NAEP Competencies For Procurement Professionals

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NAEP Competencies for Procurement cer / VicePresident /Assistant VicePresident /DirectorAssociateDirector /AssistantDirector Ability to explain value concepts, e.g., Total Cost of Ownership (TCO) Best Practices knowledge Commodity knowledge and technical expertise Promotes sustainability in the institution’s processes and systems Supplier relationship management skills Technology skills (e.g., eprocurement, search tools, MS Office suite) Understands and engages strategic sourcing principles Understands fundamentals of contract law, contracting authority, workingwith counsel Organizational Agility Planning Priority settingProfessional Position LevelSupplierStrategicDiversityProcurementManager /Specialist /CommodityManager /Manager /Category Lead Senior ManagerAdministratorAnalystProcurementProcurement Assistant (nonexempt )AnalystBuyerBuyer Self-Development Communication Conflict Resolution Customer Focus Negotiating Valuing Diversity Action Oriented Creativity Drive for Results (drives accountability, responsibility & ownership) Problem Solving Process Management Risk Management Strategic Agility Building Effective Teams Change Agent Decision Making Developing Others Hiring & Staffing (HRM skills including recruitment strategy, onboarding,succession planning) Integrity & Trust Ethics & Values Lead OthersDrive ResultsBuild RelationshipsIncrease PerformanceFunctional/Technical Skills 2013 NAEPDo not reproduce or distribute without permission from NAEP Created by the Professional Development Committee in 2012 and updated in 2013

NAEP Competency ModelWhat are competencies?Competencies are the skills, behaviors, and attitudes that lead to high performance. 1How can Members use the NAEP Competency Model?Competency models are used throughout the stages of the employee lifecycle.1. Workforce Planning: While identifying the needs of the future, leadership can ensure that competencies alignwith the institution’s strategic goals. Thedesired competencies can be used todetermine which positions are needed anddevelop corresponding job descriptions.2. Recruitment & Selection: Questionsregarding desired competencies can beincorporated into the structured interview.3. Onboarding/Training & Development: Anongoing professional development planshould be created for each individual basedupon competencies for his/her position.Individuals that do not demonstrate adesired competency can receive coaching,mentoring, on-the-job training, outsidetraining, etc. Leadership developmentprograms can be based upon thecompetencies needed of current and futureleaders.4. Performance Management: Individualsshould consistently be observed, evaluated, coached and provided feedback based upon desired competencies.5. Career Planning: The competency model offers guidance for individuals looking to make a vertical or lateralmove.6. Transition: As a transition decision is made, leadership can assess the current competencies of the position anddetermine if changes should be made for the future. The competencies can also assist the individual who istransitioning as he/she makes decisions regarding a new position and/or organization.NOTE: It is recommended that Members align the NAEP competencies with their institution’s mission, vision, values, andstrategic goals.1Source: The Art and Science of Competency Modeling: Best Practices in Developing and Implementing Success Profiles, Korn/Ferry Institute, 2010. 2013 NAEP Do not reproduce or distribute without permission from NAEPThe NAEP Model is based upon NAEP Traits, Knowledge and Skill Set Requirements for Procurement Professionals, developed by NAEP Professional DevelopmentthCommittee, 2012 – 2013. Competencies and key behaviors adapted from Lombardo, M.M., and Eichinger, R.W. (2006). FYI For Your Improvement 4 Edition, A Guidefor Development and Coaching. Lominger International: A Korn/Ferry Company.1

NAEP Competency ModelAbout the ModelEach competency in this model includes a list of key behaviors. The key behaviors are examples of observable actionsthat demonstrate an individual is using this competency.The following competencies are expected to be demonstrated by procurement professionals within the following levelsand positions.Entry-Level - an individual just beginning a purchasing career who may have one to three years of purchasingexperience. Positions that may be included in this level: Procurement Assistant (non-exempt) Procurement Analyst BuyerMid-Level - more advanced procurement professional with five to eight years of experience in purchasing. Positionsthat may be included in this level: Buyer Procurement Analyst Pcard Administrator Procurement Systems Manager Senior Buyer Commodity Manager Supplier Diversity Manager Category Lead Strategic Procurement Specialist/ManagerAdvanced - experienced procurement professional with more than eight years of experience in purchasing and/ormanagement responsibility. Positions that may be included in this level: Associate Director Assistant Director Director Assistant Vice President Vice President Chief Procurement Officer 2013 NAEPDo not reproduce or distribute without permission from NAEPThe NAEP Model is based upon NAEP Traits, Knowledge and Skill Set Requirements for Procurement Professionals, developed by NAEP Professional DevelopmentthCommittee, 2012 – 2013. Competencies and key behaviors adapted from Lombardo, M.M., and Eichinger, R.W. (2006). FYI For Your Improvement 4 Edition, A Guidefor Development and Coaching. Lominger International: A Korn/Ferry Company.2

