Leadership Competency Self Assessment
USDA Virtual UniversitySchool of TalentManagementLeadership EssentialsCertificate ProgramLeadership CompetencySelf AssessmentBuilding Blocks forWorkforce DevelopmentBased onOPM CompetenciesUpdated: March 2013
What is a Competency?A competency is the integration of one’s knowledge, skills, abilities and attributes in order to perform effectivelyon the job. Competencies are observable and measurable behaviors, which are critical to successful individualand agency performance. Competencies applied through behaviors help to ensure organizational/missioncritical results and outcomes.The 10 foundational leadership competencies for all employees form the foundation upon which leadershipsuccess is built. Knowledge, skill and ability in each of these ten competencies are the basis on which to buildsuccess as a leader.Each of the five organizational leadership levels builds upon the foundation. Even though an upward progressionof employee levels is shown, the progression of leadership development is not always linear. Leadershipcompetencies displayed for each organizational leadership level in this chart are situational, and are not cast instone.As times change, our mission will require that the organization make changes too. The competencies leadersneed now may not be the same competencies that leaders will need in the future. The Competency Chart mayneed to be updated as organizational changes evolve in the future.This self-assessment is designed to educate leaders at the All Employees and Team Leader levels regarding thecompetencies required for their success. For the leader who has reached their target level, a competency selfassessment can be useful to help identify strengths and areas for improvement for the purpose of continuouslearning. Also, supervisors can use the self assessment as a tool for coaching and mentoring their aspiringsubordinates.Leadership Competency Self Assessment DirectionsDIRECTIONS: Use the definitions and proficiency levels for a self assessment.1. Determine your current employee level, using the Competency Chart and Leadership Journey on the next2.3.4.5.6.7.8.page.Review your current job description to identify leadership competencies required.Using the fill able assessment for your employee level, check the box next to your perceived proficiency.If you are interested in a higher employee level you may assess your competency proficiency for that level aswell.Choose 2-3 of the competencies you wish to develop.Share the self assessment with your supervisor if you wish or have them rate your proficiency on a blank set.Research the types of learning experiences, courses, or programs that you would like to participate in. Usethe Employee and Leadership Development catalog as a resource. Be sure to check for online (Aglearn)Skillsoft courses that specifically address competencies.Document on your IDP.Please note that the assessment does not provide a basis for acceptable level competencies. Your perceivedlevel may be different than your supervisor. Use this as an opportunity to discuss your development andleadership skill gaps.This assessment and all competencies are based on OPM competency definitions and proficiency levels.
Competency Chart and Leadership JourneyUSDA Competency Chart andEmployee LevelEmployee LevelResponsibility/RoleManaging ProgramsManagerIndividuals in managementpositions who typically superviseone or more supervisorsCompetenciesCreativity and InnovationPartneringPolitical SavvyTechnology ManagementManaging PeopleSupervisorFirst line supervisors who do notsupervise other supervisors;typically are responsible foremployees’ performance appraisalsDeveloping OthersFinancial ManagementHuman Resources ManagementLeveraging Diversity
SUPERVISORDeveloping Others - Develops the ability of others to perform and contribute to the organization byproviding ongoing feedback and by providing opportunities to learn through formal and informalmethods.Proficiency LevelLevel 5ExpertProficiency Level DefinitionProficiency Level IllustrationsApplies the competency inexceptionally difficult situationsDesigns and implements opportunities for careerdevelopment in anticipation of agencyrestructuring, including mentoring staff andServes as a key resource and advises providing trainingothersDirects working group to design trainingprograms focused on skills necessary for meetingstrategic goalsDesigns, implements, and communicatesleadership development opportunities for staff atall levels in the organizationLevel 4AdvancedApplies the competency inconsiderably difficult situationsRecommends details and developmentalassignments to staff based on career interestsand work unit needsGenerally requires little or no guidance Recognizes staff potential and guides employeesin developing skills by recommendingappropriate training and sources of informationWorks with staff to develop individualdevelopment plans addressing employee needsand meeting organizational goalsLevel 3IntermediateApplies the competency in difficultsituationsRequires frequent guidanceAssesses staff and provides timely and consistentfeedback regarding technical proficiency andeffectivenessProvides constructive feedback, guidance, andreinforcement to employees regarding jobperformanceWorks with staff to identify work goals andcreate individual development plansEvaluates training programs to ensure contentmeets staff needsLevel 2BasicApplies the competency in somewhat Encourages employees to participate indifficult situationsmentoring programs and other learningopportunitiesRequires frequent guidancePairs new staff with seasoned employees tofacilitate understanding of the position andorganizationProvides orientation to new employeesLevel 1AwarenessApplies the competency in thesimplest situationsProvides developmental feedback to staff on jobperformanceRequires close and extensive guidance Involves staff in developing project goals andtimelinesCheck
