Julie Brill, Office of Personnel Management, OPM, Developing Leaders: Changing of the Guard, Blackboard Federal Strategies Workshop 04/10/13

1. Developing Leaders:
Changing of the Guard

2. Changing Federal Executive Workforce
• Slightly more than one-third of SES are
eligible for retirement within one year
• About 50 % of SES are eligible for
retirement within three years
• Three-fifths (60%) of SES are eligible for
retirement within five years
• Close to 600 SES retired in 2012
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3. Changing Federal Executive Workforce
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4. OPM’s Employee Viewpoint Survey (EVS)
EVS Items EVS 2012 Private
Sector 2012
Overall, how good a job do you 68% 76%
feel is being done by your
immediate supervisor/team
leader?
How satisfied are you with your 52% 58%
involvement in decisions that
affect your work?
How satisfied are you with the 48% 65%
information you receive from
management on what’s going on
in your organization?
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5. Federal Supervisory Training
Framework
• Outlines mandatory and recommended
training for aspiring leaders and new
supervisors
• The framework incorporates training
mandated by 5 CFR 412
• The framework also includes key training
recommendations for supervisors from
other Governmentwide initiatives and laws
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6. Federal Supervisory Training
• Framework
5 CFR 412 also requires new supervisors to receive:
• Initial supervisory training within one year of the new supervisor’s
appointment,
• and
• Retraining in all areas at least once every three years
• Agencies must also provide training when employees make critical
career transitions
• Supervisory training must reach beyond the requirements in 5 CFR
412
• Agencies may find online solutions for some of the areas indicated
on the framework in their learning management systems
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8. Federal Managerial Training Framework
• Managers, as defined by OPM, direct the work of an organizational
unit, are held accountable for the success of specific line or staff
functions, monitor and evaluate the progress of the organization
toward meeting goals, and make adjustments in workplace
objectives, work plans, schedules, and commitment of resources.
• Managers, who typically supervise first-line supervisors, require a
different skill set than supervisors.
• Agency mission success is dependent on managers’ ability to
effectively manage people and programs
• Unfortunately managers are often hired for their technical
proficiency, rather than their skills to manage people (MSPB)
• OPM is working in partnership with the CLO Council to develop a
comprehensive framework to address the key technical and
leadership competencies
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9. Executive Core Qualifications (ECQs)
• “Executive Qualifications” is the term used in statute [U.S.C. 3393]
to describe the qualifications required of all agency selectees for
the SES
• Qualifications must be certified by a QRB for all initial career
appointments to the SES
• These qualifications are in addition to specific professional or
technical qualifications agencies establish for individual jobs
• OPM has defined executive qualifications in terms of five
meta-leadership competencies associated with SES-level jobs:
• Leading change
• Leading people
• Results driven
• Business acumen
• Building coalitions
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10. EXECUTIVE CORE QUALIFICATIONS
(ECQs)
Leading Change Leading People Results Driven Business Acumen Building Coalitions
Definitions
This core qualification involves the ability This core qualification involves the This core qualification involves This core qualification This core qualification involves
to bring about strategic change, both ability to lead people toward meeting the ability to meet organizational involves the ability to the ability to build coalitions
within and outside the organization, to the organization's vision, mission, and goals and customer expectations. manage human, financial, internally and with other
meet organizational goals. Inherent to this goals. Inherent to this ECQ is the Inherent to this ECQ is the ability and information resources Federal agencies, State and
ECQ is the ability to establish an ability to provide an inclusive to make decisions that produce strategically. local governments, nonprofit
organizational vision and to implement it in workplace that fosters the high-quality results by applying and private sector
a continuously changing environment. development of others, facilitates technical knowledge, analyzing organizations, foreign
cooperation and teamwork, and problems, and calculating risks. governments, or international
supports constructive resolution of organizations to achieve
conflicts. common goals.
Competencies
• Creativity and Innovation • Conflict Management • Accountability • Financial Management • Partnering
• External Awareness • Leveraging Diversity • Customer Service • Human Capital • Political Savvy
Management
• Flexibility • Developing Others • Decisiveness • Influencing/ Negotiating
• Technology Management
• Resilience • Team Building • Entrepreneurship
• Strategic Thinking • Problem Solving
• Vision • Technical Credibility
Fundamental Competencies: These competencies are the foundation for success in each of the ECQs.
Fundamental Competencies: These competencies are the foundation for success in each of the ECQs.
•• Interpersonal Skills
Interpersonal Skills •• Oral Communication
Oral Communication •• Continual Learning
Continual Learning
•• Written Communication
Written Communication •• Integrity/Honesty
Integrity/Honesty •• Public Service Motivation 10
Public Service Motivation

11. Succession Planning
• Barriers
• Manager’s Role
• 70-20-10 Rule of Development
• Qualified Candidates Pool
• Balance Individual Development with
Collaboration

12. Best Practices
• Guide to Executive Development
http://chcoc.gov/Transmittals/Attachments/trans5241.pdf
• Research study with George Mason
University
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13. OPM Tools
• Online courses
• HR University and OPM’s Training and
Development Wiki
http://www.opm.gov/wiki/training/Index.aspx
• Case study and classroom-based course
on Collaboration
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