The Competency Model and Its

Potential Impact on WCU

TRANSITIONING ATTRACTING
EMPLOYEES Clarification of EMPLOYEES
Documentation/ Job Function &
Expectations Job Descriptions
Sharing of Job Standards
Info & Resources Recruitment Materials
Model Citizen/ Talent Behavior Based
WCU Advocate Management Interviewing

Elimination Improved Job

of Institutional Performance &
Memory Increased Morale

DEVELOPING and RETAINING

EMPLOYEES
Setting Job Standards and
Accountability Measures
Mentoring and Coaching
Performance Development
Plans
The WCU Competency Model and Its
Impact on Talent Management
 More and more organizations
today are taking a holistic
Transitioning Attracting approach to talent
management
 attracting and selecting wisely
 retaining and developing solid
performers and leaders
Developing Retaining  helping employees transition
out of the organization

 The WCU Competency Model

is a common-thread to help
ensure success at each stage.
Attracting Talent
 Attracting qualified talent
is the critical first step in
the talent management
cycle.
 The improving economy,
Baby Boomer retirement
and other factors are
creating keener
competition for talent
these days, making this
critical step tougher than
ever.
 The Competency
Model is a tool to assist
hiring managers and
supervisors:
 Conduct a job analysis
prior to recruitment
 Design recruitment
materials that attract
talent
 Develop behavioral
based interview
questions that address
desired competencies
Retaining Talent
 Most organizations today would
acknowledge that their human
assets are their most important
asset.
Over 70% of the E&G budget is
spent on employee salary and
benefits.
 With five million Baby Boomers
expected to retire in the next few
years, the competition for talent is
back on.
 Average age of a WCU
employees is 49
 75% are considered Baby
Boomers/Traditionalists
(1920-1964)
 Organizations that develop
successful retention strategies
can come out on top.
 The Competency Model is a
tool to assist managers and
supervisors:
 Align individual and
organizational goals
 Hold all employees
accountable for maintaining
individual competencies as
it relates to their jobs
through job standards
 Engage the performance
management process by
diagnosing gaps and
strengths in performance
and recommending
appropriate “Investing”
courses and/or coaching.
Developing Talent
 Employees cite career  The Competency Model is a tool to
development as one of the assist managers and supervisors:
top job satisfiers.
 Identify and grow potential WCU
 Top performers want to be leaders through mentoring and
challenged and developed recommending “Investing” courses
within their own jobs or (categorized by competency)
create opportunities for
other positions.  Identify and grow underperformers
by putting in place Performance
If they’re not, they will Development Plans and
become less productive, recommending “Investing” courses
complacent or perhaps (categorized by competency)
even leave.
 Encourage and coach employees
to share what they learned, how
they will apply what they learned,
and how others can benefit
Transitioning Talent
 The average length of  If the investment has been
service of a WCU
employee is 24 years.
 The quality of separated
employees’ experience
with the University
affects how they, the
remaining staff and
community judge WCU.
 A positive experience
pays off in a multitude of
ways.
made in WCU employees to
achieve mastery learning of
these competencies,
separated employees are
more than likely to:
 Document and share the
institutional memory with
others before taking it with
them
 Stay on a little longer to assist
in the new hire’s transition
 Continue to be a WCU
advocate and attract other
potential employees and
students.
 What Impact Can You Have?

 Operationalize the Talent Management

and Competency Model and you will
positively impact the
future of WCU

TRANSITIONING ATTRACTING
TALENT EMPLOYEES
EMPLOYEES
MANAGEMENT

DEVELOPING &
RETAINING
EMPLOYEES