SUPERVISORFinancial Management - Understands the organization's financial processes. Prepares, justifies, andadministers the program budget. Oversees procurement and contracting to achieve desired results.Monitors expenditures and uses cost-benefit thinking to set priorities.Proficiency LevelLevel 5ExpertProficiency Level DefinitionApplies the competency inexceptionally difficult situationsProficiency Level IllustrationsDesigns and implements an agency-wide financialmanagement system to meet organizationalobjectivesServes as a key resource and advisesDevelops agency-wide financial procurementothersprocedures and policiesLevel 4AdvancedApplies the competency inconsiderably difficult situationsAudits major acquisitions having agency-wideimpact, presents findings, and recommendscorrective actionsDevelops and implements new procurementsystem to support agency program within timeand budgetary constraintsGenerally requires little or no guidance Ensures financial commitments and deadlines aremet by facilitating and assessing processes,situations, and issues and takes corrective action,as neededConsiders implications of financial decisions andsuggests methods for meeting needs of staff andthe organization overallLevel 3IntermediateApplies the competency in difficultsituationsConducts research to determine resource needsand guides the procurement process to acquireresourcesRequires frequent guidanceConducts a cost-benefit analysis to developsound financial plans with programmatic impactFollows established guidelines and procedures toensure approval of funding for key initiativesPrepares and monitors office's annual operatingbudgetLevel 2BasicApplies the competency in somewhat Justifies requested budget allocation todifficult situationsmanagement in relation to program objectivesRequires frequent guidanceLevel 1AwarenessApplies the competency in thesimplest situationsAllocates program budget across multipleprojectsEnsures inventory accounting is accurate andcompleteRequires close and extensive guidance Monitors income and expenditures for projectsCheck
SUPERVISORHuman Resource Management - Builds and manages workforce based on organizational goals,budget considerations, and staffing needs. Ensures that employees are appropriately recruited,selected, appraised, and rewarded; takes action to address performance problems. Manages amulti-sector workforce and a variety of work situations.Proficiency LevelLevel 5ExpertProficiency Level DefinitionProficiency Level IllustrationsApplies the competency inexceptionally difficult situationsRedesigns organizational structure to provideimproved service to customers by consideringorganizational goals, timeframes for achievingServes as a key resource and advises goals, and staff responsibilitiesothersCreates new agency-wide human capitalprograms and activities to meet strategicobjectivesLeads task force to analyze agency-wide staffingneeds and develops strategy to addressrecruitment needsDevelops new agency-wide incentive program toretain employees with technical expertiseLevel 4AdvancedApplies the competency inconsiderably difficult situationsDevelops rewards system to recognize the impactof employee contributions to the organizationIdentifies creative strategies to recruit employeeswiththe required skills and qualifications, despiteGenerally requires little or no guidancehaving limited resourcesIdentifies mission critical occupations andassociated competencies needed to performorganizational functionsLevel 3IntermediateApplies the competency in difficultsituationsRequires frequent guidanceReviews and updates position descriptions andperformance plansExplains restructuring plan to staff and addressesconcernsRecognizes employee contributions by rewardingemployees publiclyLevel 2BasicApplies the competency in somewhat Recognizes and addresses deficiencies of humandifficult situationsresources processes or toolsRequires frequent guidanceProvides positive feedback to high-performingstaff and rewards exceptional performanceConsiders impact of personnel decisions oncurrent staffLevel 1AwarenessApplies the competency in thesimplest situationsMakes personnel decisions based uponpromotion criteria and position requirementsRequires close and extensive guidance Utilizes peer recognition process to recognizeemployeesMeets with employees to set performance goalsHosts employee appreciation dinner for staffCheck
