Core competencies consist of the requisite knowledge, skills and abilities (KSAs) necessary for top performance in each position. The following competencies provide general guidance on what is expected of careerists at each progression level. To the extent possible, careerists at all levels would do well to develop the following skills: Supervisory/Management; Resource Management; Programming/Budgeting; Communication; Policy/Technical; Personnel; and Functional KSA's.
Entry/Intern
Interns are usually recent college graduates who have been hired as part of a formal Intern Training Program. Their core competencies are the same as Entry Level careerists (generally college graduates who have been hired locally).
- Knowledge of the job
- Knowledge of the local command
- Knowledge of the Army
- Knowledge of acquisition
- Knowledge of functional area
- Knowledge of the basic engineering and scientific skills and analytical abilities
- General skills, which include the ability to perform task planning and execution; to manage time and resources; to assimilate data; and to perform in group dynamics. It also includes skill in written and oral communications, as well as interpersonal relations
Team Leader/Journeyman
Team Leader
Journeyman
A. Team Leader
Team leaders are usually responsible for managing day-to-day operations of a particular work unit and carrying out directives from higher management levels. Work is characterized by work unit planning of both a technical and managerial nature. For example, overseeing the work, providing guidance to technical experts, and accomplishing limited budgeting and personnel management functions. Core competencies are:
- Ability to perform basic supervisory responsibilities
- Skill in allocating resources, controlling costs, and maximizing return on investment
- Ability to make risk assessments and make decisions
- Ability to perform technical program planning, direction, and execution
- Knowledge of the materiel acquisition process
- Knowledge of broad-based technology
- Knowledge of Army philosophy, goals, and doctrine
- Ability to apply a comprehensive understanding of DoD, Army, and other government activities, interfaces, and interactions
- Ability to communicate well
- Ability to perform as team leader
- Knowledge of career development
B. Journeyman
Journeymen pursue the technical path and seek to develop specialized technical knowledge in preparation for advancement to the next technical-level position(s). Additionally, journeymen should develop skills to become team leaders. Core competencies are:
- Skill in engineering, scientific, and analytical specialties
- Ability to conduct technical project planning and execution
- Knowledge of basic related specialties
- Knowledge of applicable regulations
- Knowledge of the basic materiel acquisition process
- Skill in staffing procedures
- Knowledge of organizational elements
- Skill in formal briefing techniques
- Ability to write reports
- Knowledge of career development
- Knowledge of contracting
- Knowledge of team leader and supervisory skills and responsibilities
Management/Technical
Beginning at Grade GS-12, careerists select their career goals focusing on either a Management or Technical Track. Both of these tracks include supervisory functions, which constitute their own competencies in the section below.
Supervision
Management
Technical
A. Supervision
Supervisors are responsible for managing day-to-day operations of a particular work unit and carrying out directives from higher management levels. Work is characterized by work unit planning of both a technical and managerial nature, e.g., overseeing the work of and providing guidance to team, leaders. technical experts and accomplishing budgeting and personnel management. Core competencies are:
- Ability to perform supervisory functions
- Ability to lead people
- Skill in allocating resources, controlling costs, and maximizing return on investment
- Ability to make risk assessments and to make decisions
- Ability to perform technical program planning, direction and execution
- Knowledge of the materiel acquisition process
- Knowledge of broad-based technology
- Knowledge of Army philosophy, goals and doctrine
- Ability to apply comprehensive understanding of DoD, Army and other government activities, interfaces, and interactions
B. Management
Managers are careerists with broader, more complex responsibilities than supervisors. Managers manage supervisors, other managers, or are Product/Project/Program managers. Responsibilities may be similar to a supervisor, but generally involve coordinating work of several subunits and dealing with longer- range issues. Core competencies are:
- Skill in managing an organization
- Ability to establish organizational goals, priorities, and investment strategies
- Skill in policy and decision making under uncertainty
- Ability in technical program formulation
- Knowledge of the materiel acquisition process
- Knowledge of broad-based technology
- In-depth understanding of and the ability to contribute to Army philosophy, goals, and doctrine
