Human Resources Management Competency Model and Parenthetical-Specific Competency Models

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT Washington, DC 20415 May 02, 2024 The Director Memorandum for Chief Human Capital Officers From: Kiran A. Ahuja Director Subject: Human Resources Management Competency Model and Parenthetical-Specific Competency Models

The U.S. Office of Personnel Management (OPM) is releasing the Human Resources (HR) Management Competency Model, for all GS-0201 series positions, as well as the Parenthetical-specific competency models for select HR specialty areas. This issuance will impact over 40,000 Human Resources Specialists governmentwide in the Human Resources Management series and various HR specialty areas. Since 2001, the Government Accountability Office (GAO) has designated strategic human capital management as a government-wide high-risk area in part because of the need to address current and emerging skills gaps that are undermining agencies’ abilities to meet their missions. This effort also informs skills-based hiring efforts governmentwide. With the support of the Chief Human Capital Officers Council and the OPM Human Resources (HR) Capabilities Executive Steering Committee, OPM conducted a governmentwide study to update the Human Resources Management, GS-0201 series competencies to address skills gaps and enhance skills for the Human Resources Management occupation governmentwide. The issuance of these competency models also supports the President’s Management Agenda Strategic Goal 4.3 to “Build a modernized Federal HR workforce able to provide credible, effective support to agencies” with OPM’s milestone to “Release updated HR competency model with technical competencies for multiple HR specialty areas to help close gaps and enhance skills for building HR capabilities government-wide.” In addition, this issuance aligns with OPM Strategic Objective 1.3 to “Build the skills of the Federal workforce through hiring and training. By FY 2026, increase the Government-wide percentage of respondents who agree that their work unit has the job relevant knowledge and skills necessary to accomplish organizational goals.”

2 The governmentwide study resulted in updating the key competencies for all human resources management work, as well as identifying the key competencies for select specialty areas (e.g., classification, employee benefits) within human resources management work, as outlined in OPM’s Job Family Position Classification Standard for Administrative Work in the Human Resources Group, GS-0200. Federal employees who perform, or supervise others who perform, human resources management work participated in the Human Resources Management Job Analysis Survey. The data collected from an environmental scan, focus groups, and surveys painted a comprehensive picture of human resources management work across the Federal government and was used to validate the Human Resources Management Competency Model and Parenthetical-specific competency models. The attached Human Resources Management Competency Model and Parentheticalspecific competency models may be used in agency efforts such as workforce planning, training and development, performance management, recruitment, and selection. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. OPM will continue to support agency efforts through the implementation of the guidance in this issuance. If you have any questions regarding the competency models, please contact April Davis, Director of Classification and Assessment Policy at competency@opm.gov. Attachment: Human Resources Management Competency Model and ParentheticalSpecific Competency Models (see below) Cc: Deputy Chief Human Capital Officers and Human Resources Directors

Human Resources Management Competency Model and Parenthetical Specific Competency Models Fiscal Year 2023 MAY 2024

Table of Contents Overview ................................................................................................................. 4 Background Information ....................................................................................... 4 Document Structure .............................................................................................. 5 Human Resources Management Competency Model Results ...................................... 6 Human Resources Management Competency List................................................... 6 Human Resources Management General Competencies by Grade ............................ 8 Human Resources Management Technical Competencies by Grade ....................... 10 Human Resources Management Competency Importance Rankings ...................... 11 Human Resources Management General Competency Definitions ......................... 13 Human Resources Management Technical Competency Definitions ...................... 17 Recruitment & Placement Competency Model Results .............................................. 18 Recruitment & Placement Competency List .......................................................... 18 Recruitment & Placement Technical Competencies by Grade ................................ 19 Recruitment & Placement Competency Importance Rankings ............................... 21 Recruitment & Placement Technical Competency Definitions ............................... 22 Classification Competency Model Results ................................................................ 24 Classification Competency List ............................................................................ 24 Classification Technical Competencies by Grade................................................... 25 Classification Competency Importance Rankings.................................................. 26 Classification Technical Competency Definitions .................................................. 27 Employee Relations Competency Model Results ....................................................... 29 Employee Relations Competency List ................................................................... 29 Employee Relations Technical Competencies by Grade ......................................... 30 Employee Relations Competency Importance Rankings ........................................ 31 Employee Relations Technical Competency Definitions ........................................ 32 Labor Relations Competency Model Results ............................................................. 34 Labor Relations Competency List ......................................................................... 34 Labor Relations Technical Competencies by Grade ............................................... 35 2

Labor Relations Competency Importance Rankings .............................................. 36 Labor Relations Technical Competency Definitions .............................................. 37 Performance Management Competency Model Results ............................................ 38 Performance Management Competency List ........................................................ 38 Performance Management Technical Competencies by Grade ............................... 39 Performance Management Competency Importance Rankings .............................. 40 Performance Management Technical Competency Definitions .............................. 41 Human Resource Development Competency Model Results...................................... 42 Human Resource Development Competency List .................................................. 42 Human Resource Development Technical Competencies by Grade ........................ 43 Human Resource Development Competency Importance Rankings ....................... 44 Human Resource Development Technical Competency Definitions ....................... 45 Information Systems Competency Model Results ..................................................... 46 Information Systems Competency List ................................................................. 46 Information Systems Technical Competencies by Grade ....................................... 47 Information Systems Competency Importance Rankings....................................... 48 Information Systems Technical Competency Definitions ....................................... 49 Compensation Competency Model Results............................................................... 50 Compensation Competency List ........................................................................... 50 Compensation Technical Competencies by Grade ................................................. 51 Compensation Competency Importance Rankings ................................................ 52 Compensation Technical Competency Definitions ................................................ 53 Employee Benefits Competency Model Results ........................................................ 54 Employee Benefits Competency List .................................................................... 54 Employee Benefits Technical Competencies by Grade ........................................... 55 Employee Benefits Competency Importance Rankings .......................................... 56 Employee Benefits Technical Competency Definitions .......................................... 57

Overview This document contains the U.S. Office of Personnel Management (OPM) Human Resources Management Competency Model, which pertains to all GS-0201 series positions, and Parenthetical-specific competency models, which pertain to select specialty areas (e.g., classification, employee benefits) within human resources management work.

