Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES)
|
|
- Milton Summers
- 8 years ago
- Views:
Transcription
1 Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES) Presenters: Cheryl Abram Senior Executive Resources and Performance Management UNITED STATES OFFICE OF PERSONNEL MANAGEMENT
2 Preparing for the SES Today s Agenda Executive Core Qualifications (ECQs) and Leadership Competencies ECQ Narratives Proactive Approach to Development SES Hiring Process Questions and Answers
3 Executive Core Qualifications (ECQs) and Leadership Competencies
4 ECQs What are they? The ECQs describe the leadership skills needed to succeed in the SES and reinforce the concept of an SES corporate culture How are they used? The ECQs are designed to assess executive experience and potential not technical expertise. They measure whether an individual has the broad executive skills needed to succeed in a variety of SES positions How were they determined? Through extensive research of the attributes of successful executives in both the private and public sectors A collaboration, reflecting the best thinking of many senior executives, thought leaders, and associations, as well as human resources professionals
5 ECQs Leading Change Building Coalitions ECQs Leading People 22 Competencies Specific to ECQs Business Acumen Results Driven 6 Fundamental Competencies
6 Six Fundamental Competencies Interpersonal Skills Public Service Motivation Oral Communication ECQs Continual Learning Integrity/ Honesty Written Communication
7 ECQs & Leadership Competencies Leading Change Leading People Results Driven Business Acumen Building Coalitions Definitions This core qualification involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to this ECQ is the ability to establish an organizational vision and to implement it in a continuously changing environment. This core qualification involves the ability to lead people toward meeting the organization's vision, mission, and goals. Inherent to this ECQ is the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts. This core qualification involves the ability to meet organizational goals and customer expectations. Inherent to this ECQ is the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks. This core qualification involves the ability to manage human, financial, and information resources strategically. This core qualification involves the ability to build coalitions internally and with other Federal agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or international organizations to achieve common goals. Competencies Creativity and Innovation External Awareness Flexibility Resilience Strategic Thinking Vision Conflict Management Leveraging Diversity Developing Others Team Building Accountability Customer Service Decisiveness Entrepreneurship Problem Solving Technical Credibility Financial Management Human Capital Management Technology Management Partnering Political Savvy Influencing/ Negotiating
8 Proficiency Levels for Leadership Competencies Level 5- Expert Level 1- Awareness -Applies the competency in the simplest situations Level 2- Basic -Applies the competency in somewhat difficult situations -Requires frequent guidance Level 3- Intermediate -Applies the competency in difficult situations -Requires occasional guidance Level 4- Advanced -Applies the competency in considerably difficult situations -Generally requires little or no guidance -Applies the competency in exceptionally difficult situations -Serves as a key resource and advises others -Requires close and extensive guidance
9 Sweet Potato Pie
10 ECQ Narratives: Challenge-Context-Action- Result (CCAR) Model Results-oriented approach Requires focus on the leadership skills needed to manage programs, processes, and people Provides a more complete picture of: Applicant s leadership competencies Specific role played in an organization's success Focus on the candidate s accomplishments, not the organization s No more than 2 examples per ECQ
11 CCAR Model Challenge describe a specific problem or goal Context describe individuals and groups you worked with and/or environment in which you worked to address a challenge Result measures/outcomes that had some impact on the organization. This demonstrates the quality and effectiveness of leadership skills Action discuss specific actions you took to address the challenge
12 Leading Change- What should the focus be? What was my organizational vision? Questions to ask yourself when describing your experience How did I transcend my vision into action? What initiative did I take? Did I strategically initiate and implement transformational change? How did I deal with unexpected organizational changes/obstacles and internal/external pressures? Did my vision achieve measurable results that impacted the organization?
13 Examples of Leading Change Develops new insights into situations Deals effectively with pressure and leadership resistance Takes a long-term view and builds a shared vision with others Understands and keeps up-to-date on local, national, and international policies and trends that affect the organization and shape stakeholders views
14 Leading People- What should the focus be? What is the largest staff size I have led? What challenges did leading a large staff present? Questions to ask yourself when describing your experience Was I leading versus managing? How did I lead my team through a challenge? How did I motivate them to achieve set goals? How did I contribute to the professional development of my employees (individually or as a team)? How did I deal with conflicts that arose within my team? How did I leverage diversity amongst my team (e.g., age, cultural, race, skill levels, perspectives)?
