HR Update - FY 25 Issue 01

Issue Date: August 19, 2024

In This Issue

• Recruiting with Comp Based MQs
• Classification Resources, Refreshed!
• Accessibility Training to Meet New Title II Standards
• Labor Relations Moving to Department of Law
• Pat Dill Receives 25 Year Service Pin
• DOPLR Comings and Goings

Recruiting with Comp Based MQs

On February 14, 2023, Governor Dunleavy issued Administrative Order 343 which places an emphasis on developing minimum competency requirements to allow for the broadest use of education, training, and experience to enhance recruitment and retention efforts in the state workforce. In the modern labor market, applicants gain knowledge, skills, and abilities through a variety of means, including apprenticeships, on-the-job training, military training, and trade schools, etc. This approach helps hiring managers recognize and value competencies regardless of where they were acquired, whether in a formal degree program, on the job, or on one’s own.

As part of this initiative, the Division of Personnel’s Classification team has been working on getting as many suitable job classes moved to a new competency-based minimum qualification (MQ) format. This project replaces tradition job minimum qualifications, such as a specific number of years of experience combined with a specific higher education degree requirement, with competencies that are related to the job. The knowledge, skills, and abilities needed for the job class are analyzed and typically 4 to 5 competencies are used to represent the job class minimum qualifications.

Please note that not all job families will move to the competency-based MQ format. For example, the MQ for our Engineers will remain the same and still be required to be registered Professional Engineers.

What are Competencies?

Competencies are a combination of interrelated knowledge, skills, abilities, and behaviors (KSABs) that enable an individual to act effectively in a job or situation. Competencies form a basis for recruiting, hiring, training, developing, and managing the performance of employees. Recruiting for competencies allows the State as an employer to:

• Allow for the broadest use of education, training, and experience.
• Recruit and select the best employees.
• Develop staff to fill future vacancies (workforce planning).
• Increase economic opportunities for the people of Alaska by expanding the path to public employment.

Roles and Responsibilities for Recruiting with Comp Based MQs

Since the new Competency Based MQ model uses a different standard than our typical process and focuses on knowledge, skills, and abilities, however gained, and not on specific education and time base experience, hiring manager can consider applicants whose job-related competencies were acquired through atypical paths. This also changes some of the responsibility of both the Hiring Managers and Human Resource (HR) staff in recruiting using Competency Based MQs. Here is a general overview of responsibilities based on your role:

Hiring Manager

• Determine if an applicant has credibly indicated possession of the required competencies;
• Evaluate applicants’ relative competencies through the screening process;
• Select the successful applicant for the specific vacancy based on evaluation of knowledge and skills to do the job, attitude, motivation, values, working styles, and past performance
• Document the hiring decision; and
• Continue to ensure the merit principle is followed.

Department HR (Talent Acquisition)

• Assist the hiring manager in creating an effective job posting;
• Guide the hiring manager through documenting the hiring process; and
• Ensure the hiring manager is making a legal hire.

This means instead of HR staff assessing an applicant’s training or experience on whether they meet a minimum threshold, they will be there to support the hiring manager in recruiting and hiring for the position. The hiring manager then has more range and choice as they select the best candidate to hire.

How to Review Competencies for Hire

When reviewing competencies for hiring based on competency based MQs, it is important to take a couple of things into consideration. The first step is to determine the proficiency level that an applicant shows for each competency.

1. Discovery: The applicant has a basic understanding of the techniques and concepts to perform the job duties but has not put that knowledge into practice. This is an awareness level of basic or fundamental concepts, procedures, and practices of the competency.
2. Literacy: The applicant has limited experience successfully demonstrating the technique or concept. It is expected the applicant will need assistance to perform the competency. The applicant is able to communicate all relevant concepts, procedures and practices of the competency.
3. Fluency: The applicant has repeatedly and successfully demonstrated the supportive skills and behavioral anchors of the competency. Help from an expert may be required from time to time, but generally the applicant can perform the competency effectively and independently. The applicant is able to successfully apply all relevant concepts, procedures, and practices of the competency.
4. Mastery: The applicant has demonstrated mastery of the competency, has experience training others, and has led in developing new processes in the competency. The applicant is able to successfully apply all relevant concepts, procedures, and practices of the subject area, and facilitate knowledge transfer to others.

The proficiency is determined based on the information presented in the application and then updated based on the interview. Hiring managers need to be able to explain and support why they set the proficiency levels the way they did and then be able to explain why the applicant would be a good fit for the position. Meeting the competency does not mean that they need to have mastery in all levels, but it should be considered which competencies someone could improve on over time and which ones they need to be at a higher proficiency for the specific position they are entering. This allows the hiring manager the flexibility to select the best applicant for the specific position.