Background Information Since 2001, the Government Accountability Office (GAO) has designated strategic human capital management as a government-wide high-risk area in part because of the need to address current and emerging skills gaps that are undermining agencies’ abilities to meet their missions. With the support of the Chief Human Capital Officers Council and the OPM Human Resources (HR) Capabilities Executive Steering Committee, OPM conducted a governmentwide study to update the Human Resources Management, GS-0201 series competencies to address skills gaps and enhance skills for the Human Resources Management occupation governmentwide. The issuance of these competency models also supports the President’s Management Agenda Strategic Goal 4.3 to “Build a modernized Federal HR workforce able to provide credible, effective support to agencies” with OPM’s milestone to “Release updated HR competency model with technical competencies for multiple HR specialty areas to help close gaps and enhance skills for building HR capabilities government-wide.” In addition, this issuance also aligns with OPM Strategic Objective 1.3 to “Build the skills of the Federal workforce through hiring and training. By FY 2026, increase the Government-wide percentage of respondents who agree that their work unit has the job relevant knowledge and skills necessary to accomplish organizational goals.” The governmentwide study resulted in updating the key competencies for all human resources management work, as well as identifying the key competencies for select specialty areas (e.g., classification, employee benefits) within human resources management work, as outlined in OPM’s Job Family Position Classification Standard for Administrative Work in the Human Resources Group, GS-0200. Federal employees who perform, or supervise others who perform, human resources management work participated in the Human Resources Management Job Analysis Survey. The data collected from an environmental scan, focus groups, and surveys painted a comprehensive picture of human resources management work across the Federal government and was used to validate the Human Resources Management Competency Model and Parenthetical-specific competency models. 4

The below Human Resources Management Competency Model and Parentheticalspecific competency models impact over 40,000 HR Federal employees and may be used in such agency efforts as workforce planning, training and development, performance management, recruitment, and selection. Document Structure The sections to follow present a competency model for each of the following areas of human resources management work: • Human Resources Management (pertaining to all GS-0201 positions) • Recruitment & Placement • Classification • Employee Relations • Labor Relations • Performance Management • Human Resource Development • Information Systems • Compensation • Employee Benefits Each model contains: • Competency lists • Competency by grade tables, where appropriate for employee selection • Competency importance rankings • Competency definitions Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Human Resources Management Competency Model Results The Human Resources Management Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Human Resources Management Competency List The table below lists the general and technical competencies found to be important for performing all human resources management work. General Competencies Technical Competencies

• Accountability • Attention to Detail • Client Engagement/Change Management • Computer Skills • Confidentiality • Conflict Management • Continual Learning • Creative Thinking • Creativity and Innovation • Customer Service • Decision Making • Digital Collaboration • Education and Training • Flexibility • Human Capital Management • Influencing/Negotiating • Information Management • Integrity/Honesty • Interpersonal Skills • Learning • Leveraging Diversity • Oral Communication • Organizational Awareness • Partnering • Planning and Evaluating • Problem Solving • Project Management • Reading • Reasoning • Self-Management • Strategic Thinking • Stress Tolerance • Supporting Diversity • Teaching Others • Compliance • Data Analysis • Equal Employment Opportunity • Human Resources • Legal, Government and Jurisprudence • Research • Workforce Planning General Competencies Technical Competencies • Teamwork • Technical Competence • Writing Human Resources Management General Competencies by Grade The following table lists the general competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for all human resources management work at the grades indicated. Grade 7 Grade 9 Grade 11 Grade 12 Grade 13 Grade 14 Grade 15 • Accountability • Attention to Detail • Computer Skills • Confidentiality • Continual Learning • Customer Service • Decision Making • Flexibility • Information Management • Integrity/Honesty • Interpersonal Skills • Learning • Leveraging Diversity • Oral Communication • Planning and Evaluating • Problem Solving • Reading • Reasoning • Self-Management • Stress Tolerance

• Accountability • Attention to Detail • Computer Skills • Confidentiality • Continual Learning • Customer Service • Decision Making • Digital Collaboration • Flexibility • Information Management • Integrity/Honesty • Interpersonal Skills • Learning • Leveraging Diversity • Oral Communication • Planning and Evaluating • Problem Solving • Reading • Reasoning • Self-Management • Accountability • Attention to Detail • Computer Skills • Confidentiality • Continual Learning • Creative Thinking • Customer Service • Decision Making • Digital Collaboration • Flexibility • Information Management • Integrity/Honesty • Interpersonal Skills • Learning • Leveraging Diversity • Oral Communication • Partnering • Planning and Evaluating • Problem Solving • Accountability • Attention to Detail • Computer Skills • Confidentiality • Conflict Management • Continual Learning • Creative Thinking • Creativity and Innovation • Customer Service • Decision Making • Digital Collaboration • Flexibility • Influencing/ Negotiating • Information Management • Integrity/Honesty • Interpersonal Skills • Learning • Leveraging Diversity • Accountability • Attention to Detail • Client Engagement/ Change Management • Computer Skills • Confidentiality • Conflict Management • Continual Learning • Creative Thinking • Creativity and Innovation • Customer Service • Decision Making • Digital Collaboration • Education and Training • Flexibility • Influencing/ Negotiating • Information Management

• Accountability • Attention to Detail • Client Engagement/ Change Management • Computer Skills • Confidentiality • Conflict Management • Continual Learning • Creative Thinking • Creativity and Innovation • Customer Service • Decision Making • Digital Collaboration • Education and Training • Flexibility • Human Capital Management • Influencing/ Negotiating • Accountability • Attention to Detail • Client Engagement/ Change Management • Computer Skills • Confidentiality • Conflict Management • Continual Learning • Creative Thinking • Creativity and Innovation • Customer Service • Decision Making • Digital Collaboration • Flexibility • Human Capital Management • Influencing/ Negotiating • Information Management Grade 7 Grade 9 Grade 11 Grade 12 Grade 13 Grade 14 Grade 15 • Supporting Diversity • Teamwork • Writing • Stress Tolerance • Supporting Diversity • Teaching Others • Teamwork • Technical Competence • Writing • Reading • Reasoning • Self-Management • Stress Tolerance • Supporting Diversity • Teaching Others • Teamwork • Technical Competence • Writing • Oral Communication • Partnering • Planning and Evaluating • Problem Solving • Reading • Reasoning • Self-Management • Strategic Thinking • Stress Tolerance • Supporting Diversity • Teaching Others • Teamwork • Technical Competence • Writing • Integrity/Honesty • Interpersonal Skills • Learning • Leveraging Diversity • Oral Communication • Organizational Awareness • Partnering • Planning and Evaluating • Problem Solving • Project Management • Reading • Reasoning • Self-Management • Strategic Thinking • Stress Tolerance • Supporting Diversity • Teaching Others • Teamwork • Technical Competence • Writing