15 Examples of Leading People Encourages creative tension and differences of opinions Fosters an inclusive workplace Develops the ability of others to perform and contribute to the organization Inspires and fosters team commitment, spirit, pride, and trust
16 Results- Driven- What should the focus be? Questions to ask yourself when describing your experience How did the priorities and objectives I set lead to high quality/quantity results? How did I address the needs of customers and stakeholders (internal and external)? How did my decisions and actions impact results? Did I identify problems and implement solutions that resulted in improving services?
17 Examples of Results Driven Positions the organization for future success by identifying new opportunities; builds the organization by developing or improving products or services Makes well-informed, effective, and timely decisions, even when data is limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions Understands and appropriately applies principles, procedures, requirements, regulations, and policies related to specialized expertise
18 Business Acumen- What should the focus be? What is my experience in creating and administering budgets and resources? Questions to ask yourself when describing your experience How did I procure and utilize resources? What obstacles did I face in doing this? What was the size of budget and resources I managed? How much money saved? What is my experience with a multi-sector workforce? Percentage of backlog eliminated/reduced? Length of processing time reduced? How did I utilize technology to create or improve programs?
19 Examples of Business Acumen Understands the organization's financial processes Prepares, justifies, and administers the program budget Oversees procurement and contracting to achieve desired results Builds and manages workforce based on organizational goals, budget considerations, and staffing needs Effectively manages employee performance Manages a multi-sector workforce and a variety of work situations Keeps up-to-date on technology developments and makes effective use of technology to achieve results
20 Building Coalitions- What should the focus be? Questions to ask yourself when describing your experience What groups/networks (internal and external) did I partner with to achieve a goal? How did I bring groups together? What challenges did I face doing that? What did I do to build coalitions?
21 Examples of Building Coalitions Develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals Identifies internal and external policies that impact the work of the organization Persuades others; builds consensus through give and take; gains cooperation from others to obtain information and accomplish goals
22 Proactive Approach to Development
23 Needs Assessment Recognizing the Need Formal Needs Assessments 180 or 360 Assessment Informal Needs Assessments Customer Feedback Coaching and Mentoring
24 Individual Development Plan What s the purpose of the IDP in your program? Essential aspects of the IDP
25 Proactive Approaches OPM Federal Supervisory and Managerial Training Frameworks Model of Development SES Candidate Development Programs OPM Leadership Development Matrix Executive Best Practices Networking
26 Aspiring Leader Team Leader OPM s Federal Supervisory Training Framework New Supervisor First 3 Months *Critical Transition New Supervisor First Year Mandatory Training Leadership Competencies Team Building Technical Credibility Conflict Management Problem Solving Accountability Decisiveness Fundamental Competencies Interpersonal Skills Oral Communication Integrity/Honesty Written Communication Continual Learning Public Service Motivation For ALL Employees -No FEAR Act -Ethics Awareness -IT Security Awareness -Equal Employment Opportunity -Performance Management -Occupational Safety and Health -Plain Writing Act -Safeguard Against Breach of PII For Supervisors, Managers, and SES -USERRA -Veteran's Employment -Drug-Free Workplace -Employing Individuals with Disabilities -Telework Policy** HR-Related Technical Knowledge Merit System Principles Prohibited Personnel Practices Hiring Reform -Workforce Planning -Recruitment -Interviewing Skills -Selection Pay and Leave Policy -Time and Attendance -Managing HR Information Systems Telework Policy** Reasonable Accommodations Performance Management Required by 5 CFR Part 412 -Conducting Performance Appraisals -Handling Unacceptable Performance -Mentoring Employees -Improving Employee Performance and Productivity *5 CFR part 412 requires agencies to provide training when employees make critical career transitions. 5 CFR part 412 also requires supervisors to complete refresher training at least once every three years on specific topics. **The Telework Enhancement Act of 2010 requires managers and supervisors of teleworkers to participate in telework training. Leadership Competencies Human Capital Management Leveraging Diversity Developing Others Strategic Thinking Conflict Management Creativity and Innovation Customer Service Team Building Financial Management (Federal Budget Process) HR-Related Technical Knowledge Employee Relations -Workplace Violence Prevention and Response Labor Relations Classification -Writing Position Descriptions Talent Management -Employee Engagement -Emotional Intelligence -Promotions and Incentive -Work-Life Balance Employee Onboarding Organizational Performance Management Aligning Performance Objectives with Agency Goals Aligning Office Goals with Agency Strategic Plan
