a

BOARD MEETING NO.4

26 FEBRUARY 2OI5
Page 9

RESOLUTION NO. 21

WHEREAS, one of the GSIS' strategic thrusts is

human resources development, which includes, as
one of its priority projects, the development and
implementation of a GSIS Competency Framework
(CF);

OFFICIAL CAPW
 BOARD MEETING NO.4
26 FEBRUARY 2015
Page 1O
WHEREAS, the CF sha11 serve as the starting
point in developing competency-based human
resource programs and systems;
WHEREAS, the Civil Service Commission (CSC)
is encouraging all government agencies to develop
their customized CF to reflect the right job
requirements for the Agency's strategic priorities;
WHEREAS, the CSC defines competency as the
specihcation of knovrdedge and skills and the
application of such knowledge and ski1ls vuithin an
occupation or industry ievel, to the standard of
performance required in employment, while the CF is
a structure for organizing a set of competencies that
impact the quality of work people do;
WHEREAS, the GSIS CF is organized into three
(3) competency categories namely Core,
Organizational and Technical;
WHEREAS, the Core Competency Category
consists of the set of critical competencies that relate
to the System's values, mission, and stratery and
reflect organizational core capabilities. These should
be possessed by all GSIS officers and employees
regardless of their function and position;
WHEREAS, the Organizational Competency
Category highlights the competencies that are most
critical to the level and role of different positions in
the GSIS. It has two (2) categories, namely:
Individual Contributor Competencies that should be
possessed by incumbents of Individual Contributor-
Business Support (rank and file) and professional
positions; and Leadership Competencies that should
be possessed by incumbents of Middle Management
and Executive positions;
WHEREAS, the Technical Competency Category
refers to particular knowledge/ ski11s specifically
related to the job/function of the organizationai unit
where a position belongs. The initial list of the
technical competencies was developed by HRO and
may be chalged/updated by the respective..T ,
frN4
OFFICIAL COPY
 BOARD MEETING NO. 4
26 FEBRUARY 2015
Page 11

executives to address the changing needs or

developments in their respective fields.

RESOLVED, to APPROVE and CONFIRM the

GSIS Competency Framevr.ork and the competencies
for each category as recommended by the Acting Vice
President, Human Resources Office and the Senior
Vice President, Corporate Services Group, in their
memorandum dated 6 February 2015, as follows:
CORE ORGANIZATIONAL
All GSIS Offi.cers and Indiuidual
Leodership
Emplouees Contibutor
o Delivering Service
Excellence Managing
Work Standards
o Demonstrating Performance
Communication
Strategic
Integrity Problem Soh,ing
. Maraging Work Thinking
Creativity and Influence
o Building Innovation
Leadership
Organizational Talent

TECHNICAL*
Finance Operations Support
Accounting Business Business
Process
Formal Technologr
Knowledge Acumen Negotiation Purchasi.ng
knprcvement
Prcsentation Architecture
Contract
Budget Business Drafting Human Network
Resources Control/ Qualifl Website
Analysis and Assurance Administration
Management Administr:aflon
Management

Corporate Business Research

Care Internal
Fina:rce Operations MarEgement Auditing
Paralegal and Policy
Developrnent
Construction
Data Business Physical
Management Risk
Analysis Regulations and Investigation Asset
N{artagement
Maintenance
Management
Financial Cutti\ating Database tegal Procurement SafetJ,-
Acumen Net\I'orks Ulanagement Managernent Adminisration Ara'areness
Treasury Information Effective Project/ Systems
Materials
Operations Writing Program and
MorLitoring Planning
Monitoring Proo-ammine
E'lectrical Technical
Product Medical Public SpeciaLty/
Equipment
Knowledge Intervention Relations Skilled
Eng:neering
Trade
" Mag be changed/ updated bg Exeantiues to address the
changing needs or deuelopments in their respectiue fields.