NAEP Competency ModelCompetency WheelThis competency wheel is based upon the University of Florida’s Competency Model. 2013 NAEPDo not reproduce or distribute without permission from NAEPThe NAEP Model is based upon NAEP Traits, Knowledge and Skill Set Requirements for Procurement Professionals, developed by NAEP Professional DevelopmentthCommittee, 2012 – 2013. Competencies and key behaviors adapted from Lombardo, M.M., and Eichinger, R.W. (2006). FYI For Your Improvement 4 Edition, A Guidefor Development and Coaching. Lominger International: A Korn/Ferry Company.3

NAEP Competency ModelCompetencies and Key Behaviors – Increase PerformanceCompetencyKey BehaviorsoEthics and ValuesooooHas the functional and technical knowledge and skills to do the job at a highlevel of accomplishment that includes: Ability to explain value concepts, e.g., Total Cost of Ownership (TCO) Best Practices knowledge Commodity knowledge and technical expertise Promotes sustainability in the institution’s processes and systems Supplier relationship management skills Technology skills (e.g., eprocurement, search tools, MS Office suite) Understands and engages strategic sourcing principles Understands fundamentals of contract law, elements of a contract,and contracting authority and working with counselooInterdisciplinary knowledgeFacilitates collaboration across the institution; Understands and navigatespolitical landscapeKnowledgeable about how organizations workKnows how to get things done both through formal channels and theinformal networkUnderstands the origin and reasoning beyond key policies, practices, andproceduresUnderstands the culture of the organizationAccurately scopes out length and difficulty of tasks and projectsSets objectives and goalsBreaks down work into the process stepsDevelops schedules and task/people assignmentsAnticipates and adjusts for problems and roadblocksMeasures performance against goalsEvaluates resultsSpends his/her time and the time of others on what is importantQuickly zeros in on the critical few and puts the trivial many asideCan quickly sense what will help or hinder accomplishing goalsEliminates roadblocksCreates focusIs personally committed to and actively works to continuously improvehim/herselfUnderstands that different situations and levels may call for different skillsand approachesWorks to deploy strengthsWorks on compensating for weakness and limitationsFunctional/Technical SkillsOrganizational AgilityoooPlanningPriority settingSelf-Developmentooooooooooooooooo 2013 NAEPAdheres to an appropriate (for the setting) and effective set of core valuesand beliefs during both good and bad timesActs in line with those valuesRewards the right values and disapproves of othersPractices what he/she preachesDo not reproduce or distribute without permission from NAEPThe NAEP Model is based upon NAEP Traits, Knowledge and Skill Set Requirements for Procurement Professionals, developed by NAEP Professional DevelopmentthCommittee, 2012 – 2013. Competencies and key behaviors adapted from Lombardo, M.M., and Eichinger, R.W. (2006). FYI For Your Improvement 4 Edition, A Guidefor Development and Coaching. Lominger International: A Korn/Ferry Company.4

NAEP Competency ModelCompetencies and Key Behaviors – Build RelationshipsCompetencyKey BehaviorsooIs effective in a variety of formal presentation settings: one on‐one, smalland large groups, with peers, direct reports, and bossesIs effective both inside and outside the organization, on both cool data andhot and controversial topicsHandles controversial topics diplomatically/tactfullyCommands attentions and can manage group process during thepresentationCan change tactics midstream when something isn’t workingIs able to write clearly and succinctly in a variety of communication settingsand stylesCan get messages across that have the desired effectPractices attentive and active listeningoooooSteps up to conflicts, seeing them as opportunitiesReads situation quicklyGood at listeningCan hammer out tough agreements and settle disputes equitablyCan find common ground and get cooperation with minimum noiseoIs dedicated to meeting the expectations and requirements of internal andexternal customersGets first hand customer information and uses it for improvements inproducts and servicesActs with customer in mindEstablishes and maintains effective relationships with customers and gainstheir trust and respectooCommunicationooooConflict ResolutionoCustomer FocusooooooooNegotiatingoValuing Diversity 2013 NAEPooooCan negotiate skillfully in tough situations with both internal and externalgroupsCan settle differences with minimum noiseCan win concessions without damaging relationshipsCan be both direct and forceful as well as diplomaticGains trust quickly of other parties to the negotiationsHas a good sense of timingDeals effectively with all races, nationalities, cultures, disabilities, ages, andboth sexesSupports equal and fair treatment and opportunity for allBuilds relationships and provides opportunities with diverse vendorsManages all kinds and classes of people equitablySeeks and encourages diversity in staffing at all levels of the organizationDo not reproduce or distribute without permission from NAEPThe NAEP Model is based upon NAEP Traits, Knowledge and Skill Set Requirements for Procurement Professionals, developed by NAEP Professional DevelopmentthCommittee, 2012 – 2013. Competencies and key behaviors adapted from Lombardo, M.M., and Eichinger, R.W. (2006). FYI For Your Improvement 4 Edition, A Guidefor Development and Coaching. Lominger International: A Korn/Ferry Company.5