27 New Manager First Year Critical Critical Transition* Transition* OPM s Federal Managerial Training Framework. Experienced Manager Senior Manager Managing Self Time Management Personal Accountability Managing Others Delegation (Accountability) Communicating Priorities Leadership Competencies Technology Management Leveraging Diversity Financial Management Creativity and Innovation Political Savvy Partnering Human Capital Management Managing Self Emotional Intelligence Adaptability (Flexibility) Managing Others Fostering Employee Engagement Developmental Coaching and Feedback (Developing Others) Managing Organizational Systems Program Management Change Management Systems Thinking Complex Decision-Making (Decisiveness) Leadership Competencies Resilience Influence/Negotiating Leadership Competencies External Awareness Strategic Thinking Entrepreneurship Vision Mandatory Training For All Employees -No FEAR Act -Ethics Awareness -IT Security Awareness -Equal Employment Opportunity -Performance Management -Occupational Safety and Health -Plain Writing Act For Supervisors, Managers, and SES -USERRA -Veteran's Employment -Occupational Safety and Health -Drug-Free Workplace -Employing Individuals with Disabilities -Telework Policy** Performance Management Required by 5 CFR Part 412 -Conducting Performance Appraisals -Handling Unacceptable Performance -Mentoring Employees -Improving Employee Performance and Productivity
28 Model of Development
29 Developmental Activities 70% Experience Learning Through Doing Challenging on-thejob assignments Job rotation programs Mentoring others Project teams/task forces Conducting research Tackling a start-up or fix- it issue in your area 20% Exposure Learning Through Others Mentors/role models Feedback, coaching Visibility with key leaders Lead projects/teams 10% Education Learning Through Resources Instructor led courses E-Learning programs Formal education programs Professional associations and/or certifications Reading professional books, magazines or journals
30 SES Candidate Development Program Program Goal: Create a pool of effective and diverse leaders for sustained organizational success Recruitment Process Selection Process Training &Development Process (5 CFR 412) Certification Process Program Outcomes: 1)QRB Certified candidates 2) Increased leadership diversity
31 SESCDPs OPM-approved training program designed to develop the executive qualifications of employees with strong executive potential to qualify them for an appointment into the SES SESCDPs are typically months Open to all qualified individuals from within or outside the Federal Government, like SES positions; typically GS-14s/GS-15s or equivalent levels Address the ECQs
32 SESCDP Program Graduation Requirements Complete an Executive Development Plan, based on an individual needs assessment Participate in formal training of at least 80 hours that address the ECQs and include individuals from outside the candidate s agency Participate in developmental assignments totaling at least 4 months of full-time service outside the candidate s position of record Participate in a mentoring relationships with a member of the SES
33 OPM Leadership Development Matrix Adapted from the draft OPM Effective Learning Interventions for Developing ECQs Highlights the most effective and targeted approach for developing each competency within the ECQs Currently being drafted
34 OPM Leadership Development Matrix Leading Change
35 The Uncanny Valley
36 OPM Leadership Development Matrix Fundamental Competencies
37 Executive Best Practices Guide Contains a compilation of best practices used by the public and private sector to support the continued learning of executives Information was gathered through an extensive literature review, and interviews with Fortune 500 companies and Federal agencies aldetails.aspx?transmittalid=5241
38 Results
39 SES Hiring Process
40 SES Hiring Methods Traditional 88.2% Requires a resume, separate narratives addressing ECQs (10 page limit), and technical qualifications (TQ) Resume-Based 11.7% Requires only a resume (5 page limit which must contain ECQs and TQs) Accomplishment Record 0.1% Requires a resume (5 page limit), separate narratives addressing selected competencies underlying ECQs (5 page limit), and TQs
41 The Merit Staffing Process 90 working days from closing date of vacancy announcement to complete Vacancy Announcement posted for a minimum of 14 days Preliminary review and eligibility determination of applications by HR specialist Rating and ranking of eligible applications. ERB/SME panel evaluates and recommends best qualified to selecting official Hiring official makes selection and obtains Secretarial approval Agency submits selectee package to OPM for Qualifications Review Board (QRB) certification
