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Dr Matthew Stafford Dean of Faculty Federal Executive Institute

The Design and Application of Competencies in the United States Civil Service System VII Astana Economic Forum Global Conference “Civil Service Personnel Management: Current Issues and Prospects”. Dr Matthew Stafford Dean of Faculty Federal Executive Institute.

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Dr Matthew Stafford Dean of Faculty Federal Executive Institute

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  1. The Design and Application of Competencies in the United States Civil Service SystemVII Astana Economic ForumGlobal Conference “Civil Service Personnel Management: Current Issues and Prospects” Dr Matthew Stafford Dean of Faculty Federal Executive Institute

  2. Competencies in US Civil Service • Definition • The US Road to Competency-Based Human-Resource Manage • Selection • Development • Assessment • The “Competency Debate” • Leveraging a Competency-Based Management System to Effect Transformational Leadership

  3. Competencies Defined A competency is a measurable pattern of knowledge, skills, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully. • Key components of this definition: • Measurable • Includes knowledge, skills, abilities, behaviors and more • Specifically related to work to be performed

  4. US Road to Competency-Based Human-Resource Management • 1991: Office of Personnel Management (OPM): • Initiated interagency discussion • Competencies nominated, reviewed, coordinated, selected • Spirited debate: specific competencies generally applicable • Personnel Resources and Development Center validated • 1992: OPM Published “Leadership Effectiveness Framework” • 22 Competencies • Subsequent validation work: benchmarking, research and collaboration; both public and private sector • 1997: Framework revised to address future needs • Extended far beyond knowledge and skills to include: • Attitudes • Values • Behaviors • Mindset

  5. Executive Core Qualifications (ECQs) • 1997: OPM assessed attributes of public and private-sector leaders, creating five ECQs • 1997-2008: ECQs became the baseline for selection to Senior Executive Service • 2012: ECQs became the baseline for SES assessment

  6. Executive Core Qualifications (ECQs) and Leadership Competencies Fundamental Competencies Interpersonal Skills Oral Communication Integrity/Honesty Continual Learning Written Communication Public-Service

  7. Selection • “Best Qualified” for non-SES positions • For SES selection, mastery of ECQs a precondition • Three methods • ECQ Narrative – ten-page explanation • Accomplishment Record – documentation of success • Resume-Based Application – supporting competencies explicated in traditional resume format • One 9-Step Process: The agency… • Selects Method • Advertises vacancy • Accepts applications • Reviews candidates • Interviews candidates • Has its Executive Resources Board recommend • Has its Appointing Authority review and approve • Submits candidates to OPM Review Board • Hires certified candidate

  8. Development • Three parts • Training • Education • Experience • Correlated to the… • Competencies for most civil servants • ECQs for SES members

  9. Training • Agency-specific Training – primarily aimed at “skills” • Job skill-specific training • Schools • On-the-job Training • General training • Schools • Online • OPM: “Trainer for the US Government” – primarily focused beyond skills • In-house: The Center for Leadership Development • Eastern Management Development Center • Western Management Development Center • Federal Executive Institute • External Market – Vendor Management Branch

  10. Education and Experience • Education • Most educational needs met through recruitment • No equivalent to US military colleges; however… • Cooperative programs with educational institutions • Center for Leadership Development (OPM) • Federal Executive Institute • Eastern Management Development Center • Western Management Development Center • Experience • Senior Executive Service (SES) – Interagency (OPM Provides policy oversight) • Below SES – Within single agency

  11. Assessment • For non-SES employees, performance assessment based on negotiated performance standards • For SES members, performance based on ECQs

  12. The Competency Debate “As we begin the 21st century, evidence abounds that executive & leadership development has failed to meet expectations. … The “competency model” of the executive, proposing as it does a single set of competencies that account for success, must be supplemented with a development model based on leadership challenges rather than executive traits & competencies. Executive performance must focus on ‘what gets done’ rather than on one way of doing it or on what competencies executives have.” Competence, Not Competencies: Making Global Executive Development Work George P. Hollenbeck & Morgan W. McCall, 2003

  13. An Analogy

  14. Leveraging a Management System to Effect Transformational Leadership

  15. Review:Competencies in US Civil Service • Definition • The US Road to Competency-Based Human-Resource Manage • Selection • Development • Assessment • The “Competency Debate” • Leveraging a Competency-Based Management System to Effect Transformational Leadership

  16. Thank you Dr Matthew Stafford Dean of Faculty Federal Executive Institute

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