Assessment criteria — Principal Manufacturing Operations Engineer

Evaluation criteria 27

• 01Performs to standard: Direct or coordinate an organization's financial or budget activities to fund operations, maximize investments, or increase efficiency.

  O*NET task · observed · IM 4.52
  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.

• 02Performs to standard: Confer with board members, organization officials, or staff members to discuss issues, coordinate activities, or resolve problems.

  O*NET task · observed · IM 4.32
  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.

• 03Performs to standard: Prepare budgets for approval, including those for funding or implementation of programs.

  O*NET task · observed · IM 4.3
  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.

• 04Performs to standard: Direct, plan, or implement policies, objectives, or activities of organizations or businesses to ensure continuing operations, to maximize returns on investments, or to increase productivity.

  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.

• 05Performs to standard: Prepare or present reports concerning activities, expenses, budgets, government statutes or rulings, or other items affecting businesses or program services.

  O*NET task · observed · IM 4.17
  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: Implement corrective action plans to solve organizational or departmental problems.

  O*NET task · observed · IM 4.14
  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: Analyze operations to evaluate performance of a company or its staff in meeting objectives or to determine areas of potential cost reduction, program improvement, or policy change.

  O*NET task · observed · IM 4.13
  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: Direct or coordinate activities of businesses or departments concerned with production, pricing, sales, or distribution of products.

  O*NET task · observed · IM 4.13
  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: Direct human resources activities, including the approval of human resource plans or activities, the selection of directors or other high-level staff, or establishment or organization of major departments.

  O*NET task · observed · IM 4.13
  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: Appoint department heads or managers and assign or delegate responsibilities to them.

  O*NET task · observed · IM 4.09
  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: Interpret and explain policies, rules, regulations, or laws to organizations, government or corporate officials, or individuals.

  O*NET task · observed · IM 4.09
  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: Review reports submitted by staff members to recommend approval or to suggest changes.

  O*NET task · observed · IM 4.07
  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: Supervise employees.

  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: 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.

• 15Effectiveness at: Implement 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.

• 16Effectiveness at: Evaluate employee 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.

• 17Effectiveness at: Develop organizational policies or 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.

• 18Effectiveness at: Confer with organizational members to accomplish work 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.

• 19Effectiveness 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.

• 20Effectiveness at: Develop operating strategies, plans, 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.

• 21Effectiveness 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.

• 22Effectiveness at: Prepare financial documents, reports, or 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.

• 23Effectiveness at: Resolve customer complaints or 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.

• 24Effectiveness 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.

• 25Effectiveness at: Direct organizational operations, projects, or 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.

• 26Effectiveness at: Maintain operational records.

  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: Direct financial operations.

  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

  Organization-wide architecture and the hardest problems

• Autonomy

  canon · level dimension · observed

  Defines direction; minimal oversight

• Complexity

  canon · level dimension · observed

  Strategic, open-ended problems shaping the technical future

• Impact

  canon · level dimension · observed

  Organization-wide

• Decision rights

  canon · level dimension · observed

  Sets technical strategy for a major area

• Leadership

  canon · level dimension · observed

  Recognized authority; multiplies many teams

• Work activities

  O*NET work activity · derived

  Effectiveness at: Supervise employees.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Conduct employee training programs.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Implement organizational process or policy changes.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Evaluate employee performance.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Develop organizational policies or programs.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Confer with organizational members to accomplish work activities.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Hire personnel.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Develop operating strategies, plans, or procedures.

• 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: Prepare financial documents, reports, or budgets.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Resolve customer complaints or problems.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Prepare operational budgets.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Direct organizational operations, projects, or services.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Maintain operational records.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Direct financial operations.

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 28

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.

• Creativity and Innovation

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Creates new methods for planning, designing, and carrying out program objectives Organizes and leads cross-divisional work group in developing creative solutions to address problems Creates new units to streamline functions based on work flow analysis

• External Awareness

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Provides policy advice to officials which are consistent with local, national, and international policies and trends Reflects industry best practices in the development of agency-wide policies and procedures

• Flexibility

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Adjusts organizational priorities quickly as situations change Shifts agency goals and initiatives to align with administration and Congressional priorities

• Resilience

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Responds to setbacks by developing alternative approaches to determine the best course of action Maintains unit's effectiveness, quality, and morale during organizational change Cultivates internal and external stakeholders to develop strategies for obtaining funding from alternate sources following budget cuts

• Strategic Thinking

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Leads and directs a strategic planning team to address and outline the future direction of an organization Establishes strategic performance measures to allow the organization to continually assess and adjust program direction

• Vision

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Directs and provides guidance to managers to develop long-term strategic plan for the division Educates agency officials about new system and outlines how the long-term benefits align with agency goals Conducts workshop with employees, human resources staff, and customers to build a vision, strategy, and goals for the unit