42 Qualifications Review Board Composed of three SES members, each from a different agency, at least two must be career appointees Independently review cases and make final determination about a selectee s ECQs through consensus or majority vote Serve three month appointments Convenes weekly (Live and virtually) Names of members and their organizations not subject to release
43 Role of the QRB Assess the overall scope, quality, and depth of a candidate's executive qualifications within the context of the ECQs Determine whether the candidate has demonstrated executive level expertise and possesses the executive qualifications needed for entry and success in the SES Certify the executive qualifications of all new career SES appointees and Candidate Development Program graduates NOTE Does not rate, rank, or compare one candidate's qualifications against those of other candidates Does not consider or see TQs QRB certification does not expire
44 QRB Top Recommendations 8) Have an SES member review your ECQs prior to submission 7) Resume should show breadth of experience and a logical progression of job assignments (grades and salaries) 6) Don t make it a guessing game. Clearly indicate which competencies you are speaking to. 5)Don t overstate actions and accomplishments; should be probable and believable
45 QRB Top Recommendations 4) Talk about how you dealt with conflict among customers, employees, peers, etc. while remaining focused on the mission. 3) Focus on leadership vs. managerial and technical aspects/supervisory functions vs. executive challenges 2) Do not draw all ECQs from one experience 1) Proofread for spelling and grammar
46 Plan of Action: How to Get There Evaluate your reasons for wanting to be an SES Review your experience against ECQs do you meet them? Personal Assessment Start writing ECQs NOW and continuously review and edit. It takes hours to do well Consistently review USAJOBS for SES vacancies. Apply for jobs within and outside of your agency Proactive Approach (Find an SES mentor)
47 Valuable Resources People Individual Agency, Department or Bureau Executive Resources Staff Senior Executives within agency Personal Networks OPM Tools & Guidance (via OPM websites below) OPM Executive Development Best Practices Guide OPM Supervisory Training Framework OPM Proficiency Levels for Leadership Competencies Guide to SES Qualifications OPM Websites
48 Contact Yadira Guerrero Cheryl Abram
49 Q & A
EXECUTIVE DIRECTOR. LOCATION: KLAMATH, CALIFORNIA REPORTS TO: Yurok Council SALARY: $117,147 to negotiable DOE POSITION SUMMARY:
The Yurok Tribe is the largest Tribe in California with approximately 6,500 members. We are located in northern California along the Klamath River. The Yurok reservation is located in both Del Norte and
More informationIndividual Development Planning (IDP)
Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your
More informationDoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change
DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS Leading Change Definition: This core competency involves the ability to bring about strategic change, both within and outside the organization,
More informationProgram Handbook. for the. Leadership Development Program
Program Handbook for the Leadership Development Program REVISED FEBRUARY 2015 This handbook has been created for the Leadership Development Program (LDP) Associates, and has been revised by program Associates
More informationEXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)
EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen
More informationHOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE
HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE A DEPARTMENT OF THE NAVY HANDBOOK Published in 2012 Deputy Assistant Secretary of the Navy (Civilian Human Resources) and the Executive Diversity Advisory
More informationLeadership Competency Self Assessment
USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:
More informationUSDA New Supervisor Training Standard
USDA Virtual University, College of Leadership and Professional Development United States Department of Agriculture Office of Human Resources Management Virtual University 1400 independence Avenue, SW
More informationProject Management Career Path Plan
Agency Name Project Management Plan Start Introduction This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency. This
More informationProficiency Levels for Leadership Competencies
Table of Contents Leading Change Creativity and Innovation...1 External...2 Flexibility...3 Resilience...4 Strategic Thinking...5 Vision...6 Leading People Conflict Management...7 Leveraging Diversity...8
More informationHow To Understand Organizational Power And Politics
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
More informationExecutive Leadership Development Program (ELDP) Class of 2016 Leadership Development Plan (LDP)
Executive Leadership Development Program (ELDP) Class of 2016 Period of Performance: -May 31, 2016 PARTICIPANT: Terry Q. Public Initial OK Date SUPERVISOR: Rachel Rodriguez Initial OK Date ELDP Program
More informationCareer Map for HR Specialist Position Classification
