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263074003-Competency-Dictionary
In a sentence
A practical guide and competency framework for administering the State System of Higher Education's Management Performance and Reward Program, linking manager behaviors and results to organizational goals.
This document equips managers in the State System of Higher Education to run a rigorous, behavior-and-results-based performance appraisal and development process. Built on Hay/McBer competency research, it defines nineteen management competencies—each with a graduated scale of observable behaviors calibrated to four levels of organizational contribution—alongside step-by-step instructions for setting SMART goals, conducting mid-cycle reviews, and rating both results and competencies. It translates System strategy into accountable, measurable individual objectives, establishes a common set of behavioral expectations aligned with System values, and provides a shared yet locally flexible framework for attracting, developing, retaining, and rewarding high-quality managers.
The four lenses
- Science
- Statistics
- Systems
- Strategy
Tags
The model
A framework in which role-appropriate competency demonstration and clear goal-setting drive results achievement, which is rewarded and supports organizational strategy, moderated by level of contribution.
Goal Clarity and SMART Objectivesdesign lever
The degree to which performance goals and Expected Results are set clearly, measurably, and tied to campus/department and System objectives using the SMART format around the position's needs.
Competency Demonstrationbehavioral pattern
The extent to which a manager exhibits the cumulative, role-appropriate behaviors defined across the nineteen competencies in the Competency Dictionary, from foundational to advanced levels.
Level of Contributioncontextual condition
The role tier (Strategic Leadership, Tactical Leadership/Senior Professional, Operational Leadership/Professional, Management Support Staff) that defines which competency behavioral profile is appropriate and expected.
Development Planning and Feedbackdesign lever
The practice of discussing developmental needs, setting competency- and results-based developmental goals, and providing coaching and progress feedback throughout the performance cycle.
Results Achievementoutcome metric
The actual results obtained against Expected Results, rated by the supervisor and rolled into an Overall Results Rating reflecting attainment of measurable objectives.
Overall Performance Ratingoutcome metric
The integrated appraisal outcome combining results and competency ratings into an Overall Performance Rating that determines merit-based reward and reflects contribution to strategy.
Reward and Motivationoutcome metric
Merit-centered compensation and recognition that reward superior individual and team performance, intended to attract, retain, and motivate high-quality management employees.
Organizational Strategic Alignmentoutcome metric
The degree to which individual objectives and behaviors cascade from and support System/university strategy, goals, and organizational change over the planning horizon.
How they connect
- goal clarity → predicts results achievement
- competency demonstration → influences results achievement
- level of contribution → moderates competency demonstration
- development planning → predicts competency demonstration
- results achievement → predicts overall performance
- competency demonstration → predicts overall performance
- overall performance → predicts reward motivation
- overall performance → influences strategic alignment
- goal clarity → predicts strategic alignment
The story
The reader A State System manager or supervisor who wants to appraise, develop, and reward staff fairly while advancing organizational goals.
External problem
Managing performance appraisals that objectively assess both results and behaviors across varied management roles.
Internal problem
Uncertainty and anxiety about how to set fair expectations, rate behaviors, and give meaningful developmental feedback.
Philosophical problem
Performance should not be judged on subjective impressions or results alone; it should be evaluated against clear, shared, behavior-based standards tied to organizational strategy.
The plan
- Review campus/department and individual objectives to develop goals and Expected Results.
- Discuss developmental needs in both results and competencies.
- Write goals and SMART Expected Results and complete developmental goals.
- Select System Core and Job Specific Competencies and identify appropriate behavioral levels.
- Conduct a mid-cycle progress review without formal rating.
- At cycle end, record actual results and rate results and competencies on a 3-point scale.
- Complete development accomplishments, an Overall Performance Summary, and secure reviews and signatures.
Success
- Managers held accountable to clear, measurable goals aligned with System strategy.
- Behavioral expectations that reflect System values and support goals.
- High-quality managers attracted, developed, retained, and fairly rewarded for superior performance.
At stake
- Subjective, inconsistent appraisals that erode accountability.
- Misaligned individual objectives that fail to drive organizational change.
- Loss of talented managers and reduced organizational effectiveness.
Questions this book answers
- What behaviors distinguish effective performance across different management levels?
- How should managers set goals and measure results in a performance cycle?
- Which competencies are core to the System and which are job-specific?
- How do behavioral expectations link to System values and strategic goals?
- How should supervisors rate performance fairly and developmentally?
Glossary
- Goal Clarity and SMART Objectives
- The clarity, measurability, and organizational linkage of performance goals and Expected Results set around the position's needs.
- Competency Demonstration
- The degree to which a manager exhibits role-appropriate, cumulative behaviors defined across the nineteen competencies.
- Level of Contribution
- The role tier defining the expected competency profile and its scope of organizational impact.
- Development Planning and Feedback
- The quality of developmental need discussion, goal-setting, coaching, and progress feedback across the performance cycle.
- Results Achievement
- The degree to which actual results meet or exceed Expected Results.
- Overall Performance Rating
- The integrated appraisal outcome combining results and competency ratings.
- Reward and Motivation
- Merit-centered compensation and recognition that reward superior performance and motivate managers.
- Organizational Strategic Alignment
- The extent to which cascaded individual objectives and behaviors support and advance System strategy and change.
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