Assessment criteria — Administrative Assistant/Coordinator (Supervisor)

Evaluation criteria 22

• 01Delivers on: Performs basic clerical tasks: filing, document prep, data entry, and correspondence.

  canon · responsibility · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 02Delivers on: Manages calendars, schedules meetings/appointments, answers phones, greets visitors.

  canon · responsibility · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 03Delivers on: Sorts and distributes mail; assists with invoicing and record-keeping.

  canon · responsibility · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 04Delivers on: Maintains office supplies and equipment inventory.

  canon · responsibility · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 05Performs to standard: Plan, administer, and control budgets for contracts, equipment, and supplies.

  O*NET task · observed · IM 4.06
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 06Performs to standard: Hire and terminate clerical and administrative personnel.

  O*NET task · observed · IM 3.95
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 07Performs to standard: Direct or coordinate the supportive services department of a business, agency, or organization.

  O*NET task · observed · IM 3.92
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 08Performs to standard: Prepare and review operational reports and schedules to ensure accuracy and efficiency.

  O*NET task · observed · IM 3.71
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 09Performs to standard: Set goals and deadlines for the department.

  O*NET task · observed · IM 3.7
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 10Performs to standard: Acquire, distribute and store supplies.

  O*NET task · observed · IM 3.38
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 11Performs to standard: Analyze internal processes and recommend and implement procedural or policy changes to improve operations, such as supply changes or the disposal of records.

  O*NET task · observed · IM 3.33
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 12Performs to standard: Conduct classes to teach procedures to staff.

  O*NET task · observed · IM 3.19
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 13Effectiveness at: Prepare operational budgets.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 14Effectiveness at: Hire personnel.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 15Effectiveness at: Direct administrative or support services.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 16Effectiveness at: Prepare operational progress or status reports.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 17Effectiveness at: Develop organizational goals or objectives.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 18Effectiveness at: Manage inventories of products or organizational resources.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 19Effectiveness at: Purchase materials, equipment, or other resources.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 20Effectiveness at: Analyze data to inform operational decisions or activities.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 21Effectiveness at: Recommend organizational process or policy changes.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 22Effectiveness at: Conduct employee training programs.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

Performance standards at this level 16

What good looks like at this level, by dimension — verbatim level and JFM rubric text, with this profile's performance metrics attached where a real keyword match exists. Work activities are O*NET-derived (basis: derived).

• Scope

  canon · level dimension · observed

  A single team

• Autonomy

  canon · level dimension · observed

  Manages within established goals

• Complexity

  canon · level dimension · observed

  Day-to-day delivery and people issues

• Impact

  canon · level dimension · observed

  Team output and health

• Decision rights

  canon · level dimension · observed

  Owns team execution, hiring input, performance

• Leadership

  canon · level dimension · observed

  Direct people management of one team

• Work activities

  O*NET work activity · derived

  Effectiveness at: Prepare operational budgets.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Hire personnel.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Direct administrative or support services.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Prepare operational progress or status reports.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Develop organizational goals or objectives.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Manage inventories of products or organizational resources.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Purchase materials, equipment, or other resources.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Analyze data to inform operational decisions or activities.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Recommend organizational process or policy changes.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Conduct employee training programs.

Structured-interview dimensions

The work-style constructs a structured interview for this occupation should probe (importance-ranked). Pair with past-behavior questions and anchored rating scales — the evidence-backed format.

Level-calibrated behavioral anchors 37

Verbatim anchors from open leveled frameworks, mapped onto this profile's level (basis: derived — competency-scoped, not per-criterion). Use them to calibrate what "exceeds / meets" looks like at this level.

• Seeing the Big Picture

  UK Civil Service Success Profiles · AA and AO or equivalent

  Understand what your responsibilities are and how these contribute to the priorities of your team. Consider the varied impact your work could have on individuals with different needs and from other backgrounds. Gather information from both inside and outside of the organisation to inform your area of work.

• Changing and Improving

  UK Civil Service Success Profiles · AA and AO or equivalent

  Review ways of working and suggest improvements, including how to make full use of new digital technologies. Learn new procedures and help colleagues to do the same. Query any issues that arise from changes in a suitable way. Respond in an effective and appropriate manner when emergencies arise.

• Making Effective Decisions

  UK Civil Service Success Profiles · AA and AO or equivalent

  Use guidance, analyse relevant information and ask colleagues for input to support decision making. Identify and deal with any errors or gaps in information before making a decision. Consider the diverse needs of those affected by decisions and how it will impact them. Provide advice and feedback to support others in making accurate decisions. Ask others to clarify decisions when confused and query any issues that arise constructively.

• Leadership

  UK Civil Service Success Profiles · AA and AO or equivalent

  Show enthusiasm for your work and take personal accountability for your role. Demonstrate responsibility for your own objectives. Act in a fair, inclusive and respectful way when dealing with others. Be considerate and understanding of other people’s points of view. Understand and support the objectives of the wider team. Demonstrate consideration of the wider consequences of own actions.

• Communicating and Influencing

  UK Civil Service Success Profiles · AA and AO or equivalent

  Put forward your views in a clear, constructive and considerate manner. Use an appropriate method of communication for each person such as an email, telephone call or face-to-face, taking into consideration their individual needs. Use plain and simple language, being careful to check written work for errors. Consider the impact of language used on different groups of stakeholders. Remain honest and truthful when explaining opinions. Listen and ask questions to ensure your understanding.