Driving is a commonly held competency. Below is a general example in a “real life” context to help you understand the four competency levels:

Discovery: A teenager learning to drive for the first time.

Description: At this stage, the teenager is just discovering the basics of driving. They might intently watch their parent driving or even practice in an empty parking lot and learning how to start the car, use the pedals, and steer.

Literacy: A new driver preparing for their driving test.

Description: They’ve read the driving manual and taken the DMV’s online knowledge tests. The new driver can perform very basic maneuvers like making turns and following traffic signals. They are building confidence and competence to pass their driving test.

Fluency: An experienced driver commuting to work daily.

Description: The driver can handle various driving conditions, such as heavy traffic, inclement weather, and highway driving. They can navigate complex routes, anticipate and respond to other drivers’ actions, and maintain a smooth and safe driving experience. They are comfortable and efficient behind the wheel.

Mastery: A driving instructor.

Description: The driving instructor has an in-depth understanding of the rules of the road, traffic laws, advanced driving techniques, and safety protocols. They can teach first time drivers preparing for their driver’s license test to experienced drivers who want to drive different vehicles such as motorcycles and commercial vehicles. Their expertise allows them to develop lesson plans for classroom instruction as well as hands on driving and convey that knowledge effectively to learners.

Updated Hiring Process Coming for Comp Based MQs

Part of the next move for Competency Based MQs is to update the recruitment and hire workflow and some documents to better meet the needs of hiring managers. The Division of Personnel is working with select department HR to test out and pilot these new/updated workflows and processes with specific positions. Once we have all the resources and forms finalized, we will be releasing all of them.

Classification Resources, Refreshed!

The DOPLR Classification team wants to connect State employees with just-in-time resources and information to help with overall position management and organizational planning. We recognize the classification system can feel daunting and want to help ease the process. To this end, the Classification website is undergoing a refresh, including updating the website with new resources, streamlining organization, and putting out an open call to share suggestions on additional resources that will support the work of State employees.

The Classification website aims to be a one-stop shop for position management, planning, and classification-related recruitment information. Highlights of the refresh include: streamlined links to information targeted at specific areas of interest for State employees, a Classification Hiring Manager Toolbox with recruitment-related position management information, and sections with the headings “How Do I…” and “What do I do About…” that aim to connect users with information on areas of high interest. Keep checking back for additional resources to be added based on client needs and feedback!

Please check out the refreshed Classification website, bookmark it for future reference, and share feedback on what additional resources would be helpful. The Classification Customer Satisfaction Survey is a great place for State employees to provide feedback on their experience working with Classification, as well as suggestions on services provided or what resources and/or training material would be helpful.

Accessibility Training to Meet New Title II Standards

In April an update was finalized for the Title II of the Americans with Disabilities Act (ADA) which requires State and local government improve web and mobile application (app) access for people with disabilities within two to three years. The rule clarifies that all information posted on public websites and applications must meet Web Content Accessibility Guidelines (WCAG) 2.1, level AA, which is the standard that the State of Alaska has already been striving to meet.

While most of this information is vital for the state webmasters, it is also important for any employee creating documents that need to be posted online to also understand how to make these documents more accessible to meet these standards.

We want to share some resource that are available to help all State of Alaska employees know how to make their documents more accessible to help meet these standards.

• Microsoft Office Accessibility Training
• AspireAlaska Creating Accessible Content with Microsoft 365
• WCAG 2.2

Labor Relations Moving to Department of Law

State Personnel Director Kate Sheehan publicly announced in July 2024 that the Department of Law would be taking the lead in labor relations. This means the labor relations’ body of work is moving to the Department of Law’s civil division, specifically to its Labor & State Affairs section. Our Labor Relations Analysts officially “moved” on August 5th. The Division of Personnel and the Department of Law will continue to work closely together particularly in the coming months as new workflows are established. For those of you directly involved, you will see modifications in process, but the core work remains. As this move is implemented, updates and announcements will be made to websites, forms, and guidance. This enterprise is designed to enhance service to the State of Alaska.

Patricia Dill Receives 25 Year Employee Appreciation Certificate

Commissioner Paula Vrana (far right) surprised Patricia Dill (left) at her office on August 13, 2024, to present her 25-year employee appreciation certificate and 25-year pin. The Commissioner read a special letter from Governor Dunleavy to Pat and thanked her for dedicated public service. Pat has worked in human resources since 1998 and is a long-time, key member of the Learning & Development Team.

DOPLR Comings and Goings

Goings (leaving DOPLR)

• Chad Bolduc (Labor Relations)
• Liza Lumbab (Classification)

Comings (New to DOPLR/Internal Promotions or Transfers*)

• Crystal Dahle (Employee Relations)
• Ash Hartzell (EPIC)