• Information Management • Integrity/Honesty • Interpersonal Skills • Learning • Leveraging Diversity • Oral Communication • Organizational Awareness • Partnering • Planning and Evaluating • Problem Solving • Project Management • Reading • Reasoning • Self-Management • Strategic Thinking • Stress Tolerance • Supporting Diversity • Teaching Others • Teamwork • Technical Competence • Writing • Integrity/Honesty • Interpersonal Skills • Learning • Leveraging Diversity • Oral Communication • Organizational Awareness • Partnering • Planning and Evaluating • Problem Solving • Project Management • Reading • Reasoning • Self-Management • Strategic Thinking • Stress Tolerance • Supporting Diversity • Teaching Others • Teamwork • Technical Competence • Writing Human Resources Management Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for all human resources management work at the grades indicated. Note that while the competency “Workforce Planning” is identified as important for performing all human resources management work, it was not confirmed as appropriate for selection governmentwide at any grade level indicated. In addition, no competencies were confirmed as appropriate for selection governmentwide at the grade 7 level. Grade 7 Grade 9 Grade 11 Grade 12 Grade 13 Grade 14 Grade 15 • No competencies • Human Resources • Human Resources • Compliance • Human Resources • Compliance • Data Analysis • Equal Employment Opportunity • Human Resources • Legal, Government and Jurisprudence • Research • Compliance • Data Analysis • Equal Employment Opportunity • Human Resources • Legal, Government and Jurisprudence • Research

• Compliance • Data Analysis • Equal Employment Opportunity • Human Resources • Legal, Government and Jurisprudence were confirmed as appropriate for selection Human Resources Management Competency Importance Rankings The table below presents the rank order of the competencies for all human resources management work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Note: Cells designated with NR stands for Not Ranked. Integrity/Honesty Current Importance 1 Future Importance 1 Confidentiality Customer Service Attention to Detail Interpersonal Skills Accountability Teamwork Oral Communication Reading Self-Management Technical Competence Computer Skills Decision Making Writing Problem Solving Reasoning Human Resources Stress Tolerance Flexibility Supporting Diversity Compliance Learning Planning and Evaluating Continual Learning Organizational Awareness Leveraging Diversity Partnering Teaching Others Information Management Creative Thinking Client Engagement/Change Management Conflict Management Competencies Equal Employment Opportunity Current Importance 33 Future Importance 37 Influencing/Negotiating Creativity and Innovation Strategic Thinking Digital Collaboration Data Analysis Education and Training Legal, Government and Jurisprudence Research NR Project Management NR Human Capital Management NR Workforce Planning NR Competencies

Human Resources Management General Competency Definitions This section presents definitions for the general competencies found within the Human Resources Management Competency Model. Accountability - Holds self and others accountable for measurable high-quality, timely, and cost-effective results. Determines objectives, sets priorities, and delegates work. Accepts responsibility for mistakes. Complies with established control systems and rules. Attention to Detail - Is thorough when performing work and conscientious about attending to detail. Client Engagement/Change Management Knowledge of the impact of change on people, processes, procedures, leadership, and organizational culture; knowledge of change management principles, strategies, and techniques required for effectively planning, implementing, and evaluating change in the organization. Computer Skills - Uses computers, software applications, databases, and automated systems to accomplish work. constructive manner to minimize negative personal impact. Continual Learning - Assesses and recognizes own strengths and weaknesses; pursues self-development. Creative Thinking - Uses imagination to develop new insights into situations and applies innovative solutions to problems; designs new methods where established methods and procedures are inapplicable or are unavailable. Creativity and Innovation - Introduces new insights; questions conventional approaches and encourages innovative ideas; designs and considers new or cutting-edge programs/processes. Customer Service - Works with clients and customers (that is, any individuals who use or receive the services or products that your work unit produces, including the general public, individuals who work in the agency, Confidentiality - Respect and adhere to

other agencies, or organizations outside the ethical principles regarding data protection Government) to assess their needs, provide and confidentiality, while using sound information or assistance, resolve their judgment and maintaining accountability problems, or satisfy their expectations; regarding any information (documents, knows about available products and conversations, agency action, etc.) obtained as part of the professional activity. services; is committed to providing quality products and services. Conflict Management - Manages and Decision Making - Makes sound, well- resolves conflicts, grievances, informed, and objective decisions; confrontations, or disagreements in a perceives the impact and implications of decisions; commits to action, even in uncertain situations, to accomplish information or information management organizational goals; causes change. systems. Digital Collaboration - Uses digital tools, Integrity/Honesty - Contributes to technologies, or social media for maintaining the integrity of the communication, knowledge sharing, and organization; displays high standards of collaborative processes; works with others ethical conduct and understands the impact to construct and create resources and of violating these standards on an knowledge, or provide services, in a digital organization, self, and others; is environment. trustworthy. Education and Training - Knowledge of Interpersonal Skills - Shows teaching, training, research, making understanding, friendliness, courtesy, tact, presentations, lecturing, testing, and other instructional methods. empathy, concern, and politeness to others;