• Working Together

  UK Civil Service Success Profiles · AA and AO or equivalent

  Proactively contribute to the work of the whole team and remain open to taking on new and different roles. Get to know your colleagues and build supportive relationships. Listen to alternative perspectives and needs, responding sensitively and checking understanding where necessary. Ask for help when needed and support others when the opportunity arises. Be aware of the need to consider your own wellbeing and that of your colleagues. Understand that bullying, harassment and discrimination are unacceptable.

• Developing Self and Others

  UK Civil Service Success Profiles · AA and AO or equivalent

  Identify gaps in your skills and knowledge and make plans of how to develop these. Take time to achieve development objectives. Listen to and act on feedback from colleagues to find areas you can develop. Share knowledge and skills learnt with colleagues to contribute to the learning and development of the whole team.

• Managing a Quality Service

  UK Civil Service Success Profiles · AA and AO or equivalent

  Gain a clear understanding of customers’ needs and expectations. Plan, organise and manage your own time to deliver a high quality service which gives taxpayers a good return for their money. Act to prevent problems by identifying issues, reporting them and providing solutions. Keep customers and all colleagues up to date with progress. Show customers where to access relevant information and support that will help them to use services more effectively.

• Delivering at Pace

  UK Civil Service Success Profiles · AA and AO or equivalent

  Always work with focus and pace to get the job done on time and to a high standard. Follow the relevant policies, procedures and rules that apply to the job. Use own knowledge and expertise to organise work. Keep focused on delivery and take responsibility for the quality of work produced. Keep a consistent level of personal performance. Keep managers and stakeholders updated on how work is progressing.

• Creativity and Innovation

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Recognizes creativity in work unit Considers innovative ideas generated by others

• External Awareness

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Keeps up-to-date by attending key meetings hosted by other agencies or organizations Keeps abreast of developments of other parts of the organization

• Flexibility

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Meets with team to adjust and coordinate schedules to accommodate all team members Adjusts staff assignments based on feedback and work load priorities

• Resilience

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Reduces project deliverables following funding cut Continues presentation to customer despite technical difficulties with audio-visual system

• Strategic Thinking

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Develops project teams and staffing plans based on consideration of strategic objectives Ensures team objectives are consistent with strategic plan

• Vision

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Meets with staff to address concerns about new organizational structure Develops and generates support for work group vision

• Conflict Management

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Addresses employee concerns by providing accurate information to reduce conflict or concern within workplace Takes action to address employee grievances

• Leveraging Diversity

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Attends diversity programs to increase staff awareness Meets with staff to obtain input on diversity issues within workgroup

• Developing Others

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Provides developmental feedback to staff on job performance Involves staff in developing project goals and timelines

• Team Building

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Works with team to implement operating procedures within agency Suggests utilizing team building exercises to improve office dynamics

• Accountability

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Maintains confidentiality of sensitive information by establishing new policies and procedures for handling such information Delegates work to staff to ensure responsibilities are completed Meets weekly with team to monitor progress of work plans Outlines written policies and procedures to ensure consistent adherence by staff

• Customer Service

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Addresses customer questions in a timely manner Updates agency website to reflect changes to services

• Decisiveness

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Develops meeting agenda and determines topics for group decision making Determines the appropriate individuals needed for a decision making process

• Entrepreneurship

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Considers current guidelines when developing a new product Considers feedback when developing a new service

• Problem Solving

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Proposes solution to improve customer satisfaction Determines cause of workforce problem and recommends corrective action

• Technical Credibility

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Interacts with staff to understand technical aspects of job duties Gathers technical information from internal and external stakeholders

• Financial Management

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Ensures inventory accounting is accurate and complete Monitors income and expenditures for projects

• Human Capital Management

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Makes personnel decisions based upon promotion criteria and position requirements Utilizes peer recognition process to recognize employees Meets with employees to set performance goals Hosts employee appreciation dinner for staff

• Technology Management

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Determines specifications for a new technology system Streamlines online training to eliminate redundant information Promotes IT security by disseminating IT security information and reinforcing it

• Partnering

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Meets regularly with peers and supervisors to identify recurring issues Develops and maintains network of stakeholders for collection and sharing of information Meets with staff to discuss plans to implement strategic goals

• Political Savvy

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Considers impact of union when addressing employee performance expectations Considers staff concerns regarding organizational changes

• Influencing/Negotiating

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Explains to staff the importance of their involvement on high stakes projects Recommends employee seek professional assistance for personal issues affecting work performance Justifies request for internal resources to accomplish goals

• Interpersonal Skills

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Interacts with co-workers in a tactful manner Responds to employee inquiries

• Oral Communication

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Communicates agency goals and initiatives to staff in a clear and concise manner Communicates information regarding organizational changes to staff Updates supervisors on project status Listens actively to staff ideas and concerns regarding work-related issues

• Integrity/Honesty

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Establishes open and honest communication with employees Addresses concerns with employee behavior in a confidential and respectful manner

• Written Communication

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Summarizes recommendations made in annual report Drafts checklist to track project status

• Continual Learning

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Attends professional conferences to maintain technical knowledge Recognizes opportunities for self-development

• Public Service Motivation

  OPM Leadership Proficiency Levels · Level 1 - Awareness

  Responds promptly and accurately to public inquiries about agency policies Suggests gaining feedback from public regarding new policy