Assessment criteria — Data Science / Artificial Intelligence / Software Engineering

Evaluation criteria 35

• 01Delivers on: Develop state-of-the-art solutions

  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: Set AI standards

  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: Publish best practices

  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: Mentor senior staff

  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.

• 05Delivers on: Lead cross-functional initiatives

  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.

• 06Delivers on: Represent AI expertise in strategic meetings

  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.

• 07Delivers on: Ensure compliance with industry standards

  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.

• 08Delivers on: Drive continuous improvement

  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.

• 09Performs to standard: Troubleshoot program and system malfunctions to restore normal functioning.

  O*NET task · observed · IM 4.24
  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: Provide staff and users with assistance solving computer-related problems, such as malfunctions and program problems.

  O*NET task · observed · IM 4.05
  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: Test, maintain, and monitor computer programs and systems, including coordinating the installation of computer programs and systems.

  O*NET task · observed · IM 4
  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: Use the computer in the analysis and solution of business problems, such as development of integrated production and inventory control and cost analysis systems.

  O*NET task · observed · IM 3.97
  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.

• 13Performs to standard: Coordinate and link the computer systems within an organization to increase compatibility so that information can be shared.

  O*NET task · observed · IM 3.78
  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.

• 14Performs to standard: Use object-oriented programming languages, as well as client and server applications development processes and multimedia and Internet technology.

  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.

• 15Performs to standard: Analyze information processing or computation needs and plan and design computer systems, using techniques such as structured analysis, data modeling, and information engineering.

  O*NET task · observed · IM 3.6
  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.

• 16Performs to standard: Review and analyze computer printouts and performance indicators to locate code problems, and correct errors by correcting codes.

  O*NET task · observed · IM 3.6
  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.

• 17Performs to standard: Consult with management to ensure agreement on system principles.

  O*NET task · observed · IM 3.57
  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.

• 18Performs to standard: Specify inputs accessed by the system and plan the distribution and use of the results.

  O*NET task · observed · IM 3.48
  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.

• 19Performs to standard: Expand or modify system to serve new purposes or improve work flow.

  O*NET task · observed · IM 3.47
  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.

• 20Performs to standard: Interview or survey workers, observe job performance, or perform the job to determine what information is processed and how it is processed.

  O*NET task · observed · IM 3.44
  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: Test computer system operations to ensure proper functioning.

  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: Implement security measures for computer or information systems.

  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.

• 23Effectiveness at: Collaborate with others to determine design specifications or details.

  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.

• 24Effectiveness at: Collaborate with others to resolve information technology issues.

  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.

• 25Effectiveness at: Analyze data to identify trends or relationships among variables.

  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.

• 26Effectiveness at: Analyze data to identify or resolve operational problems.

  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.

• 27Effectiveness at: Create databases to store electronic data.

  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.

• 28Effectiveness at: Install computer software.

  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.

• 29Effectiveness at: Recommend changes to improve computer or information systems.

  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.

• 30Effectiveness at: Modify software programs to improve performance.

  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.

• 31Effectiveness at: Update knowledge about emerging industry or technology trends.

  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.

• 32Effectiveness at: Write computer programming code.

  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.

• 33Effectiveness at: Troubleshoot issues with computer applications or systems.

  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.

• 34Effectiveness at: Develop computer or information security policies or procedures.

  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.

• 35Effectiveness at: Evaluate utility of software or hardware technologies.

  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 21

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

  Multiple systems or a technical domain

• Autonomy

  canon · level dimension · observed

  Sets direction within the domain

• Complexity

  canon · level dimension · observed

  Novel, high-ambiguity problems; establishes the approach

• Impact

  canon · level dimension · observed

  Org / multi-team outcomes

• Decision rights

  canon · level dimension · observed

  Authority over a technical domain

• Leadership

  canon · level dimension · observed

  Leads cross-team technical initiatives

• Work activities

  O*NET work activity · derived

  Effectiveness at: Test computer system operations to ensure proper functioning.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Implement security measures for computer or information systems.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Collaborate with others to determine design specifications or details.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Collaborate with others to resolve information technology issues.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Analyze data to identify trends or relationships among variables.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Analyze data to identify or resolve operational problems.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Create databases to store electronic data.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Install computer software.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Recommend changes to improve computer or information systems.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Modify software programs to improve performance.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Update knowledge about emerging industry or technology trends.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Write computer programming code.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Troubleshoot issues with computer applications or systems.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Develop computer or information security policies or procedures.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Evaluate utility of software or hardware technologies.

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 · Grade 7 and 6 or equivalent

  Develop and maintain an understanding of economic, social, political, environmental and technological developments to ensure activity is relevant. Ensure plans and activities in your area of work reflect wider strategic priorities and communicate effectively with senior leaders to influence future strategies. Adopt a government- wide perspective to ensure alignment of activity and policy. Bring together views, perspectives and diverse needs of stakeholders to gain a broader understanding of the issues surrounding policies and activities.

