In July of 2003, a representative group of campus HR leaders and specialists convened to begin work on a draft of U-M organizational competencies useful to U-M leaders and staff. The goals for developing this UM-wide model were to create a tool that would be:
- aligned and supportive of the university's mission and values
- broad enough to represent university-wide expectations and support HR processes such as recruitment and selection
- specific and simple enough to be understandable, practical, useful by leaders, supervisors and staff to guide workplace performance discussions regarding work expectations, behaviors, and professional and career development
- supportive of positive, enriched conversations about what constitutes exemplary behavior within a decentralized university setting
- helpful to new staff, managers and leaders to learn "the University of Michigan way"
- useful and scalable to large, medium, and small university organizations and compliment what is most appropriate to their unit culture, mission and roles
- complementary to functional/technical competencies that are organization and/or profession specific
Organizational competencies are defined as the skills, knowledge, abilities and behaviors that support effective stewardship of the University of Michigan's mission, vision, values, and resources. As such, organizational competencies are the clusters of behavior that employees are expected to exhibit in order to be successful in the organization as a whole, as well as behaviors that reinforce common organizational culture.
The team members reviewed many U-M specific resources, specifically including U-M stewardship statements that featured research, education, service, excellence, integrity, and diversity. They also reviewed the current U-M mission, values, and goals documents. The team spent considerable time building role, level, and behavioral descriptor structures which are currently represented as the roles of professional and manager. Within each of these two roles, the levels range from only one level or up to five levels. The levels are intended to be used as applicable to each staff member's level of development.
The team concluded their work in April 2005, and released early draft copies for discussion. In 2006, the organizational competencies were validated using focus groups with employees selected from across the university. Final approval from the Associate Vice President for Human Resources occurred in May 2007.
2003-2005 Original Organizational Competency Team Members:
Lori Bowden, School of Public Health
Gail Gentes, School of Public Policy
Deanna Hatmaker, MAIS
(Nancy) Kelly, UMHS
Joe Katulic, M-Care
Catherine Lilly, AVPF/EVPCFO (Chair)
Anne Preston, Business School
Dorothy Russell, ISR
Margaret Spurr, HRAA
Jeff Tibbs, ITCS
Peggy Norgren, AVPF (Steering Committee Sponsor)
Reviewed and Finalized by:
Phil Smith, University HR
Catherine Lilly, Office of the EVP/CFO
Deb Nystrom, HRD Consultant
Veretta Nix, U-M Health System HR
Robin Sarris, LSA