The better a federal agency understands the makeup and skillset of their workforce, the better they can build training programs for employee development, plan for future hiring needs, and map out succession plans for strategic positions.
One of the most useful tools in doing this effectively is a strong competency model.
The Office of Personnel Management (OPM) defines competencies as measurable patterns of knowledge, skills, abilities, behaviors, and other characteristics that someone needs to perform work roles or occupational functions successfully. They are the building blocks of the federal workforce, and a keen understanding of how they relate to individual positions is vital.
The Pieces of a Competency Model
A good competency model is a framework of attributes used to align HR activities to an overarching HR strategy. With a good model in hand, agencies can better identify the components of individual roles, combining that data with workforce analytics to project future needs and manage training requirements.
Competency models should be built in conjunction with subject matter experts who are familiar with key elements of each position within an agency. Competency models should be validated before decisions are based on them.
>>> Download the eBook on Building and Executing Competency Models for Federal HR.
A competency model is formed with a collection of knowledge, skills, and abilities (competencies) identified as important for completing specific roles in an agency. SkillsNavigator offers competency libraries to expedite this process, from which individual competencies can be identified and assigned to specific roles in an agency. Each skill is then assigned different levels of proficiency which are further defined behaviors that can be referenced during assessments.
The result is a method through which individuals can be assigned proficiency ratings based on the competencies that are most important to their role.
Identifying and Addressing Competency Gaps
Once a competency model is built, it can be used to perform employee assessments that provide key insights into the state of the agency’s workforce. During these assessments, employees are rated against the designated proficiency levels of each assigned position. It’s subjective by nature, but a good model will integrate controls that account for and minimize bias in the evaluation process. Some raters will be lenient and others stricter, but with the right mix of well-written proficiency levels and training, bias in the raters can be reduced. The key is for behavioral anchors to be used to standardize rankings as much as possible across all raters.
Supplemental ratings from peers who observe and work with the assess can be useful. SkillsNavigator can support self-assessment, supervisor assessment, as well as 360 assessment support for greater insights and a more complete view of an employee’s performance.
If you are interested in learning more about how competency models are developed and implemented for use in employee assessments, read our eBook, Building and Executing a Competency Model for Federal HR.You can also read more about SkillsNavigator and how federal agencies are using it to craft smarter resources for employee assessment, training, and succession planning.
