Definitions for the Building Capabilities Area

Definition

The ability to both initiate and sustain organizational change through a variety of methods, including (but not limited to) communication, stakeholder engagement, continual learning and performance management.

In Action

• Coaching others on new policies, practices and processes
• Aiding in conflict resolution and problem-solving activities
• Being adaptable, as well as encouraging adaptability in others
• Facilitating communication between stakeholders, especially to secure buy-in
• Anticipating and proactively addressing potential challenges and concerns
• Proposing new ideas and processes or improvements to existing processes
• Giving and receiving constructive feedback
• Providing employees with training and support on change measures
• Leveraging organizational influencers as change champions
• Communicating change early and clearly
• Involving employees in the process
• Measuring change adoption, success, impact or behavioral changes

Assessment Questions

• Do you consider yourself to be adaptable?
• What experience do you have with managing change?
• What steps would you take to implement an immediate change?
• What steps would you take to implement a long-term change?
• How might you secure buy-in from hesitant or resistant stakeholders?
• What methods would you use to evaluate the success of an intended change?

Definition

The ongoing commitment to cultivating a workplace that prioritizes respect, collaboration, civil discourse and belonging to ensure the working environment is welcoming, safe and accessible to all employees.

In Action

• Ensuring fair, nondiscriminatory and impartial employment policies and procedures
• Ensuring programs, policies and benefits support employees from all backgrounds and experiences from onboarding to exit or retirement
• Emphasizing the institution’s values, goals and mission in your work and working with department heads to ensure these are reflected at the department level
• Facilitating and moderating conversations across campus to connect different departments and groups.
• Helping employees and managers solve problems and resolve conflicts
• Modeling collaborative, inclusive behaviors every day with all employees and co-workers
• Integrating employees with different experiences and perspectives into discussions and campus culture
• Creating and leading training that positively influences culture and builds relationships

Assessment Questions

• How do you communicate your institution’s values, mission and goals to employees?
• How do you ensure a fair, nondiscriminatory and impartial work environment for all employees?
• How do you foster a sense of belonging at your campus?
• What opportunities for connection and relationship building can you see in your department? On your campus?
• How do you embody your institution’s culture in your day-to-day work?

Definition

Deliver essential HR services in a manner that strengthens confidence in HR’s expertise while also fostering rapport and trust across campus.

In Action

• Recordkeeping and documentation activities
• Interviewing candidates for employment
• Performing audits or investigations
• Participating in strategic inter-departmental meetings
• Maintaining HRIS systems and data
• Serving as a first point of contact for employees needing assistance
• Acting with professionalism and integrity at all times
• Applying policies and procedures consistently
• Remaining impartial while also exercising empathy
• Explaining the reasoning behind policies when needed

Assessment Questions

• What tasks are a part of your everyday role?
• Are you comfortable meeting the operational expectations of your role?
• How do your routine tasks intersect with other departments?
• How do your routine tasks support the institution as a whole?
• What methods or strategies do you use to ensure the quality of your work?
• What do you do to build rapport with employees?
• Do you always explain the “why” behind decisions?
• How do you act with integrity in daily work?

Definition

Knowledge of methods, strategies and best practices utilized in understanding organizational talent needs, attracting candidates for employment and acclimating newly hired employees to the organization.

In Action

• Maintaining awareness of talent gaps and needs throughout the organization
• Understanding and communicating organizational values, benefits and culture to potential candidates and new employees
• Attracting qualified candidates with different backgrounds and experiences that help meet current needs and position the organization for future success
• Ensuring compliance with federal and state regulations throughout the hiring process
• Assessing potential candidates’ fit within the organization
• Supporting the onboarding of new employees to the organization
• Being familiar with skills-based hiring practices
• Being familiar with the various records, documents and mandatory training programs needed to successfully onboard a new employee

Assessment Questions

• What experience do you have with the recruiting process?
• How do you assess your organization’s talent needs?
• Are you comfortable leading employees through the onboarding process?
• What specific methods of outreach do you commonly use to source candidates?
• Are you comfortable with the conversational aspects of interviewing a candidate?
• Are you comfortable with the regulatory and non-discrimination aspects of interviewing a candidate?
• How confident are you in your ability to assess a candidate’s fit within the organization?
• Are you comfortable or willing to suggesting new strategies for sourcing and acclimating talent?

Definition

The process of evaluating work and other related activities by measuring outcomes against stated goals. Performance management can be applied to individual employees, teams, departments and specific processes.

In Action

• Identifying goals for individuals or groups
• Tracking outcomes of stated goals or improvement plans
• Providing structured feedback and opportunities for development
• Helping employees identify their professional challenges and successes
• Assisting in the creation, administration and tracking of performance improvement plans, individual development plans, disciplines and reviews
• Coaching supervisors on performance management best practices, tools and techniques

Assessment Questions

• What experience do you have with delivering performance reviews?
• What methods of performance review are you familiar with?
• What is your preferred performance review method? Why?
• Are you confident in your ability to give constructive feedback?
• When are you most likely to give positive feedback?
• What about negative feedback?
• How comfortable are you with difficult conversations?

Definition

The process of identifying and developing skilled employees as potential successors for leadership or other key roles within the organization.

In Action

• Participating in performance review activities
• Maintaining awareness of roles with high potential for vacancy
• Supporting employee development, especially for specific skills and roles
• Identifying and communicating the critical skills necessary for success in a position
• Identifying internal candidates or potential candidates for key positions
• Anticipating future skill gaps and organizational talent needs
• Communicating succession plans and decisions to stakeholders

Assessment Questions

• Have you had the opportunity to participate in succession planning before?
• What data, metrics or other information do you take into account when considering succession plans?
• When do you begin looking for candidates to fill a future role?
• How do you secure buy-in for succession planning from hesitant or disinterested stakeholders?