• Changing and Improving

  UK Civil Service Success Profiles · Grade 7 and 6 or equivalent

  Encourage, recognise and share innovative ideas from a diverse range of colleagues and stakeholders. Give people space to take initiative and praise them for their creativity. Create an environment where people feel safe to challenge and know their voice will be heard. Make changes which add value and clearly articulate how changes will benefit the business. Understand and identify the role of technology in public service delivery and policy implementation. Consider the full impact of implementing changes on culture, structure, morale and the impacts on the diverse range of end users, including accessibility needs. Identify early signs that things are going wrong and respond promptly. Provide constructive challenge to senior management on change proposals.

• Making Effective Decisions

  UK Civil Service Success Profiles · Grade 7 and 6 or equivalent

  Clarify your own understanding and stakeholder needs and expectations, before making decisions. Ensure decision making happens at the right level, not allowing unnecessary bureaucracy to hinder delivery. Encourage both innovative suggestions and challenge from others, to inform decision making. Analyse and accurately interpret data from various sources to support decisions. Find the best option by identifying positives, negatives, risks and implications. Present reasonable conclusions from a wide range of complex and sometimes incomplete evidence. Make decisions confidently even when details are unclear or if they prove to be unpopular.

• Leadership

  UK Civil Service Success Profiles · Grade 7 and 6 or equivalent

  Promote diversity, inclusion and equality of opportunity, respecting difference and external experience. Welcome and respond to views and challenges from others, despite any conflicting pressures to ignore or give in to them. Stand by, promote or defend own and team’s actions and decisions where needed. Seek out shared interests beyond own area of responsibility, understanding the extent of the impact actions have on the organisation. Inspire and motivate teams to be fully engaged in their work and dedicated to their role.

• Communicating and Influencing

  UK Civil Service Success Profiles · Grade 7 and 6 or equivalent

  Communicate with others in a clear, honest and enthusiastic way in order to build trust. Explain complex issues in a way that is easy to understand. Take into account people’s individual needs. Deliver difficult messages with clarity and sensitivity, being persuasive when required. Consider the impact of the language used. Remain open-minded and impartial in discussions, whilst respecting the diverse interests and opinions of others. Introduce different methods for communication, including making the most of digital resources whilst getting value for money. Monitor the effectiveness of own and team communications and take action to improve where necessary.

• Working Together

  UK Civil Service Success Profiles · Grade 7 and 6 or equivalent

  Actively build and maintain a network of colleagues and contacts to achieve progress on shared objectives. Challenge assumptions while being willing to compromise if beneficial to progress. Build strong interpersonal relationships and show genuine care for colleagues. Ensure consideration and support for the wellbeing of yourself and individuals throughout the team. Understand the varying needs of the team to ensure they are supported and their experiences are utilised. Create an inclusive working environment where all opinions and challenges are taken into account and bullying, harassment and discrimination are unacceptable. Remain available and approachable to all colleagues and be receptive to new ideas.

• Developing Self and Others

  UK Civil Service Success Profiles · Grade 7 and 6 or equivalent

  Prioritise and role-model continuous self-learning and development. Identify areas individuals and teams need to develop in order to achieve future objectives. Support colleagues to take responsibility for their own learning and development. Ensure that development opportunities are available for all individuals regardless of their background or desire to achieve promotion. Ensure individuals take full advantage of learning and development opportunities available to them, including workplace based learning. Encourage discussions within and between teams to learn from each other’s experiences and change organisational plans and processes accordingly.

• Managing a Quality Service

  UK Civil Service Success Profiles · Grade 7 and 6 or equivalent

  Demonstrate positive customer service by understanding the complexity and diversity of customer needs and expectations. Deliver a high quality, efficient and cost effective service by considering a broad range of methods for delivery. Ensure full consideration of new technologies, accessibility and costings. Make clear, practical and manageable plans for service delivery. Ensure adherence to legal, regulatory and security requirements in service delivery. Proactively manage risks and identify solutions. Establish how the business area compares to industry best practice. Create regular opportunities for colleagues, stakeholders, delivery partners and customers to help improve the quality of service.

• Delivering at Pace

  UK Civil Service Success Profiles · Grade 7 and 6 or equivalent

  Ensure everyone clearly understands and owns their roles, responsibilities and business priorities. Give honest, motivating and enthusiastic messages about priorities, objectives and expectations to get the best out of people. Comply with legal, regulatory and security requirements in service delivery. Set out clear processes and standards for managing performance at all levels. Ensure delivery of timely quality outcomes, through providing the right resources to do the job, reviewing and adjusting performance expectations and rewarding success. Maintain own levels of performance in challenging circumstances and encourage others to do the same.