SUPERVISORLeveraging Diversity - Fosters an inclusive workplace where diversity and individual differences arevalued and leveraged to achieve the vision and mission of the organization.Proficiency LevelLevel 5ExpertProficiency Level DefinitionApplies the competency inexceptionally difficult situationsProficiency Level IllustrationsCreates a diverse and inclusive environment aftera major reorganization which brings togetherdifferent cultures, ideas, and experiencesServes as a key resource and advisesIdentifies creative approaches for targetedothersrecruiting to develop a representative workforcethat benefits from diverse strengthsLevel 4AdvancedApplies the competency inconsiderably difficult situationsBuilds a diverse staff with a variety of skills whofunction effectively to accomplish the mission ofthe organizationGenerally requires little or no guidance Develops a creative initiative focused onrecognizing the various dimensions of diversity toencourage inclusiveness in the workplaceLevel 3IntermediateLevel 2BasicLevel 1AwarenessApplies the competency in difficultsituationsRecognizes and utilizes skills of staff with diversebackgrounds to benefit the organization, clients,and coworkersRequires frequent guidanceAddresses and corrects the use of inappropriatelanguage or actions which deride diversityApplies the competency in somewhat Adheres to EEO policies, goals, objectives, anddifficult situationsphilosophies of valuing diversity in performingeveryday duties and responsibilitiesRequires frequent guidanceBuilds teams leveraging diverse capabilities ofstaffApplies the competency in thesimplest situationsAttends diversity programs to increase staffawarenessRequires close and extensive guidance Meets with staff to obtain input on diversityissues within workgroupCheck
MANAGERCreativity and Innovation - Develops new insights into situations; questions conventionalapproaches; encourages new ideas and innovations; designs and implements new or cutting edgeprograms/processes.Proficiency LevelLevel 5ExpertProficiency Level DefinitionApplies the competency inexceptionally difficult situationsProficiency Level IllustrationsDevises new methods, procedures, andapproaches having agency-wide impactServes as a key resource and advises Develops new performance management systemothersaligned with agency vision to measure staffperformanceDevelops, introduces, defends, and gains supportfor a new approach impacting the budget processagency-wideLevel 4AdvancedApplies the competency inconsiderably difficult situationsCreates new methods for planning, designing,and carrying out program objectivesOrganizes and leads cross-divisional work groupGenerally requires little or no guidance in developing creative solutions to addressproblemsCreates new units to streamline functions basedon work flow analysisLevel 3IntermediateApplies the competency in difficultsituationsRequires frequent guidanceCreates a system to redistribute work acrossunits during unexpected situationsSolicits feedback from team members in thecreation of new agency initiatives and servicesDisplays creativity by deviating from traditionalmethods in developing new proceduresLevel 2BasicReevaluates current procedures and suggestsimprovements to ensure an effective,streamlined processApplies the competency in somewhat Creates a new quality control system to monitordifficult situationsunit processesRequires frequent guidanceLevel 1AwarenessApplies the competency in thesimplest situationsRequires close and extensive guidanceUses cutting-edge ideas to develop business unitservicesWorks with coworkers to coordinate a projectusing a creative processRecognizes creativity in work unitConsiders innovative ideas generated by othersCheck
MANAGERPartnering -Develops networks and builds alliances; collaborates across boundaries to buildstrategic relationships and achieve common goals.Proficiency LevelLevel 5ExpertLevel 4AdvancedProficiency Level DefinitionProficiency Level IllustrationsApplies the competency inexceptionally difficult situationsDevelops, publicizes, and garners support forprograms and policies by meeting with keyofficials, executives, unions, employees, andServes as a key resource and advises other interested partiesothersPartners with key officials from various officesand agencies to develop strategic goalsApplies the competency inconsiderably difficult situationsCollaborates with headquarters, regional offices,and key stakeholders to implement newinitiativesGenerally requires little or no guidance Partners with various parties by sharinginformation and resources across multiple levelsto establish new programsLevel 3IntermediateApplies the competency in difficultsituationsBuilds consensus with partners by consideringinput and promoting trust between variouspartiesRequires frequent guidanceGains support from key leaders and staff withinthe organization to ensure support for workobjectives and team initiativesCoordinates with partners regarding newstrategies to ensure consistent communicationwith agenciesLevel 2BasicApplies the competency in somewhat Considers stakeholder input when developingstrategies to ensure mutually-agreeabledifficult situationsinitiativesRequires frequent guidanceCoordinates with various agencies to plan andconduct annual eventsCoordinates across and within organizations todetermine required resources to support goalsWorks with a team of managers or employeesacross agencies to address mutual issues andconcernsLevel 1AwarenessApplies the competency in thesimplest situationsMeets regularly with peers and supervisors toidentify recurring issuesRequires close and extensive guidance Develops and maintains network of stakeholdersfor collection and sharing of informationMeets with staff to discuss plans to implementstrategic goalsCheck
