Procurement and Materiel Management Competency Suites Competencies for Today’s Workforce

May 7, 2014

CIPMM National Workshop

Presented by: Susan Bridges and Diane Daly

2

Workshop Objectives

1.  Present the Federal Procurement and Materiel

Management Competency Suites

2.  Discuss the use of competencies to support recruitment, professional development and performance management

3

5-year Review Standard of Competencies of the Federal

Government Procurement, Materiel Management and Real Property Communities

An opportunity to: • update generic department/agency job requirements for our functional specialists in light of the evolution of the roles and responsibilities of assets management within the federal government over the five years • respond to requests to streamline the number of competencies; improve the competency definitions and behavioural indicator statements; clarify the progression from Level 1 to Level 2; and enhance the usability of the competencies for selection processes, learning and development, and performance management.

A Collaborative Effort •  Working Group of Departmental Representatives used “Tiger

Teams” to propose competency descriptions and wording for behavioural indicators for review and concurrence

•  Certification Program Partners - ex-officio members of the Working Groups to advise on implications of proposed revisions –  Personnel Psychology Centre, PSC (assessment and testing) –  Personnel Certification Division, CGSB (candidate impact) –  Functional Communities Learning Programs, CSPS (courses) –  TBS Procurement and Materiel Management policy specialists

(policies)

•  Interviews with Directors General: AAFC, AANDC, CFIA, DFAIT, DFO, DND, EC, HC, HRSDC, PWGSC – to ensure we were ‘on course’

•  PMMRP Directors General Steering Committee – to approve Competency Suites, February 2013

Review Process Participants in the working group reviewed the competencies and the proposed new descriptions using three criteria. They had to be:

1.  critical to meeting the demands of the job

2.  imperative for effective client service

3.  essential for superior performance and overall positive results for the organization

Revisions were also made to the wording of the descriptions to ensure they aligned with departmental /agency job requirements and resonated with members of the community

Core and Functional Competency

The Treasury Board Secretariat (TBS) has defined competencies as the knowledge, skills and abilities that an employee applies in performing his/her work. The skills and abilities are described as observable as behaviours . They include:

–  Core competencies which describe characteristics essential for all employees of an organization such as the Public Service core competencies now being used in the new TBS Performance management Program.

–  Functional competencies which describe characteristics applicable to a particular employee group, such as procurement and materiel management specialists.

6

Integral Aspects of Performance

Func%onal:  knowledge-­‐based  skill  developed  

through  training  and  experience,  

demonstrated  in  the  execu:on  of  

policies,  procedures  and  regula:ons  

Core:  the  effec:ve  applica:on  of  

behaviours  requiring  emo:onal  effort  

Successful  Performance  

7

8

1.  Integrity, ethics and values 2.  Communications 3.  Negotiating and persuading 4.  Creative and innovative thinking 5.  Strategic thinking and visioning 6.  Insight and judgment 7.  Problem solving and decision making 8.  Business analysis and cognitive capacity; 9.  Service orientation 10.  Teamwork 11.  Stress management 12.  Self-confidence 13.  Change management 14. Processes, procedures and technology 15. Risk management 16. Work Management 17.  Developing self and others 18. Organizational and public sector knowledge

Outcome of the Review of Core Competencies for Procurement and Materiel Management

1. Values and Ethics 2. Communications 3. Thinking and Judgment 4. Relationship Building 5. Adaptability

CGSB-192.1-2005 (standard)

P and MM Competency Suites 2013

Outcome of Review of Procurement Functional Competencies

Previous Procurement Competencies

Revised Procurement Competencies

1.  Assessment and planning of requirements

2.  Acquisition

3.  Operations, use, maintenance and management

4.  Disposal

1.  Assessment and Planning

2.  Acquisition

3.  Managing Contracts and Contract Close-Out

Outcome of Review of Materiel Management Functional Competencies

Previous MM Competencies

Revised MM Competencies

1.  Assessment and planning of requirements

2.  Acquisition

3.  Operations, use, maintenance and management

4.  Disposal

1.  Management of Materiel

2.  Disposal

Understanding Competencies A competency describes proficiency in a particular job function in terms of knowledge, skills and abilities.

Each competency has a definition, a proficiency level and behavioural indicator statements.

• The definition describes the competency in general terms.

• The proficiency level differentiates levels of proficiency. For example, it groups skills and abilities you should be able to observe at Level I or Level II.

• Each level provides behavioural indicator statements to help identify an employee’s level of proficiency. The behavioural indicator statements capture the essential knowledge, skills and abilities that must be demonstrated to perform at the proficiency level.

11

Example of a Competency

12

 COMMUNICATION: Uses verbal and written language to share and collect information, to exchange ideas and to openly explore various perspectives, adjusting style and content to individuals, audiences and circumstances as appropriate.

Level 1

Level II

1. Presents information clearly, logically and concisely, both verbally and in writing.

2. Actively listens, indicating his or her understanding.

3. Consults others and communicates information in a timely manner.

4. Validates that one’s communications have been understood by others.

5. Manages conflicting points of view. 6. Adjusts style and content when

necessary.

1. Clearly communicates complex issues, combining integrating information as needed from multiple sources and conveying critical nuances.

2. Actively listens to understand underlying needs (e.g., motivations, emotions) or concerns.

3. Communicates sensitive information with tact and discretion.

4. Responds effectively to unexpected questions that are difficult to handle.

5. Manages conflict and mediates or negotiates with clients and industry.

6. Tailors the content, style and mode of communication to meet the needs of diverse audiences at various levels of the organization.