Flexibility - Is open to change and new information; adapts behavior or work methods in response to new information, changing conditions, or unexpected obstacles; effectively deals with ambiguity. Human Capital 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. develops and maintains effective relationships with others; may include effectively dealing with individuals who are difficult, hostile, or distressed; relates well to people from varied backgrounds and different situations; is sensitive to cultural diversity, race, gender, disabilities, and other individual differences. Learning - Uses efficient learning techniques to acquire and apply new knowledge and skills; uses training, feedback, or other opportunities for selflearning and development. Manages a multi-sector workforce and a Leveraging Diversity - Fosters an inclusive variety of work situations. workplace where diversity and individual Influencing/Negotiating - Persuades others to accept recommendations, cooperate, or change their behavior; works with others differences are valued and leveraged to achieve the vision and mission of the organization. towards an agreement; negotiates to find Oral Communication - Expresses mutually acceptable solutions. information (for example, ideas or facts) to Information Management - Identifies a need for and knows where or how to gather information; organizes and maintains individuals or groups effectively, considering the audience and nature of the information (for example, technical, sensitive, controversial); makes clear and convincing oral presentations; listens to

material, rules, regulations, instructions, others, attends to nonverbal cues, and responds appropriately. reports, charts, graphs, or tables; applies Organizational Awareness - Knows the what is learned from written material to specific situations. organization's mission and functions, and Reasoning - Identifies rules, principles, or how its social, political, and technological relationships that explain facts, data, or systems work and operates effectively other information; analyzes information within them; this includes the programs, and makes correct inferences or draws policies, procedures, rules, and regulations accurate conclusions. of the organization. Self-Management - Sets well-defined and Partnering - Develops networks and builds realistic personal goals; displays a high alliances; collaborates across boundaries to level of initiative, effort, and commitment build strategic relationships and achieve towards completing assignments in a common goals. timely manner; works with minimal Planning and Evaluating - Organizes work, supervision; is motivated to achieve; demonstrates responsible behavior. sets priorities, and determines resource requirements; determines short- or long- Strategic Thinking - Formulates objectives term goals and strategies to achieve them; and priorities, and implements plans coordinates with other organizations or consistent with the long-term interests of parts of the organization to accomplish the organization in a global environment. goals; monitors progress and evaluates Capitalizes on opportunities and manages outcomes. risks. Problem Solving - Identifies problems; Stress Tolerance - Deals calmly and determines accuracy and relevance of effectively with high stress situations (for information; uses sound judgment to example, tight deadlines, hostile

generate and evaluate alternatives, and to individuals, emergency situations, make recommendations. dangerous situations). Project Management - Knowledge of the Supporting Diversity - Maintains an open principles, methods, or tools for mind regarding different ideas, opinions, developing, scheduling, coordinating, and values, and beliefs; recognizes own managing projects and resources, including worldview and understands its influence on monitoring and inspecting costs, work, and contractor performance. interactions with others; incorporates a Reading - Understands and interprets written material, including technical variety of viewpoints to help accomplish work goals; contributes to an inclusive work environment with equal treatment of individuals across all demographic (for example, race, gender) and social (for example, culture) groups. Teaching Others - Helps others learn through formal or informal methods; identifies training needs; provides constructive feedback; coaches others on how to perform tasks; acts as a mentor. Teamwork - Encourages and facilitates cooperation, pride, trust, and group identity; fosters commitment and team spirit; works with others to achieve goals. Technical Competence - Uses knowledge that is acquired through formal training or extensive on-the-job experience to perform one's job; works with, understands, and evaluates technical information related to the job; advises others on technical issues. Writing - Recognizes or uses correct English grammar, punctuation, and spelling; communicates information (for example, facts, ideas, or messages) in a succinct and organized manner; produces written information, which may include technical material that is appropriate for the intended audience.

Human Resources Management Technical Competency Definitions This section presents definitions for the technical competencies found within the Human Resources Management Competency Model. Compliance - Knowledge of procedures for executive orders, agency rules, government assessing, evaluating, and monitoring organization and functions, and the programs or projects for compliance with democratic political process. Federal laws, regulations, and guidance. Research - Knowledge of the scientific Data Analysis - Knowledge of the principles, methods, and processes used to principles, methods, and processes used to conduct a systematic and objective inquiry; analyze data and datasets, including including study design, collection, analysis, investigating trends or anomalies, and interpretation of data; and the establishing relationships, and identifying reporting of results. patterns. Workforce Planning - Knowledge of HR Equal Employment Opportunity - concepts, principles, and practices related Knowledge of laws, rules, regulations, to determining workload projections and concepts, principles, and practices related current and future competency gaps to to equal employment opportunity to ensure align human capital with organizational employers do not discriminate against goals.

employees and job applicants based upon certain characteristics, such as age, race, color, creed, sex, religion, and disability. Human Resources - Knowledge of human resources concepts, principles, and practices related to human resources disciplines (for example, information systems, classification, compensation, recruitment and placement, employee benefits, employee development, performance management, employee relations, labor relations). Legal, Government and Jurisprudence Knowledge of laws, legal codes, court procedures, precedents, legal practices and documents, government regulations, Recruitment & Placement Competency Model Results The Recruitment & Placement Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Recruitment & Placement Competency List The table below lists the technical competencies found to be important for performing recruitment and placement work. Technical Competencies • Agency Staffing Policies and Procedures • Application Processing • Assessment Methods and Tools • Category Rating • Certification and Selection • Compensation • Hiring Authorities • Hiring Process Management • Job Analysis • Merit System Accountability • Public Notice/Job Opportunity Announcements • Qualifications Determinations • Recruitment/Placement • Strategic Recruitment • Technical Documentation • Veterans' Preference • Workforce Reshaping

Recruitment & Placement Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for recruitment and placement work at the grades indicated. In addition, no competencies were confirmed as appropriate for selection governmentwide at the grade 7 level. Grade 7 No competencies were confirmed as appropriate for selection. Grade 9 Grade 11 Grade 12 Grade 13 Grade 14 Grade 15 • Agency Staffing Policies and Procedures • Application Processing • Assessment Methods and Tools • Certification and Selection • Hiring Authorities • Hiring Process Management • Public Notice/Job Opportunity Announcements • Qualifications Determinations • Recruitment/ Placement • Veterans' Preference • Agency Staffing Policies and Procedures • Application Processing • Assessment Methods and Tools • Certification and Selection • Hiring Authorities • Hiring Process Management • Job Analysis • Merit System Accountability • Public Notice/Job Opportunity Announcements • Qualifications Determinations • Recruitment/ Placement • Veterans' Preference • Agency Staffing Policies and Procedures • Application Processing • Assessment Methods and Tools • Category Rating • Certification and Selection • Compensation • Hiring Authorities • Hiring Process Management • Job Analysis • Merit System Accountability • Public Notice/Job Opportunity Announcements • Qualifications Determinations • Recruitment/ Placement