Career Map for HR Specialist Position Classification General Information This document provides the recommendations within each of the career models for each of the identified HR functions. This includes
More informationOPM LEADERSHIP DEVELOPMENT MATRIX:
1 OPM LEADERSHIP DEVELOPMENT MATRIX: The following Leadership Development Matrix is part of OPM s Effective Learning Interventions for Developing ECQs report. The Matrix lists a range of leadership development
More informationTHE SENIOR EXECUTIVE SERVICE FEDERAL CANDIDATE DEVELOPMENT PROGRAM
UNITED STATES OFFICE OF PERSONNEL MANAGEMENT CENTER FOR LEADERSHIP CAPACITY SERVICES THE SENIOR EXECUTIVE SERVICE FEDERAL CANDIDATE DEVELOPMENT PROGRAM FOSTERING FUTURE AGENCY LEADERSHIP Great Leaders
More informationLEADERSHIP DEVELOPMENT FRAMEWORK
LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,
More informationCareer Map for HR Specialist Advanced Leader
Career Map for HR Specialist Advanced Leader General Information This document provides the recommendations within each of the career models for each of the identified HR functions. This includes training,
More informationDoDEA Personnel Center HR Competency Definitions
DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer
More informationSenior Human Resources Business Partner
Career Service Authority Senior Human Resources Business Partner Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Functions as a strategic human resources consultant, where an agency human resources team
More informationUNITED STATES OFFICE OF PERSONNEL MANAGEMENT
UNITED STATES OFFICE OF PERSONNEL MANAGEMENT STATEMENT OF STEPHEN T. SHIH DEPUTY ASSOCIATE DIRECTOR SENIOR EXECUTIVE SERVICES AND PERFORMANCE MANAGEMENT U.S. OFFICE OF PERSONNEL MANAGEMENT before the SUBCOMMITTEE
More informationCareer Map for HR Information Systems Specialist (HRIS)
Career Map for HR Information Systems Specialist (HRIS) General Information This document provides the recommendations within each of the career models for each of the identified HR functions. This includes
More informationOffice of Human Resources. Financial Manager
Office of Human Resources Financial Manager Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Manages financial functional and/or operational area(s) that include implementing work plans based on annual goals
More informationGrants Management Training Agency Guide
Grants Management Training Agency Guide November 2012 Grants Management Training Agency Guide November 2012 Contents List of Tables Introduction: Using This Guide...1 Grants Management Training Agency
More informationState of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9
State of Washington Guide to Developing Succession Programs Updated November 2008 Page 1 of 9 Introduction The purpose of succession planning is to develop a pool of internal candidates for future vacancies.
More informationSenior Executive Service Performance Management System. [Agency Name]
1. System Coverage Senior Executive Service Performance Management System [Agency Name] The [Agency Name] (hereafter referred to as the agency) Senior Executive Service (SES) performance management system
More informationU.S. DEPARTMENT OF TRANSPORTATION
U.S. DEPARTMENT OF TRANSPORTATION HISPANIC EMPLOYMENT INITIATIVES (HEIs) 5-POINT PLAN Departmental Office of Civil Rights Internal Policy, Program Development and Support Division, S-32 Washington, DC
More informationWorkers Compensation Claims Supervisor
Career Service Authority Workers Compensation Claims Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Supervises and directs the work of a unit of claims adjusters. DISTINGUISHING CHARACTERISTICS
More informationPima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
More informationLeading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard
Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing
More informationFY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance
Office of Executive Resources Office of the Chief Human Capital Officer U.S. Department of Energy FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance Table of Contents Contents
More informationNational Transportation Safety Board Strategic Human Capital Plan FY 2011-2016
National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 September 30, 2011 Strategic Human Capital Plan National Transportation Safety Board Fiscal Years 2011 through 2016 Prepared
More informationSenior Human Resources Professional
Career Service Authority Senior Human Resources Professional Page 1 of 8 GENERAL STATEMENT OF CLASS DUTIES Performs full performance level professional, technical, and administrative human resources work
More informationHow To Manage Performance
Department of Defense INSTRUCTION NUMBER 1400.25-V2011 August 14, 2009 Incorporating Change 1, January 15, 2010 USD(P&R) SUBJECT: DoD Civilian Personnel Management System: Defense Civilian Intelligence
More information*This is a sample only actual evaluations must completed and submitted in PeopleSoft*
*This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today
More informationInterviews management and executive level candidates; serves as interviewer for position finalists.
Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,
More informationWorkforce Management Office (WFMO) Functional Statements
Workforce Management Office (WFMO) Functional Statements WORKFORCE MANAGEMENT OFFICE The Workforce Management Office (WFMO) is the servicing Human Resource Organization for NOAA and is the principal contact
More informationSenior Executive Service Performance Management System. U.S. Nuclear Regulatory Commission
Senior Executive Service Performance Management System U.S. Nuclear Regulatory Commission 1. System Coverage The Nuclear Regulatory Commission (hereafter referred to as the agency) Senior Executive Service
More informationSenior Executive Service Performance Management System Department of the Interior
Senior Executive Service Performance Management System Department of the Interior 1. System Coverage The Department of the Interior (hereafter referred to as the agency) Senior Executive Service (SES)
More informationThe Johns Hopkins University Human Resources Competency Dictionary
The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision
More informationNUCLEAR REGULATORY COMMISSION COMPREHENSIVE. Diversity Management Plan
U.S. NUCLEAR REGULATORY COMMISSION COMPREHENSIVE Diversity Management Plan Vision Statement: NRC is an agency where all employees are valued and have an equal chance to succeed, thereby increasing organizational
More informationOFFICE OF THE CHIEF ADMINISTRATIVE OFFICER
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER OCAO LEADERSHIP DEVELOPMENT FRAMEWORK JUNE 2009 REV 2 OCAO ORGANIZATIONAL VISION & VALUES OCAO ORGANIZATIONAL VISION & VALUES Excellence in Customer Service (SERVICE/MISSION)
More informationDirector of Facilities Management
Office of Human Resources Director of Facilities Management Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs the Facilities Management Division of the Department of General Services including developing
More informationGLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director
GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department
More informationHUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are
HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Human Capital Management Human Resources Department Personnel Department Levers: Differentiated Pay Career Ladders Distribution of
More informationCore Leadership Competencies
Core Leadership Competencies The following guidance further clarifies the distinctions between levels of performance for the 8 core competencies outlined in Element 1 of all DHS SES performance plans.
More informationDoD Financial Management Certification Program
DoD Management Certification Program DoD Office of Workforce Management August 2012 Agenda Background Key Goals Overall Approach DoD FM Enterprise-wide Competencies Overall Framework Course Hours to Meet
More informationAviation Operations Manager
Career Service Authority Aviation Operations Manager Page 1 of 7 GENERAL STATEMENT OF CLASS DUTIES Manages and controls field operations at the airport to ensure the efficient movement of aircraft and
More informationU.S. Department of Justice Justice Management Division Equal Employment Opportunity Staff
U.S. Department of Justice Justice Management Division Equal Employment Opportunity Staff Executive Stewardship for Hispanic Employment Presented to LULAC Federal Training Institute Isabel Flores Kaufman,
More informationShort Narrative About Promising Practices
Attachment 2 Short Narrative About Promising Practices The National Nuclear Security Administration s (NNSA) Diversity and Inclusion Implementation Plan was approved and submitted to the Department on
More informationAttribute 1: COMMUNICATION
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level
More informationCareer Service Authority Page 1 of 6 Heating, Ventilating, and Air Conditioning (HVAC) Supervisor
Career Service Authority Page 1 of 6 Heating, Ventilating, and Air Conditioning (HVAC) Supervisor GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over HVAC Mechanics engaged in the operation,
More informationSubj: MANAGEMENT OF SENIOR EXECUTIVE SERVICE (SES) AND OTHER SENIOR EXECUTIVE POSITIONS IN THE MARINE CORPS
MPC-10 MARINE CORPS ORDER 12920.1B From: Commandant of the Marine Corps To: Distribution List Subj: MANAGEMENT OF SENIOR EXECUTIVE SERVICE (SES) AND OTHER SENIOR EXECUTIVE POSITIONS IN THE MARINE CORPS
More informationEngineer/Architect Director
Office of Human Resources Engineer/Architect Director Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational professional areas that include developing annual and multi-year
More informationPerformance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
More informationRevised Body of Knowledge And Required Professional Capabilities (RPCs)
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
More informationRECRUITMENT. Identifies the challenges involved in attracting a highquality
