managing Performance
  3. Developing Others
  4. Strategic Thinking
  5. Teambuilding
  6. Empowering Others
  7. Promoting Other Voices
  8. Influencing Others
  9. Drives for Results

If you have thoughts on this initial draft or ideas for other Competencies to consider, please share your input via the all-staff survey that the Singer Group will launch within the next few weeks.  You may also comment on this page, email the project committee, or speak with one of us in person.

*Managers are considered part of "all staff," so they are accountable to both lists