• Agency Staffing Policies and Procedures • Application Processing • Assessment Methods and Tools • Category Rating • Certification and Selection • Compensation • Hiring Authorities • Hiring Process Management • Job Analysis • Merit System Accountability • Public Notice/Job Opportunity Announcements • Qualifications Determinations • Recruitment/ Placement • Agency Staffing Policies and Procedures • Application Processing • Assessment Methods and Tools • Category Rating • Certification and Selection • Classification • Compensation • Hiring Authorities • Hiring Process Management • Job Analysis • Merit System Accountability • Public Notice/Job Opportunity Announcements • Qualifications Determinations • Agency Staffing Policies and Procedures • Application Processing • Assessment Methods and Tools • Category Rating • Certification and Selection • Compensation • Hiring Authorities • Hiring Process Management • Job Analysis • Merit System Accountability • Public Notice/Job Opportunity Announcements • Qualifications Determinations • Recruitment/ Placement Grade 7 Grade 9 Grade 11 Grade 12 Grade 13 Grade 14 Grade 15 • Strategic Recruitment • Technical Documentation • Veterans' Preference • Strategic Recruitment • Technical Documentation • Veterans' Preference • Recruitment/ Placement • Strategic Recruitment • Technical Documentation • Veterans' Preference • Workforce Reshaping • Strategic Recruitment • Technical Documentation • Veterans' Preference • Workforce Reshaping

Recruitment & Placement Competency Importance Rankings The table below presents the rank order of the competencies for recruitment and placement work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Note: Cells designated with NR stands for Not Ranked. Competencies Agency Staffing Policies and Procedures Hiring Authorities Current Importance 1 Future Importance 1 Qualifications Determinations Veterans' Preference Recruitment/Placement Application Processing Certification and Selection Hiring Process Management Assessment Methods and Tools Public Notice/Job Opportunity Announcements Category Rating Job Analysis Merit System Accountability Strategic Recruitment Technical Documentation Compensation Workforce Reshaping NR Recruitment & Placement Technical Competency Definitions This section presents definitions for the technical competencies found within the Recruitment & Placement Competency Model. Agency Staffing Policies and Procedures - certificate of eligibles, including Knowledge of the agency-specific policies interdisciplinary positions, dual and procedures involved in merit certification, documenting actions on a promotion and delegated examining certificate, objection or pass over operations, for example, category rating, procedures for preference eligibles, and application processing, and lost employment consideration. reconsideration. Compensation - Knowledge of Application Processing - Knowledge of compensation concepts, principles, and rules governing the acceptance and practices, including pay and leave processing of applications and resumes, administration and compensation including application requirements, flexibilities. applicant eligibility for filing late applications, and applicant notification procedures.

Hiring Authorities - Knowledge of the laws, rules, requirements, and application of the Competitive Service, the Excepted Service, Assessment Methods and Tools - and the Senior Executive Service; including Knowledge of the principles, methods, and the use of special appointing authorities, professional guidelines for assessing job for example, veterans' recruitment applicants; including types of assessment appointment (VRA) and direct hire tools and the criteria (e.g., validity, legality, authorities. practicality) for evaluating assessment methods. Hiring Process Management - Knowledge of the principles, procedures, and steps Category Rating - Knowledge of the laws, that make up the Federal Hiring Process, regulations, and procedures for using including roles, responsibilities, category rating in the hiring process, to timeframes, and resources. include category requirements, placement of candidates into quality categories, merging categories, and agency-specific category rating policies. Job Analysis - Knowledge of the principles, methods, and tools for gathering, analyzing, and using information about the content, context, and requirements of a job, Certification and Selection - Knowledge of including procedures to document the the laws, regulations, and agency-specific relationship between the tasks performed procedures governing the creation of the on the job and the competencies/KSAs developing a recruitment strategy, required to perform the tasks. including outreach efforts, agency Merit System Accountability - Knowledge of the reporting and accountability branding, publicizing vacancies, and identifying applicant pools. requirements for staffing, recruitment, Technical Documentation - Knowledge of placement, and delegated examining procedures for developing technical and

functions to include workload reports, case operational support documentation. file reconstruction, and annual internal audit requirements. Veterans' Preference - Knowledge of the laws and regulations regarding Veterans' Public Notice/Job Opportunity Preference, Veterans' Preference eligibility, Announcements - Knowledge of the laws, Veterans' Preference categories, required regulations, and agency policies regarding proof of preference status, and how to public notice of vacancies; knowledge of credit preference in the hiring process. the techniques for creating effective job opportunity announcements. Workforce Reshaping - Knowledge of the principles, procedures, and practices Qualifications Determinations - related to workforce reshaping efforts, Knowledge of the requirements for including reorganization, management determining applicant qualifications, directed reassignments, furlough, transfer including the use of selective placement of function, and reduction in force. factors and quality ranking factors; knowledge of how to apply qualification standards when reviewing applications to credit experience, education, and other credentials. Recruitment/Placement - Knowledge of HR concepts, principles, and practices related to identifying, attracting, and selecting individuals and placing them into positions to address changing organizational needs; knowledge of applicable law governing such concepts, principles, and practices. Strategic Recruitment - Knowledge of the principles, practices, and techniques for

Classification Competency Model Results The Classification Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Classification Competency List The table below lists the technical competencies found to be important for performing classification work. Technical Competencies • Agency Classification Policies and Procedures • Classification • Classification Appeals • Classification Reviews • Fair Labor Standards Act • Federal Classification Systems • Job Analysis • Organizational Design/Position Management • Qualifications Determinations • Recruitment/Placement • Technical Documentation Classification Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for classification work at the grades indicated. Note the competency “Job Analysis” was not confirmed as appropriate for selection governmentwide at grade 13. Grade 9 Grade 11 Grade 12 Grade 13 Grade 14 • Federal Classification Systems • Job Analysis • Organizational Design/Position Management • Agency Classification Policies and Procedures • Classification • Classification Reviews • Fair Labor Standards Act • Federal Classification Systems • Job Analysis • Organizational Design/Position Management • Qualifications Determinations • Recruitment/Placement • Technical Documentation