The agency has a recruitment syst em Identifies the challenges involved in attracting a highquality workforce Establishes competency gap reduction goals and develops action plans to address current and
More informationAssessing Students and Recent Graduates. Assessment Options for your Future Workforce
Assessing Students and Recent Graduates Assessment Options for your Future Workforce Pathways for Students and Recent Graduates The Federal Government benefits from a diverse workforce that includes students
More informationPERFORMANCE APPRAISAL
Aligns employee performance plans with organizational goals Focuses employees on achieving results Requires employee performance plans to include clear performance elements (expectations) with measurable
More informationPerformance Evaluation Senior Leadership
Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the
More informationPhysical Therapist Supervisor
Career Service Authority Physical Therapist Supervisor Page 1 of 5 GENERAL STATEMENT OF CLASS DUTIES Supervises the work of employees involved in physical therapy. DISTINGUISHING CHARACTERISTICS This classification
More informationEngineer/Architect Executive
Office of Human Resources Engineer/Architect Executive Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational areas that include establishing a multi-year vision and strategic
More informationAD-AUDIT BRANCH MANAGER
Page 1 AD-AUDIT BRANCH MANAGER CHARACTERISTICS OF WORK: This position involves professional accounting and auditing work at an administrative level within the Department of Audit. Incumbent reviews all
More informationTherapist Supervisor
Career Service Authority Therapist Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over professional mental health therapists engaged in performing a variety of social
More informationEconomic Development Administration Technology Administration
Department of Commerce Report Succession Planning Management Program: Results through Recruiting, Retooling, Leadership Development, and Workforce Training and Development BACKGROUND The Department of
More informationIC Performance Standards
IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative
More informationEXECUTIVE BEHAVIORAL INTERVIEW GUIDE
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the
More informationCareer Management. Succession Planning. Dr. Oyewole O. Sarumi
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
More informationSBBC: JJ-002 FL: 28 THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDA JOB DESCRIPTION. Approved School-based Administrators Salary Schedule
THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDA JOB DESCRIPTION POSITION TITLE: CONTRACT YEAR: PAY GRADE: School Assistant Principal Eleven Months* Approved School-based Administrators Salary Schedule QUALIFICATIONS:
More informationDepartment of Defense INSTRUCTION
Department of Defense INSTRUCTION NUMBER 1430.16 November 19, 2009 USD(P&R) SUBJECT: Growing Civilian Leaders References: See Enclosure 1 1. PURPOSE. This Instruction: a. Reissues and combines DoD Directives
More informationINTERIM EMPLOYEE DEVELOPMENT AND TRAINING POLICY
INTERIM EMPLOYEE DEVELOPMENT AND TRAINING POLICY Corporate and Strategic Human Capital Initiatives NOAA - Workforce Management Office Issued June 2006 Revised March 2007 1 INTERIM EMPLOYEE DEVELOPMENT
More informationMy IA Career Develop Self Develop Others
PREPARE for your long-term career at IA by establishing career goals based on your work interests and work environment preferences. EXPLORE the jobs that match your personal profile and find additional
More informationSeptember 2012. Guide To Senior Executive Service Qualifications
September 2012 Guide To Senior Executive Service Qualifications INTRODUCTION In the 21st century, Government executives face special challenges. They must be visionary leaders with a strong commitment
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationEmergency Management Coordinator
Career Service Authority Emergency Management Coordinator Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs full performance professional level emergency management work including developing, coordinating,
More informationThe National Child Welfare Workforce Institute
The National Workforce Institute Leadership Competency Framework National Workforce Institute Updated May, 2011 Acknowledgements The Leadership Competency Framework represents a sustained and collaborative
More informationEXECUTIVE ORDER 13714 - - - - - - - STRENGTHENING THE SENIOR EXECUTIVE SERVICE. By the authority vested in me as President by the
This document is scheduled to be published in the Federal Register on 12/18/2015 and available online at http://federalregister.gov/a/2015-32060, and on FDsys.gov EXECUTIVE ORDER 13714 - - - - - - - STRENGTHENING
More informationPosition Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development
Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible
More informationFederally Mandated Training for Federal Employees
Federally Mandated Training for Federal Employees Federally Mandated Training, as defined on the Standard Form (SF) 182 Authorization, Agreement and Certification of Training, is mandatory training for
More informationNursing Clinical Coordinator
Career Service Authority Nursing Clinical Coordinator Page 1 of 5 GENERAL STATEMENT OF CLASS DUTIES Performs supervisory functions over professional nursing and support staff in an inpatient unit, specialty
More information1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION
1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority
More informationAdministrative Support. Business Management Skills
Administrative Support Proven Skills for Administrative Professionals Supervisory Skills for Administrative Staff Communicating with Style Assertive Communication Working with Difficult and Challenging
More informationPSI Leadership Services
PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS
More informationHUMAN RESOURCES ANALYST 3 1322
HUMAN RESOURCES ANALYST 3 1322 GENERAL DESCRIPTION OF CLASS Human Resource Analysts do strategic and operational management activities related to the performance of Human Resource in State agencies. Human
More informationBusiness Analyst Position Description
Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
More informationCOMMERCE ACQUISITION MANUAL 1301.6 DEPARTMENT OF COMMERCE ACQUISITION CAREER MANAGEMENT PROGRAM
Revised May 2011 COMMERCE ACQUISITION MANUAL DEPARTMENT OF COMMERCE ACQUISITION CAREER MANAGEMENT PROGRAM Training, Certification and Contracting Officer Warrant Program COMMERCE ACQUISITION MANUAL Table
More informationU.S. DEPARTMENT OF COMMERCE DEMONSTRATION PROJECT
U.S. DEPARTMENT OF COMMERCE DEMONSTRATION PROJECT EMPLOYEE GUIDE Last Updated: August 2006 Office of Human Resources Management Department of Commerce Washington DC INTRODUCTION This guide is designed
More informationCareer Map for HR Specialist Employee Development
Career Map for HR Specialist Employee Development General Information This document provides the recommendations within each of the career models for each of the identified HR functions. This includes
More informationThe IIA Global Internal Audit Competency Framework
About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the
More informationWould I Follow Me? An Introduction to Management Leadership in the Workplace
Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.
More informationCertified Human Resources Professional Competency Framework
Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the
More informationPreparing for the Vice-Principal Selection Process
Preparing for the Vice-Principal Selection Process 2014-15 Education Centre Aurora, 60 Wellington Street West, Aurora, Ontario, L4G 3H2 MESSAGE FROM THE DIRECTOR Dear Colleagues: Congratulations on aspiring
More informationAddictions Counselor, Level III
Career Service Authority Addictions Counselor, Level III Page 1 of 5 GENERAL STATEMENT OF CLASS DUTIES Performs full performance level work that requires a Level III - Certified Addiction Counselor Certificate.
More informationNursing Program Manager
Career Service Authority Nursing Program Manager Page 1 of 5 GENERAL STATEMENT OF CLASS DUTIES Manages the operation of a clinical program, federal grant program or other program that involves responsibility
More informationKenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy
Kenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy Job details Reference Number: KRA/HR01/14 Job Title: Chief Manager - Strategy, Planning and Policy Supervisor: Deputy Commissioner
More informationClinical Social Work Team Leader
Career Service Authority Clinical Social Work Team Leader Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over professional social workers engaged in performing a variety of social
More informationAlabama Standards for Instructional Leaders
Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,
More informationLeadership and Innovative Management Center of Excellence
Leadership and Innovative Management Center of Excellence This center has developed a unique vision of how to help each client pave their way to greater success. Today's challenging economy calls for global
More informationEXECUTIVE DEVELOPMENT
POLICY STATEMENT Court Services and Offender Supervision Agency for the District of Columbia Policy Statement 410.6 Policy Area: Executive Development EXECUTIVE DEVELOPMENT I. COVERAGE This Policy Statement
More informationPersonal Health Services Manager. Allegan County
REPORTS TO: HEALTH OFFICER SUPERVISES: PERSONAL HEALTH STAFF STATUS: SALARIED EXEMPT COMPENSATION: HN15 BARGAINING GROUP: NON BARGAINING POSITION SUMMARY Under the supervision of the Health Officer, plans,
More information