NAEP Competency ModelCompetencies and Key Behaviors – Drive ResultsCompetencyKey BehaviorsooEnjoys working hardIs action oriented and full of energy for the things he/she sees aschallengingNot fearful of acting with a minimum of planningSeizes more opportunities than othersCreativityoooComes up with a lot of new and unique ideasEasily makes connections among previously unrelated notionsTends to be seen as original and value added in brainstorming settingsDrive for Results (drivesaccountability, responsibility, andownership)ooooCan be counted on to exceed goals successfullyIs constantly and consistently one of the top performersVery bottom‐line orientedSteadfastly pushes self and other for resultsoooooUses rigorous logic and methods to solve difficult problems with effectivesolutionsProbes all fruitful sources for answersCan see hidden problemsIs excellent at honest analysisLooks beyond the obvious and doesn’t stop at the first answersProcess ManagementoooooooGood at figuring out the processes necessary to get things doneKnows how to organize people and activitiesUnderstands how to separate and combine tasks into efficient work flowsKnows what to measure and how to measure itCan see opportunities for synergy and integration where others can’tCan simplify complex processesGets more out of fewer resourcesRisk ManagementooooForesees risks and allows for contingencies when planningIdentifies and analyzes risk and its impactDevelops and implements strategies for risk mitigationTracks risk and communicates to all necessary individualsoooooSees ahead clearlyCan anticipate future consequences and trends accuratelyHas broad knowledge and perspectiveIs future orientedCan articulately paint credible pictures and visions of possibilities andlikelihoodsCan create competitive and breakthrough strategies and plansooAction OrientedProblem SolvingStrategic Agilityo 2013 NAEPDo not reproduce or distribute without permission from NAEPThe NAEP Model is based upon NAEP Traits, Knowledge and Skill Set Requirements for Procurement Professionals, developed by NAEP Professional DevelopmentthCommittee, 2012 – 2013. Competencies and key behaviors adapted from Lombardo, M.M., and Eichinger, R.W. (2006). FYI For Your Improvement 4 Edition, A Guidefor Development and Coaching. Lominger International: A Korn/Ferry Company.6

NAEP Competency ModelCompetencies and Key Behaviors – Lead OthersCompetencyKey BehaviorsBuilding Effective TeamsoooooooBlends people into teams when neededCreates strong morale and spirit in his/her teamShares wins and successesFosters open dialogueLets people finish and be responsible for their workDefines success in terms of the whole teamCreates a feeling of belonging in the teamChange AgentoooooCan effectively cope with changeCan shift gears comfortablyCommunicates vision and need for changeImplements change initiativesServes as a personal model of changeoMakes good decisions based upon a mixture of analysis, wisdom,experience, and judgmentMakes decisions in a timely manner, sometimes with incompleteinformation and under tight deadlines and pressureMost of his/her solutions and suggestions turn out to be correct andaccurate when judged over timeSought out by others for advice and solutionsoDecision MakingoooooMentoring skillsProvides challenging and stretching tasks and assignmentsHolds frequent development discussionsIs aware of each person’s career goalsConstructs compelling development plans and executes themEncourages people to accept developmental moves and seek professionaldevelopment opportunitiesWill take on those who need help and further developmentCooperates with the developmental system in the organizationIs a people builderHiring & Staffing (HRM skillsincluding recruiting, onboarding, &succession planning)ooooHas a nose for talentHires the best people available from inside or outsideIs not afraid of selecting strong peopleAssembles talented staffsIntegrity & TrustooooooIs widely trustedSeen as a direct, truthful individualCan present the unvarnished truth in an appropriate and helpful mannerKeeps confidencesAdmits mistakesDoesn’t misrepresent him/herself for personal gainDeveloping Others 2013 NAEPooooooDo not reproduce or distribute without permission from NAEPThe NAEP Model is based upon NAEP Traits, Knowledge and Skill Set Requirements for Procurement Professionals, developed by NAEP Professional DevelopmentthCommittee, 2012 – 2013. Competencies and key behaviors adapted from Lombardo, M.M., and Eichinger, R.W. (2006). FYI For Your Improvement 4 Edition, A Guidefor Development and Coaching. Lominger International: A Korn/Ferry Company.7

Lominger International: A Korn/Ferry Company. 4 . NAEP Competency Model . Competencies and Key Behaviors – Build Relationships . Competency Key Behaviors Communication. o Is effective in a variety of formal presentation settings: one on-one, small a

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