• Agency Classification Policies and Procedures • Classification • Classification Reviews • Fair Labor Standards Act • Federal Classification Systems • Job Analysis • Organizational Design/Position Management • Technical Documentation • Agency Classification Policies and Procedures • Classification • Classification Appeals • Classification Reviews • Fair Labor Standards Act • Federal Classification Systems • Organizational Design/Position Management • Technical Documentation • Agency Classification Policies and Procedures • Classification • Classification Appeals • Classification Reviews • Fair Labor Standards Act • Federal Classification Systems • Job Analysis • Organizational Design/Position Management • Technical Documentation Classification Competency Importance Rankings The table below presents the rank order of the competencies for classification work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Competencies Current Importance Future Importance Classification Agency Classification Policies and Procedures Federal Classification Systems Classification Reviews Fair Labor Standards Act Organizational Design/Position Management Technical Documentation Job Analysis Classification Appeals

Classification Technical Competency Definitions This section presents definitions for the technical competencies found within the Classification Competency Model. Agency Classification Policies and Procedures Knowledge of the agencyspecific policies and procedures used to carry out the agency's position classification program, including delegations of authority, position management, and consistency reviews. Classification - Knowledge of classification concepts, principles, and practices related to structuring organizations and positions and determining the appropriate pay system, occupational grouping, series, title, and pay level of positions. Classification Appeals - Knowledge of the principles and procedures that govern the classification appeals program including the steps to be followed by the Office of Personnel Management (OPM), agencies, and employees when submitting position classification appeals. Classification Reviews - Knowledge of the principles and practices used to review organizational positions to apply classification standards, complete desk audits, conduct consistency reviews, create, or update position descriptions, and determine the appropriate pay plan, series, title, and grade. Fair Labor Standards Act - Knowledge of the laws and regulations of the Fair Labor Standards Act (FLSA), including the principles used to determine the

designation of positions as exempt or nonexempt. Federal Classification Systems Knowledge of the laws and regulations governing the three primary Federal classification systems (General Schedule, Federal Wage System, Senior Executive Service), including the classification method (e.g., factor-based and narrative) used to evaluate positions under each system. Job Analysis - Knowledge of the principles, methods, and tools for gathering, analyzing, and using information about the content, context, and requirements of a job, including procedures to document the relationship between the tasks performed on the job and the competencies/KSAs required to perform the tasks. Organizational Design/Position Management - Knowledge of the principles, practices, and methods for structuring organizations in a manner that optimizes strategic alignment, efficiency, productivity, fiscal responsibility, and organizational effectiveness. Qualifications Determinations Knowledge of the requirements for determining applicant qualifications, including the use of selective placement factors and quality ranking factors; knowledge of how to apply qualification standards when reviewing applications to credit experience, education, and other credentials. Recruitment/Placement - Knowledge of HR concepts, principles, and practices related to identifying, attracting, and selecting individuals and placing them into positions to address changing organizational needs; knowledge of applicable law governing such concepts, principles, and practices. Technical Documentation - Knowledge of procedures for developing technical and operational support documentation (for example, case files or evaluations, classification advisories).

Employee Relations Competency Model Results The Employee Relations Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Employee Relations Competency List The table below lists the technical competencies found to be important for performing employee relations work. Technical Competencies • Disciplinary and Adverse Actions • Dispute Resolution • Employee Relations • Grievances and Appeals • Labor Relations • Labor Relations Statutory Processes • Leave Administration • Legal Research • Performance Management • Work-Life Programs Employee Relations Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for employee relations work at the grades indicated. Grade 11 Grade 12 Grade 13 Grade 14 • Disciplinary and Adverse Actions • Employee Relations • Grievances and Appeals • Leave Administration • Legal Research • Performance Management • Disciplinary and Adverse Actions • Dispute Resolution • Employee Relations • Grievances and Appeals • Labor Relations • Labor Relations Statutory Processes • Leave Administration • Legal Research • Performance Management • Work-Life Programs • Disciplinary and Adverse Actions • Dispute Resolution • Employee Relations • Grievances and Appeals • Labor Relations • Leave Administration • Legal Research • Performance Management • Disciplinary and Adverse Actions • Employee Relations • Grievances and Appeals • Legal Research • Performance Management

Employee Relations Competency Importance Rankings The table below presents the rank order of the competencies for employee relations work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Note: Cells designated with NR stands for Not Ranked. Competencies Current Importance Future Importance Employee Relations Disciplinary and Adverse Actions Grievances and Appeals Leave Administration Performance Management Legal Research Labor Relations Dispute Resolution Work-Life Programs Labor Relations Statutory Processes NR Employee Relations Technical Competency Definitions This section presents definitions for the technical competencies found within the Employee Relations Competency Model. Disciplinary and Adverse Actions - Labor Relations Statutory Processes - Knowledge of laws, rules, regulations, Knowledge of the regulations that govern concepts, principles, practices, and processes before the Federal Labor contract provisions related to formal and Relations Authority, Federal Service informal discipline including Douglas Impasses Panel, and Federal Mediation and Factors analysis, just cause analysis, and Conciliation Services (for example, alternative discipline. representation cases, unfair labor Dispute Resolution - Knowledge of processes used to resolve disputes between parties, including traditional and practices, negotiability appeals, exceptions to arbitration decisions, impasse procedures). alternative dispute resolution techniques Leave Administration - Knowledge of laws (for example, negotiation, mediation, fact and regulations that govern the finding, collaboration, ombudsman, administration of leave policies and settlement agreements, third party programs for employees. processes). Legal Research - Knowledge of methods

Employee Relations - Knowledge of laws, and sources (for example, United States rules, regulations, case law, principles, and Code, Code of Federal Regulations, Federal practices related to disciplinary and Register, LexisNexis, Westlaw, cyberFEDS, adverse actions, leave administration, Merit Systems Protection Board website, performance management, and dispute Federal Labor Relations Authority website, resolution. and Comptroller General website) to Grievances and Appeals - Knowledge of procedures for negotiated and conduct legal research and find relevant authorities. administrative grievances, appeal rights, Performance Management - Knowledge of and arbitration. performance management concepts, Labor Relations - Knowledge of laws, rules, regulations, case law, principles, and practices related to negotiating and principles, and practices related to planning, monitoring, developing, rating, and rewarding employee performance. administering labor agreements and Work-Life Programs - Knowledge of laws, disputes. rules, regulations, case law, principles, and practices related to work-life programs (for example, telework, alternative work schedules, employee engagement, employee assistance program, wellness program).