MANAGERPolitical Savvy - Identifies the internal and external politics that impact the work of the organization.Perceives organizational and political reality and acts accordingly.Proficiency LevelLevel 5ExpertProficiency Level DefinitionApplies the competency inexceptionally difficult situationsProficiency Level IllustrationsUnderstands political issues and effectively workswith Congress to receive legislative approvalServes as a key resource and advises Leads reorganization of an agency by meetingwith stakeholders to understand perspectivesothersand reach consensus on organization-wide planResponds to allegations during CongressionalhearingLevel 4AdvancedApplies the competency inconsiderably difficult situationsEnsures staff understands documentation andrequired metrics to analyze political issuesMeets with community leaders to discussGenerally requires little or no guidance political issues and address concernsEstablishes a clear vision for the organization bymeeting with managers agency wide to ensureinitiatives are understoodAddresses controversial political issues byconducting research and considering bestpracticesLevel 3IntermediateApplies the competency in difficultsituationsRequires frequent guidanceLevel 2BasicMeets with key decision makers to ensureapproval of new office space to support anagency manpower increaseApplies the competency in somewhat Addresses political issues that may impactdifficult situationsinternal and external stakeholdersRequires frequent guidanceLevel 1AwarenessEvaluates political implications by consideringdifferent courses of action on a key issueApplies the competency in thesimplest situationsDevelops relationships with new political leadersin the agencyConsiders impact of union when addressingemployee performance expectationsRequires close and extensive guidance Considers staff concerns regarding organizationalchangesCheck
MANAGERTechnology Management - Keeps up-to-date on technological developments. Makes effective useof technology to achieve results. Ensures access to and security of technology systems.Proficiency LevelLevel 5ExpertProficiency Level DefinitionApplies the competency inexceptionally difficult situationsProficiency Level IllustrationsPrioritizes and approves agency investment ininformation technology (IT) applications andsystemsServes as a key resource and advisesIdentifies IT system shortcomings, researchesothersoptions, and advocates a redesign andrestructure of the process to implement newsystemReforms infrastructure and develops innovativeIT business systems by leveraging expert ITknowledge and sharing information with staffLevel 4AdvancedApplies the competency inconsiderably difficult situationsImproves ability of agency to gather and act ondata from stakeholders by using online surveysand related IT toolsGenerally requires little or no guidance Improves agency productivity by expanding theuse of existing IT applications for use by clientsand staffLevel 3IntermediateApplies the competency in difficultsituationsRequires frequent guidanceApplies technical knowledge of IT system toensure access to, and security of, the systemUses IT knowledge to streamline nationwide datacollection processes and increase outputDevelops automated system formulas tocalculate costsManages the implementation of a new electronicprocessing system in the agencyLevel 2BasicApplies the competency in somewhat Works with contractors to implement an ITdifficult situationssystem change to meet requirements of a newlegislative mandateRequires frequent guidanceResearches information technology systems tomeet specific program needsAdapts processes to keep pace with newtechnological developmentsLevel 1AwarenessApplies the competency in thesimplest situationsDetermines specifications for a new technologysystemRequires close and exte
The 10 foundational leadership competencies for all employees form the foundation upon which leadership success is built. Knowledge, skill and ability in each of these ten competencies are the basis on which to build success as a leader. Each of the five organizational leadership levels builds upon the foundation. Even though an upward progression
UNESCO EDUCATION SECTOR 5 Systems thinking competency Anticipatory competency Normative competency Strategic competency Collaboration competency Critical thinking Self-awareness competency Integrated problem-solving competency Promotion of key competencies for sustainability ESD enables all individuals to contribute to achieving the SDGs by equipping them
1 Introduction 1 1.1 Background of the Study 1 1.1.1 Definition and meaning of Competency 2 1.1.2 History and Evolution of Competencies 8 1.1.3 Competencies for Sales Staff 12 1.1.4 The Sales Competency Model 19 1.1.5 ASTD Competency Model 20 1.1.6 Competency Mapping 24 1.1.7 Model of Competency Mapping 27
Leadership competencies are simply leadership skills and behaviors that contribute to superior performance within an organization. By using a competency-based approach to leadership, SWE is preparing to better identify and develop their next generation of leaders. SWE’s Leadership Competency Model was conceived, developed, and launched in .
LEADERSHIP DEVELOPMENT PROJECT COMPETENCY MODEL Kristen Mägis, Ph.D., June 2020 Senior Leadership & Professional Development Consultant 2 University Human Resources INTRODUCTION This document illustrates how the Leadership Development Project courses contribute to the OSU Leadership and Management Competency Model.
Self-Assessment Objectives: After completing the readings and self-assessment, the participant will be able to: Recognize the importance of self-assessment in leadership development; Complete a self-assessment of his/her leadership abilities and behaviors to identify personal, interpersonal, organizati
Core Competency Area 5: Observation and Assessment 43 Core Competency Area 6: Diversity and Dual Language Learners 47 Core Competency Area 7: Family and Community Relationships 50 Core Competency Area 8: Health, Safety, and Nutrition 54 Core Competency Area 9: Professionalism and Ethics 59
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