7. Persuades the client to consider various approaches to best meet or exceed requirements.

       

 

Definition  

Proficiency  Levels  

Behavioural  indicator  statements  

Example of a Functional Competency for Procurement

Level I Level II 1.  Advises and guides clients early in the process to clarify and validate

requirements and determine documentation required (e.g., statement of work, bid evaluation criteria, security requirements checklist, request for proposal, risk evaluations) in support of operational needs.

2.  Takes steps to ensure that roles, expectations, tasks, options, policy, and the pros and cons of decisions are understood by all.

3.  Breaks down activities into manageable tasks and priorities, identifies required resources (e.g., people, materials, time) and establishes realistic deadlines in order to meet client requirements.

4.  Identifies and communicates potential risks and discusses with clients how to mitigate the risks.

5.  Gathers and analyzes historical data, current practices, market conditions, and industry and government best practices to identify solutions that best meet requirements.

6.  Takes into consideration life-cycle management principles (e.g., costs, environmental impacts, operations, use and maintenance, disposal) to ensure operational efficiencies and best value.

7.  Provides advice and recommendations to meet client requirements.

1.  Consults with clients early in the process to clarify requirements, assess various options, and identify appropriate acquisition strategies, taking into consideration life-cycle management principles (e.g., costs, environmental implications, operations use and maintenance, disposal).

2.  Gathers and analyzes historical data, current practices, market conditions, and industry and government practices to identify solutions or alternative methods that best meet requirements.

3.  Advises clients on relevant legal and policy obligations (i.e., procurement, contractual and financial authorities).

4.  Sets priorities in consideration of multiple and competing requirements.

5.  Anticipates or recognizes potential risks and develops mitigation strategies.

13

Assessment and planning: Assesses and plans for required assets and services in support of programs and operational requirements.

Example of a Functional Competency for Materiel Management

Level I Level II 1.  Assists stakeholders and clients in identifying assets that

are surplus or obsolete to the organization’s requirements.

2.  Reallocates surplus materiel by various means such as reusing materiel internally and transferring materiel to other government departments in accordance with legal and policy obligations (e.g., controlled goods).

3.  Ensures that materiel is disposed of in an environmentally responsible manner that is consistent with the principles of sustainable development.

4.  Ensures that materiel is prepared for Government of Canada Surplus (GCSurplus) or any other disposal method and prepares the appropriate documents.

5.  Maximizes investment recovery.

6.  Applies relevant legal and policy obligations.

1.  Develops processes that strive to encourage sharing, redistribution of materiel and elimination of waste.

2.  Identifies materiel that is no longer required or fully utilized and identifies potential recovery options.

3.  Encourages others to dispose of materiel in an environmentally responsible manner that is consistent with the principles of sustainable development.

4.  Ensures the effective and timely disposal of surplus materiel, thereby reducing warehouse costs.

5.  Applies relevant legal and policy obligations.

14

Disposal: Uses the most appropriate disposal process by ensuring prudence, probity and integrity to obtain the highest net value for the Crown.

What is Competency-Based Management?

Organizations use competency-based management (CBM) as an overall strategy to enable the integration and alignment of HR management activities to the business objectives and vision of an organization. By linking HR management processes to desired competencies, organizations can shape the capabilities of their workforce and achieve better results.

15  

Applying the Competency Suites Departments and agencies can select and use competency descriptions and behavioural indicators from the Competency Suites to:

•  establish a baseline to recruit and select a competent P & MM workforce

•  set learning and development targets and determine investments in formal development programs

•  develop a roadmap for performance and leadership management and the achievement of career goals

•  allow organizations to define excellence and provide a framework for performance feedback.

16

Recruitment & Staffing

•  The Competency Suites can be used to recruit (via statement of merit criteria) and assess suitability (via assessment tool) of procurement and materiel management specialists. They can assess both the technical competence and the candidate's behavioural characteristics.

•  Managers who use competencies in the selection process typically report that this approach improves the transparency of the selection process by clearly communicating the behaviours employees must display for success in the job.

17

Tools to be development this fiscal year by the PMMRP CMO: • Managers’ Guide on Competency-Based Staffing • Databank of behaviour-based interview questions linked to the core competencies

Learning and Professional Development

•  The Competency Suite can help employees better understand what skills and behaviours they need to target in order to improve their performance in the current position and what areas they need to focus on for career development. The development areas identified would be used as the basis for the development of the employee learning plan.

18

Tool to be developed this fiscal year by the PMMRP CMO: • Guide on applying competencies to Learning and Development • Learning resource mini guides for core competency development

Performance Management

19

 

Managers  and  specialists  can  use  the  competency  suites  to  develop  learning  and  development  plans  

Managers  and  specialists  can  use  the  competency  suites  to  facilitate  the  performance  coaching  conversations  and  formal  year-­‐end  assessment        

Performance Management The Competency Suites can help define the standards for performance above and beyond the Public Service Core Competencies and allow managers and specialists to have constructive dialogue about performance and development issues.

20

Tool to be developed this fiscal year by the PMMRP CMO: • Guide on applying competencies to performance management

Benefits of using the Competency Suites for the Procurement and Materiel Management

Communities •  Improved understanding of performance expectations by existing

and new Procurement and Materiel Management specialists.

•  Increased ability among supervisors and Procurement and Materiel Management specialists to manage learning and development by identifying and addressing competency gaps.

•  Increased transparency and better results in recruiting Procurement and Materiel Management specialists according to right fit criteria.

•  Increased clarity of performance standards allowing departments and agencies to define excellence and allowing managers and employees to have a more open dialogue about performance and development issues with Procurement and Materiel Management specialists

21

QUESTIONS?

22