Labor Relations Competency Model Results The Labor Relations Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Labor Relations Competency List The table below lists the technical competencies found to be important for performing labor relations work. Technical Competencies • Collective Bargaining • Disciplinary and Adverse Actions • Dispute Resolution • Employee Relations • Grievances and Appeals • Labor Relations • Labor Relations Statutory Processes • Leave Administration • Legal Research • Performance Management Labor Relations Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for labor relations work at the grades indicated. Grade 12 Grade 13 Grade 14 • Collective Bargaining • Disciplinary and Adverse Actions • Employee Relations • Grievances and Appeals • Labor Relations • Labor Relations Statutory Processes • Legal Research • Collective Bargaining • Disciplinary and Adverse Actions • Dispute Resolution • Employee Relations • Grievances and Appeals • Labor Relations • Labor Relations Statutory Processes • Leave Administration • Legal Research • Performance Management • Collective Bargaining • Disciplinary and Adverse Actions • Dispute Resolution • Employee Relations • Grievances and Appeals • Labor Relations • Labor Relations Statutory Processes • Legal Research

Labor Relations Competency Importance Rankings The table below presents the rank order of the competencies for labor relations work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Competencies Current Importance Future Importance Labor Relations Grievances and Appeals Collective Bargaining Disciplinary and Adverse Actions Employee Relations Labor Relations Statutory Processes Legal Research Dispute Resolution Leave Administration Performance Management Labor Relations Technical Competency Definitions This section presents definitions for the technical competencies found within the Labor Relations Competency Model. Collective Bargaining - Knowledge of the practices related to negotiating and negotiation process between an agency and administering labor agreements and the exclusive representative of employees disputes. to consult and bargain in good faith aimed at reaching agreement. Labor Relations Statutory Processes - Disciplinary and Adverse Actions - processes before the Federal Labor Knowledge of laws, rules, regulations, Relations Authority, Federal Service concepts, principles, practices, and Impasses Panel, and Federal Mediation and contract provisions related to formal and Conciliation Services (for example, informal discipline including Douglas representation cases, unfair labor Factors analysis, just cause analysis, and practices, negotiability appeals, exceptions alternative discipline. to arbitration decisions, impasse procedures). Dispute Resolution - Knowledge of Knowledge of the regulations that govern processes used to resolve disputes between Leave Administration -Knowledge of laws parties, including traditional and and regulations that govern the alternative dispute resolution techniques

administration of leave policies and (for example, negotiation, mediation, fact programs for employees. finding, collaboration, ombudsman, settlement agreements, third party processes). Legal Research - Knowledge of methods and sources (for example, United States Code, Code of Federal Regulations, Federal Employee Relations - Knowledge of laws, Register, LexisNexis, Westlaw, cyberFEDS, rules, regulations, case law, principles, and Merit Systems Protection Board website, practices related to disciplinary and Federal Labor Relations Authority website, adverse actions, leave administration, and Comptroller General website) to performance management, and dispute resolution. conduct legal research and find relevant authorities. Grievances and Appeals - Knowledge of Performance Management - Knowledge of procedures for negotiated and performance management concepts, administrative grievances, appeal rights, principles, and practices related to and arbitration. planning, monitoring, developing, rating, and rewarding employee performance. Labor Relations - Knowledge of laws, rules, regulations, case law, principles, and

Performance Management Competency Model Results The Performance Management Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Performance Management Competency List The table below lists the technical competencies found to be important for performing performance management work. Technical Competencies • Dispute Resolution • Employee Relations • Leave Administration • Performance Management • Recognition and Awards • Work-Life Programs Performance Management Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for performance management work at the grades indicated. Grade 11 Grade 12 Grade 13 Grade 14 • Employee Relations • Performance Management • Dispute Resolution • Employee Relations • Leave Administration • Performance Management • Recognition and Awards • Work-Life Programs • Employee Relations • Performance Management • Recognition and Awards • Work-Life Programs • Performance Management • Recognition and Awards Performance Management Competency Importance Rankings The table below presents the rank order of the competencies for performance management work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Note: Cells designated with NR stands for Not Ranked. Competencies Current Importance Future Importance Performance Management Recognition and Awards Employee Relations Work-Life Programs NR

Performance Management Technical Competency Definitions This section presents definitions for the technical competencies found within the Performance Management Competency Model. Dispute Resolution - Knowledge of example, telework, alternative work processes used to resolve disputes between schedules, employee engagement, parties, including traditional and employee assistance program, wellness alternative dispute resolution techniques program). (for example, negotiation, mediation, fact finding, collaboration, ombudsman, settlement agreements, third party processes). Employee Relations - Knowledge of laws, rules, regulations, case law, principles, and practices related to disciplinary and adverse actions, leave administration, performance management, and dispute resolution. Leave Administration - Knowledge of laws and regulations that govern the administration of leave policies and programs for employees. Performance Management - Knowledge of performance management concepts, principles, and practices related to planning, monitoring, developing, rating, and rewarding employee performance. Recognition and Awards - Knowledge of creating, managing, or adapting formal pay and awards programs to recognize individual and group employee performance, accomplishments, and milestones. Work-Life Programs - Knowledge of laws, rules, regulations, case law, principles, and practices related to work-life programs (for

Human Resource Development Competency Model Results The Human Resource Development Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Human Resource Development Competency List The table below lists the technical competencies found to be important for performing human resource development work. Technical Competencies • Adult Learning • Employee Development • Instructional Design • Learning Evaluation • Learning Technology Human Resource Development Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for human resource development work at the grades indicated. Note no competencies were confirmed as appropriate for selection governmentwide at the grade 14 level. Grade 9 Grade 11 Grade 12 Grade 13 Grade 14 • Adult Learning • Employee Development • Instructional Design • Learning Evaluation • Learning Technology • Employee Development • Adult Learning • Employee Development • Learning Technology • Adult Learning • Employee Development • Learning Evaluation • No competencies were confirmed as appropriate for selection Human Resource Development Competency Importance Rankings The table below presents the rank order of the competencies for human resource development work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Competencies Current Importance Future Importance Employee Development Adult Learning Learning Evaluation

