Competency Modeling and Assessment - Selected Case Studies

U.S. Air Force

Client Objective: As part of its implementation of a comprehensive, 10-year, strategic personnel plan, the U.S. Air Force decided to explore moving its human capital development and management toward a competency-based management system.  The Air Force engaged the services of a contractor team, including FMP, to define and describe the steps it would need to take to implement such a system for the entire Air Force workforce, both military and civilian. 

FMP Approach: As a core member of the contractor team, FMP played a central role in the following activities:

• Conducting a literature review and benchmarking to develop an understanding of how other organizations, both within and outside government, are developing and implementing a top-to-bottom competency-based management system (CBMS); 
• Defining a system and processes to manage competency-based human capital development.  This includes specifying adjustments needed throughout present HR and IT systems, policies, laws, and culture to manage a competency-based development process;
• Developing an implementation plan and schedule to move the Air Force (AF) to a CBMS; and
• Developing CBMS prototype competency models for three critical occupations representing both military and civilian specialties resulting in:
• Competencies that are clearly defined for work required in GS-0346 series, AFSC 21R, and AFSC 2S0XX;
• Well-defined and accurately described performance levels at the entry, mid, and high points; and
• Development of performance standards for each of four performance standard levels (Fair, Valued Performer, Exceeds Expectations, and Role Model) in each of the three performance levels (Entry, Mid, and High). 

Results: As a result of this project the U.S. Air Force has been provided with information that will better enable the strategic management of human capital.  This project provided key information about the value and process for transitioning the Air Force from an occupational skills-based management system to a competency-based one. This transition will allow the Air Force to improve overall organization performance, including providing information about how a shift to a CBMS will provide improved definition of requirements; provide more strategically-aligned plans for programs such as assignments, training, education, and career development; and synchronize workforce planning with strategic objectives.

Strategic Systems Programs (SSP)

Client Objective: The Department of the Navy’s Strategic Systems Programs (SSP) initiated a plan to understand skill gaps in its headquarters workforce and to align Human Resource programs, such as training and selection, to address those gaps.  The plan requires the technical development and systematic implementation of a Skill Assessment System for SSP’s headquarters workforce.  With FMP’s assistance, SSP will create a plan for reducing current and projected skill gaps and for strategically aligning HR programs. 

FMP Approach: Initial steps to develop a Skill Assessment System for SSP included:

• Collecting and reviewing both internal and external data and documentation regarding skill requirements for SSP positions. 
• Reviewing over 200 position descriptions and conducted several interviews with SSP Subject Matter Experts to gather information on shared and technical skills currently required by the SSP workforce.
• Summarizing the findings by creating preliminary shared skills and technical skills models that are customized to SSP’s needs. 
• Conducting two week-long workshops to present the skills models to SSP; a Shared Skills Workshop and a Technical Engineering Skills Workshop. These workshops allowed SSP Subject Matter Experts to critically evaluate and finalize the skills models developed by FMP.

FMP is currently in the process of collecting the SSP skill assignments.  Once SSP reviews and approves the completed skill assignments, they will be submitted to the SSP IT department for entry into the Total LMS database.  FMP will plan to assess SSP workforce skills using the Total LMS system, and will assist SSP employees with the assessment process as needed. Following the skill assessment, FMP will analyze the skill assessment data by coordinating with SSP Subject Matter Experts to identify gaps between current skill levels and the future needs of SSP.  FMP plans to develop solutions to the skill gaps and will submit a detailed gap analysis and solutions report to SSP.

Results: As a result of this project, SSP will be able to use the Total LMS system to manage skill requirements for its headquarters workforce and to identify relevant training and development opportunities for each SSP position.