Technical/Functional Competencies for Executives
March 11, 2010 at 5:15 pm #94850
I am working on a project to refine an executive competency model in a Navy organization. How do other agencies handle technical/functional competencies for executives? Are these types of competencies included at the executive level, and if so, could you provide examples of the types of competencies included at your agency?
March 11, 2010 at 5:30 pm #94858
The General Services Administration (GSA) has a set of Executive Competencies through its Office of the Chief Human Capital Officer (OCHCO). Below is some additional information on GSA Executive Core Qualifications.
Leadership development is centered on the development of Executive Core Qualifications (ECQs) developed by OPM as core to executive success. The ECQs are supported by 27 core competencies. It was determined that the Leadership Institute could not adequately address all 27 competencies contained in the ECQ’s so GSA identified 14 competencies critical to the GSA business environment, and has focused it activities on these 14 competencies. The 14 core competencies identified as priority for GSA success are bolded and underlined.
ECQ 1 – Leading Change This core qualification encompasses the ability to develop and implement an organizational vision that integrates key national and program goals, priorities, values, and other factors. Inherent to this ECQ is the ability to balance change and continuity; to continually strive to improve customer service and program performance within the basic government framework; to create a work environment that encourages creative thinking; and to maintain focus, intensity and persistence, even under adversity.
(1) Continual Learning
(3) External Awareness
(6) Service Motivation
(7) Strategic Thinking
ECQ 2 – Leading People This core qualification involves the ability to design and implement strategies that maximize employee potential and foster high ethical standards in meeting the organization’s vision, mission, and goals.
(9) Conflict Management
(10) Leveraging Diversity
(12) Team Building
ECQ 3 – Results-Driven This core qualification stresses accountability and continuous improvement. It includes the ability to make timely and effective decisions and produce results through strategic planning and the implementation and evaluation of programs and policies.
(14) Customer Service
(17) Problem Solving
(18) Technical Credibility
ECQ 4 – Business Acumen This core qualification involves the ability to acquire and administer human, financial, material, and information resources in a manner that instills public trust and accomplishes the organization’s mission, and the ability to use new technology to enhance decision-making.
(19) Financial Management
(20) Human Resources Management
(21) Technology Management
ECQ 5 – Building Coalitions/Communications This core qualification involves the ability to explain, advocate, and express facts and ideas in a convincing manner and to negotiate with individuals and groups internally and externally. It also involves the ability to develop an expansive professional network with other organizations and to identify the internal and external politics that impact the work of the organization.
(23) Interpersonal Skills
(24) Oral Communication
(26) Political Savvy
(27) Written Communication
• Leadership Identification
The GSA recruitment branding is “You can do that here!” Talent rises to the top as our employees learn, perform at a high level, and demonstrate the desire to assume greater responsibility. All employees are challenged to stretch themselves regardless of the level at which they enter GSA. GSA encourages employees to explore their capabilities and capacity to extend themselves. Training programs help interested employees understand the role of leader in an organization. Performance and career development discussions help to identify potential leaders across the organization. Supervisory personnel recommend training programs including online training, details and other assignments based on employee career interest and specific competency needs. GSA continues to receive positive feedback results from its employees indicating that the interaction between supervisors and employees is effective. In fact, comparing the 2004 Federal Human Capital Survey (FHCS), results to the prior year’s survey, GSA employees scored 4% higher positive responses to question 14: Supervisors/team leaders in my work unit provide employees with opportunities to demonstrate their leadership skills. There was an 8% increase for question 2: I am given a real opportunity to improve my skills in my organization when compared to the previous survey. Both scores were between high and median FHCS benchmarks. The new performance management system reinforced GSA’s desire for meaningful managerial-employee performance and career development discussions. GSA monitors managerial compliance with midyear performance discussions.
In addition to identifying and developing future leaders, GSA monitors competency progress with its Leadership Workforce Development
March 11, 2010 at 6:15 pm #94856
Cynthia – from all of the leadership models I’ve seen (or developed), technical/functional competencies have either been handled separately or referred to in very broad terms (for example, a competency simply referred to as “Functional Knowledge” or “Technical Credibility”). At NOAA, we follow the ECQs, which includes a “Technical Credibility” competency.
Since the same leadership competency model might apply to an organization with vastly different occupations and varying levels, I don’t think it would be very easy to define functional/technical with sufficient accuracy. Just my $0.02.
March 15, 2010 at 1:23 pm #94854
Thanks for your input. This will be very helpful.
March 15, 2010 at 1:24 pm #94852
John – Thanks for your reply. Good to hook with you again. Keep in touch.
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