Learning Technology Instructional Design Human Resource Development Technical Competency Definitions This section presents definitions for the technical competencies found within the Human Resource Development Competency Model. Adult Learning - Knowledge of how adults acquire and use knowledge, skills, attitudes; Understands individual differences in learning. Employee Development - Knowledge of employee development concepts, principles, and practices related to planning, evaluating, and administering training, organizational development, and career development initiatives. Instructional Design - Knowledge of current and innovative adult learning and instructional design principles and techniques to create effective learning activities. Learning Evaluation - Knowledge of methods used to assess the outcomes of a learning program to determine its effectiveness in meeting the needs of the individual and goals of the organization. Learning Technology - Knowledge of new and emerging learning technologies and their applications to a specific learning opportunity or challenge.

Information Systems Competency Model Results The Information Systems Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Information Systems Competency List The table below lists the technical competencies found to be important for performing information systems work. Technical Competencies • Customer Requirements • Data Management • Evaluation/Improvement • HR Information Systems • HR Information Systems Support • Information Security • Report/Query Writing • System Maintenance Information Systems Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for information systems work at the grades indicated. Note that while the competencies “Data Management” and “System Maintenance” are identified as important for performing information systems work, neither was confirmed as appropriate for selection governmentwide at the grade levels indicated. Grade 12 Grade 13 Grade 14 • Customer Requirements • HR Information Systems • HR Information Systems Support • Customer Requirements • Evaluation/Improvement • HR Information Systems • HR Information Systems Support • Information Security • Report/Query Writing • Customer Requirements • HR Information Systems • HR Information Systems Support

Information Systems Competency Importance Rankings The table below presents the rank order of the competencies for information systems work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Competencies Current Importance Future Importance HR Information Systems Customer Requirements HR Information Systems Support Information Security Data Management Evaluation/Improvement Report/Query Writing System Maintenance Information Systems Technical Competency Definitions This section presents definitions for the technical competencies found within the Information Systems Competency Model. Customer Requirements - Knowledge of scheduled activities; or recommending relevant customer organizations, solutions or alternate methods to meet operations, and stakeholders, including requirements. how to translate requirements to provide appropriate output or response to meet customer needs. Information Security - Knowledge of security laws, regulations, policies, standards, and systems/access controls and Data Management - Knowledge of the techniques. Ensures the confidentiality, principles, procedures, and tools of data integrity, availability, reliability, and non- management, such as modeling techniques, repudiation of the organization’s data backup, data recovery, data information contained in and transmitted dictionaries, data warehousing, data from systems and networks. mining, data archiving, data disposal, and data standardization processes. Report/Query Writing - Knowledge of principles and methods used to write, Evaluation/ Improvement - Knowledge of maintain, and support a variety of reports process improvement strategies, metrics, or queries using appropriate reporting tools methodologies, and/or benchmarks for

and languages, to develop standard tabular assessing performance against intended and graphic reports for ongoing customer outcomes. needs. HR Information Systems - Knowledge of System Maintenance - Knowledge of methods and practices related to system maintenance, including review, identifying and analyzing HR processes, testing and implementation of HRIS system and translating business requirements into upgrades or patches, and application of systems requirements (for example, upgrade or fixes. developing, delivering, acquiring, and maintaining HR information systems and/or analytics. HR Information Systems Support Knowledge of methods and practices used to provide outreach and support related to HRIS, to include researching and resolving customer or HRIS issues; performing Compensation Competency Model Results The Compensation Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Compensation Competency List The table below lists the technical competencies found to be important for performing compensation work. Technical Competencies • Compensation • Leave Administration • Pay Administration Compensation Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for compensation work at the grades indicated. Grade 12 Grade 13 Grade 14 • Compensation • Pay Administration • Compensation • Leave Administration • Pay Administration • Compensation • Leave Administration • Pay Administration

Compensation Competency Importance Rankings The table below presents the rank order of the competencies for compensation work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Competencies Current Importance Future Importance Compensation Pay Administration Leave Administration Compensation Technical Competency Definitions This section presents definitions for the technical competencies found within the Compensation Competency Model. Compensation - Knowledge of compensation concepts, principles, and practices, including pay and leave administration and compensation flexibilities. Leave Administration - Knowledge of laws and regulations that govern the administration of leave policies and programs for employees. Pay Administration - Knowledge of pay administration concepts, principles, policies, and practices relating to pay setting, pay systems, pay flexibilities, premium pay, and other pay administration regulations. Employee Benefits Competency Model Results The Employee Benefits Competency Model results tables are listed within this section. Through job analysis (5 CFR § 300.103), agencies must determine the applicability of these competencies to positions within your agency. Please refer to OPM’s Delegated Examining Operations Handbook for more information on conducting a job analysis. Employee Benefits Competency List The table below lists the technical competencies found to be important for performing employee benefits work. Technical Competencies Employee Benefits

Employee Benefits Technical Competencies by Grade The following table lists the technical competencies that have been confirmed as appropriate for employee selection on a governmentwide basis for employee benefits work at the grades indicated. Grade 9 Employee Benefits Grade 11 Employee Benefits Grade 12 Employee Benefits Grade 13 Employee Benefits Employee Benefits Competency Importance Rankings The table below presents the rank order of the competencies for employee benefits work on current importance, based on supervisor and employee ratings, and future importance in three years, based on supervisor ratings. Competencies Current Importance Future Importance Employee Benefits Employee Benefits Technical Competency Definitions This section presents definitions for the technical competencies found within the Employee Benefits Competency Model. Employee Benefits - Knowledge of HR concepts, principles, and practices related to retirement, insurance, injury compensation, and other employee benefits programs. U.S. Office of Personnel Management Workforce Policy and Innovation (WPI) 1900 E Street NW, Washington DC 20415 OPM.gov Human Resources Management Competency Model and Parenthetical Specific Competency Models Fiscal Year 2023 WPI-03604-05/2024