• Conflict Management

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Recognizes conflict and takes steps to address issues by meeting with the involved parties Mitigates staff concerns regarding agency-wide issues by investigating allegations and taking appropriate action

• Leveraging Diversity

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Builds a diverse staff with a variety of skills who function effectively to accomplish the mission of the organization Develops a creative initiative focused on recognizing the various dimensions of diversity to encourage inclusiveness in the workplace

• Developing Others

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Recommends details and developmental assignments to staff based on career interests and work unit needs Recognizes staff potential and guides employees in developing skills by recommending appropriate training and sources of information Works with staff to develop individual development plans addressing employee needs and meeting organizational goals

• Team Building

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Promotes cohesiveness of a dysfunctional team by defining roles and responsibilities of each team member and establishing overall objectives Leads teams to implement Congressional programs and interact with legislative representatives Motivates agency-wide team by assigning work based on team member skill level and area of interest

• Accountability

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Provides and promotes position information across divisions to educate staff on respective duties, performance expectations, and consequent impact on accomplishment of agency goals Holds staff accountable for new performance standards and expectations by taking action with employees not meeting standards

• Customer Service

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Anticipates growing customer needs and expectations to continuously improve product development and service delivery Creates work group consisting of stakeholders and neutral parties to develop solutions to customer service barriers

• Decisiveness

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Changes course of action despite public support when new information indicates previous strategy would not succeed Makes timely decisions using available information regarding severe operating budget reductions including possible reductions in force (RIFs)

• Entrepreneurship

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Takes calculated risks by creating new and innovative business lines Conducts research and develops business proposals resulting in a high return on investment

• Problem Solving

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Synthesizes information from internal and external sources to develop an action plan addressing program issues Addresses systemic barriers inhibiting the achievement of results by forming teams to conduct focus groups and develop solutions

• Technical Credibility

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Provides expertise in technical subject area to an organization or team Develops technical portions of agency guidelines for internal and external use Evaluates, incorporates, and communicates the latest developments in specialty area through agency guidelines and criteria Provides technical expertise in the design and implementation of agency-wide projects

• Financial Management

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Develops and implements new procurement system to support agency program within time and budgetary constraints Ensures financial commitments and deadlines are met by facilitating and assessing processes, situations, and issues and takes corrective action, as needed Considers implications of financial decisions and suggests methods for meeting needs of staff and the organization overall Develops, justifies, and manages organization- wide budgets for annual projects and programs

• Human Capital Management

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Develops rewards system to recognize the impact of employee contributions to the organization Identifies creative strategies to recruit employees with the required skills and qualifications, despite having limited resources Identifies mission critical occupations and associated competencies needed to perform organizational functions

• Technology Management

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Improves ability of agency to gather and act on data from stakeholders by using online surveys and related IT tools Improves agency productivity by expanding the use of existing IT applications for use by clients and staff

• Partnering

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Collaborates with headquarters, regional offices, and key stakeholders to implement new initiatives Partners with various parties by sharing information and resources across multiple levels to establish new programs

• Political Savvy

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Ensures staff understands documentation and required metrics to analyze political issues Meets with community leaders to discuss political issues and address concerns Establishes a clear vision for the organization by meeting with managers agency-wide to ensure initiatives are understood Addresses controversial political issues by conducting research and considering best practices

• Influencing/Negotiating

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Negotiates with leaders for changes to reorganization design based on feedback from subordinates Develops plan and convinces high-level agency officials to adopt approach by meeting with officials to explain points Guides a team of experts to provide advice on, and build credibility for, a multi-level negotiation process

• Interpersonal Skills

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Treats individuals from all levels of the agency with courtesy and sensitivity Meets with staff and listens to their perspective on organizational policies and procedures

• Oral Communication

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Conducts presentations and briefings for high- level agency officials Presents, explains, and defends agency positions and proposals to staff and stakeholders

• Integrity/Honesty

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Instills a climate of trust by admitting own mistakes and taking responsibility for one's actions Discusses potential ethical problems and wrong- doing with employees and responds appropriately

• Written Communication

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Writes complex technical reports using clear terminology and a concise format for use by high- level decision makers Reviews technical reports, edits materials, and provides suggestions to improve clarity while ensuring documents are targeted to the intended audience

• Continual Learning

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Completes leadership development program including training, coaching, and mentoring opportunities and applies key learnings Arranges and completes rotational assignment meeting own developmental goals and aligning with organizational strategies

• Public Service Motivation

  OPM Leadership Proficiency Levels · Level 4 - Advanced

  Partners with community leaders to develop neighborhood action plans Cultivates relationships with community stakeholders to validate usefulness of proposed products and services