- Ability to apply a comprehensive understanding of national/international policy and objectives
- Skill in representing organizational policies, goals, and needs to external organizations
- Skill in allocating resources, controlling costs and maximizing return of investment
C. Technical
Technical Specialists are recognized national/international experts in a technical field, who provides technical guidance and assessments at the command and DA level, and who represents Army technical positions at Joint, NATO, and international meetings. Technical Specialists may also prepare technical publications, submit inventions for patents, and prepare and deliver national-level conference presentations. Core competencies are:
- Skill in engineering and scientific specialties as a nationally recognized expert
- Ability to establish critical technological needs and formulate programs to advance state-of-the-art
- Ability to chair national scientific conferences and symposia
- Ability to serve as the Army/national representative to international technical forums
- Knowledge of the anticipated worth of technical literature intended for publication
- Ability to contribute invited technical papers to national/international journals
- Comprehensive knowledge of technology transition mechanisms in the materiel acquisition process
- Knowledge of fiscal processes
- Ability to serve as a lecturer at universities and national technical society meetings
- Knowledge of the acquisition process
Senior
Executive Service
Technical Expertise
A. Executive Service
Senior Executive Service (SES) personnel are senior management experts with leadership and management skills that, among other things, reinforce the concept of an "SES Corporate Culture." These include:
- Leading Change. This core qualification encompasses the ability to develop and implement an organizational vision which integrates key national and program goals, priorities, values, and other factors. Inherent to it is the ability to balance change and continuity-to continually strive to improve customer service and program performance within the basic Government framework, to create a work environment that encourages creative thinking, and to maintain focus, intensity and persistence, even under adversity. Competencies: Creativity & Innovation, continual learning, external awareness, flexibility, resilience, service motivation, strategic thinking and vision.
- Leading People. This core qualification involves the ability to design and implement strategies which maximize employee potential and fosters high ethical standards in meeting the organization's vision, mission, and goals. Competencies: Conflict Management, Cultural Awareness, Integrity/Honesty, and Team Building.
- Results Driven. This core qualification stresses accountability and continuous improvement. It includes the ability to make timely and effective decisions and produce results through strategic planning and the implementation and evaluation of programs and policies. Competencies: Accountability, Customer Service, Decisiveness, Entrepreneurship, Problem Solving, and Technical Credibility.
- Business Acumen. This core qualification involves the ability to acquire and administer human, financial, material, and information resources in a manner which will instill public trust and accomplishes the organization's mission, and to use new technology to enhance decision-making. Competencies: Financial Management, Human Resources Management, and Technology Management.
- Building Coalitions/Communications. This core qualification involves the ability to explain, advocate and express facts and ideas in a convincing manner, and negotiate with individuals and groups both internal and external to the organization. It also involves the ability to develop an expansive professional network with other organizations, and to identify the internal and external politics that impact on the work of the organization. Competencies: Influencing/Negotiating, Interpersonal Skills, Oral Communication, Partnering, Savvy, and Written Communication.
B. Technical Expertise
Scientific/Technical Experts are professionals who are judged by the degree to which they possess technical expertise in research, scientific, and engineering disciplines on a broad scale. Core competencies are:
- Ability as an internationally recognized expert in the individual's field of endeavor to provide significant accomplishments in the civilian and military sector.
- Skill in achieving significant technical contributions such that honors and awards are received from the Department of the Army.
- Ability to recognize new and expanded concepts in science and engineering as evident through authorship of patents and publications with references to these publications and patents appearing in the publications of others.
- Ability to serve professional technical organizations through active participation as a member, advisor or chairperson of national and international committees and membership in professional societies.
- Skill in maintaining and fostering professional competency through active participation in teaching and university research supervision.
