263074003-Competency-Dictionary

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.

What it argues

263074003-Competency-Dictionary

Key ideas it contributes

• Goal Clarity and SMART Objectives — 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 Demonstration — 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 Contribution — 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 Feedback — The practice of discussing developmental needs, setting competency- and results-based developmental goals, and providing coaching and progress feedback throughout the performance cycle.
• Results Achievement — 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 Rating — 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 Motivation — Merit-centered compensation and recognition that reward superior individual and team performance, intended to attract, retain, and motivate high-quality management employees.
• Organizational Strategic Alignment — The degree to which individual objectives and behaviors cascade from and support System/university strategy, goals, and organizational change over the planning horizon.