• Creativity and Innovation

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Creates a system to redistribute work across units during unexpected situations Solicits feedback from team members in the creation of new agency initiatives and services Displays creativity by deviating from traditional methods in developing new procedures Reevaluates current procedures and suggests improvements to ensure an effective, streamlined process

• External Awareness

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Considers the impact of a shift in programmatic direction to meet the needs of local and national customers Synthesizes complex information gathered from a variety of external sources and disseminates it to staff

• Flexibility

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Realigns resources to meet changing customer needs Takes feedback into consideration while implementing organizational change

• Resilience

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Perseveres on project despite changing objectives, deliverables, and deadlines Develops strategies using existing resources for achieving objectives following budget cuts

• Strategic Thinking

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Conducts review of the agency's core mission and gathers information from relevant sources to support development of a strategic plan Develops and implements Governmentwide or agency policy by determining target audience, building coalitions with the appropriate population, and developing a budget

• Vision

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Involves employees and stakeholders in an organizational change process by conducting meetings and providing frequent updates Acknowledges organizational strengths and develops plan to address areas needing improvement Communicates vision and mission of new office to employees while incorporating employee feedback for ideas on accomplishing new goals and objectives

• Conflict Management

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Meets with employees and addresses concerns regarding critical issues in an open and honest manner Takes action to address behavior issues to ensure employees treat each other with respect Manages conflict among team members by utilizing mediation techniques

• Leveraging Diversity

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Recognizes and utilizes skills of staff with diverse backgrounds to benefit the organization, clients, and coworkers Addresses and corrects the use of inappropriate language or actions which deride diversity

• Developing Others

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Assesses staff and provides timely and consistent feedback regarding technical proficiency and effectiveness Provides constructive feedback, guidance, and reinforcement to employees regarding job performance Works with staff to identify work goals and create individual development plans Evaluates training programs to ensure content meets staff needs

• Team Building

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Includes entire team in decision-making process when developing mission and goals for the division Creates senior-level teams to design and implement requirements for new systems and procedures Leads team from various organizational units to create new systems or processes

• Accountability

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Implements new guidelines and procedures mandated by Congress Accepts responsibility when missed deadlines affect major project outcome Develops and implements internal controls for pilot program to manage potential barriers to implementation

• Customer Service

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Designs and implements guidelines to improve products and services Develops customer satisfaction surveys, analyzes results, and makes necessary improvements Addresses customer service deficiencies by involving employees to identify solutions

• Decisiveness

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Decides to redesign current performance appraisal system to better meet organizational needs Makes the decision to solve controversial workplace issue by establishing an employee task force

• Entrepreneurship

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Creates a new product, service, or policy based on requirements submitted by users Makes recommendation to invest in emerging technologies to produce new products

• Problem Solving

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Reconciles conflicting and/or incomplete information to develop solutions Applies appropriate methodology to discover or identify policy issues and resource concerns

• Technical Credibility

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Resolves technical issues promptly by determining and correcting problems Advises staff on solutions to complex problems, projects, or programs Uses technical expertise to identify and resolve conflicts between theories, procedures, requirements, regulations, and policies

• Financial Management

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Conducts research to determine resource needs and guides the procurement process to acquire resources Conducts a cost-benefit analysis to develop sound financial plans with programmatic impact Follows established guidelines and procedures to ensure approval of funding for key initiatives Prepares and monitors office's annual operating budget

• Human Capital Management

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Reviews and updates position descriptions and performance plans Explains restructuring plan to staff and addresses concerns Recognizes employee contributions by rewarding employees publicly

• Technology Management

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Applies technical knowledge of IT system to ensure access to, and security of, the system Uses IT knowledge to streamline nationwide data collection processes and increase output Develops automated system formulas to calculate costs Manages the implementation of a new electronic processing system in the agency

• Partnering

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Builds consensus with partners by considering input and promoting trust between various parties Gains support from key leaders and staff within the organization to ensure support for work objectives and team initiatives Coordinates with partners regarding new strategies to ensure consistent communication with agencies Ensures future partnerships by developing strong relationships and resolving issues with partners

• Political Savvy

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Evaluates political implications by considering different courses of action on a key issue Meets with key decision makers to ensure approval of new office space to support an agency manpower increase

• Influencing/Negotiating

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Develops trust among various parties involved in a negotiation process Persuades manager to change leadership position or approach to better fit a situational need Represents the organization in reaching agreements with other organizations and contractors Obtains union buy-in for a change in working conditions by using open and honest communication and by carefully listening to the union leadership's ideas

• Interpersonal Skills

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Makes self accessible to employees at all levels Corrects employee mistakes in a courteous manner

• Oral Communication

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Communicates with committee regarding necessary actions and suggested approaches to accomplish committee objectives Conveys information clearly and concisely to ensure staff or team members remain focused on agenda items Explains benefits to stakeholders to gain acceptance of programmatic change Presents information, analyses, and recommendations to officials and stakeholders

• Integrity/Honesty

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Communicates honestly with employees regarding potential changes affecting the organization to ensure staff are treated fairly Investigates issues and takes corrective action, as appropriate

• Written Communication

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Develops documents outlining agency mission and goals for use by the local community Writes reports and position papers outlining various viewpoints on controversial subjects

• Continual Learning

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Completes human capital training required for managers and applies key learnings Recognizes areas needing improvement and takes training to increase skills

• Public Service Motivation

  OPM Leadership Proficiency Levels · Level 3 - Intermediate

  Approves funding documentation in accordance with procedures to ensure public resources are utilized appropriately Improves processes used to monitor contractors and vendors for supplies, services, and/or equipment to ensure government funds are expended appropriately