UFFICIAL COPY
 A! l( r x
A

rnment Service lnsurance System

cial Center, Pasay City, Metro Manila 1308

MEMORANDUM

FOR : THE CO-CHAIRPERSON, Corporale Governance Committee

THROUGH : THE PRESIDENT AND GENERAL MANAGER

FROM :

GSIS Competency Framework

DATE 06 February 2015

1. Reference. The GSIS Competency Framework is one of the major deliverables

under the Human Resources Development Strategic Thrust. lt shall serve as the
starting point in developing competency-based HR programs and systems.

Applicable Rules and Regulations

2.1. The development and retention of a competent and efficient workforce in

the public service is a primary concern of government. Towards this end,
an integrated national plan for career and personnel development shall
serve as the basis for all career and personnel development activities in
the government. (Section 30 of the Revised Adminiskative Code of 1987)

2.2. The Civil Service Commission (CSC) is encouraging all government

agencies to develop their customized CF to reflect the right job
requirements for the Agency's strategic priorities.

2.3. The CSC defines competency as the specification of knowledge and skills
and the application of such knowledge and skills within an occupation or
industry level, to the standard of performance required in employment. On
the other hand, the CF is a structure for organizing a set of competencies
that impact the quality of work people do.

2.4. Subject matter experts (SMEs) and published scientific and business
literature have defined competency as "The knowledge, skills and
attributes that differentiates high performers from average performers" and
"Observable behavioral capabilities that are important for performing key
responsibiliiies of a role or job". (Hawkes, Candace L. and Weathington,
Bart, 2014,p.192, Competency-Based Versus Task-Based Job
Descriptions: Effects on Appl ica nt Attraction).

@
3. Methodology

3.1. The Human Resources Office (HRO) created a Project Team to handle the
development of the CF and its subcomponents, The members of the said
Project Team undenirrent a certification program as Success Profile
Analyst (SPA) with Development Dimensions lnternational (DDl)
consultants. The certification program was designed as an approach to job
analysis. Using this approach, participants were equipped with tools and
supporting guidelines in establishing the Competency Profile (CP) for a
given position.

3.2. The SPA certification process requires the attendance to DDI's workshop
and passing the assessment of DDI consultants. ln the assessment, the
participants were asked to facilitate the job analysis process and to come
up with the CP of a given job/position. ln line with this, the HR personnel of
GSIS were successfully awarded/certified as SPAs as they demonstrated
the necessary competencies and knowledge in implementing the said job
analysis approach.

3.3. The Project Team drafted the GSIS CF and benchmarked with the
organizational unit that formulated the CF of the CSC (Human Resource
Policies and Standards Office) on 18 December 2014. fhe inputs and
suggestions of the CSC were incorporated in the draft GSIS CF. The
proposed competencies in the draft GSIS CF were chosen from the DDI's
Competency Library.

4. The GSIS Competency Framework

4.1. The term competency may be defined simply as a broad-based grouping

of characteristics in an individual that enables successful performance of
the job roles. The concept of competency recognizes both hard and soft
skills required from a job. The hard skills include knowledge, skills and
abilities while the soft skills are the personal characteristics of a person.
Both are important in predicting or ensuring superior performance.

4.2. The GSIS CF is an organizing structure that lists the competencies

required for effective performance in a specific job role. The competencies
in the CF shall enable GSIS employees to understand, discuss and apply
the necessary knowledge, skills, abilities and personal characteristics to
ensure job success. The CF shall also be used to:

a. Determine the competencles that are essential for effective

performance in a job role;

b. Determine the training needs of employees and content of training

programs/processes;

2
g
OPGI
 c. Provide a basis for selection, placement, promotion and other related
personnel movements in the organization;

d. Provide a database for making career-/succession-planning decisions.

4.3. The competencies in the GSIS CF are organized into three (3)
competency domains, as follows:

Com petency Definition

The core competency area consists of the set of critical
competencies that relate to the System's values,
mission and strategy; these are competencies that
Core
reflect organizational core capabilities and should be
Competencies
possessed by all GSIS officers and employees
regardless of their function and position.

The organizational competency area highlights the

competencies that are most critical to the level and role
of different positions in the GSIS. lt has the following
categories:

1. lndividual Contributor Competencies -

Highlight
the competencies that are most critical to the roles of
Organ izational
lndividual Contributor (Rank and File and Professional)
Competencies
positions in the GSIS.

2. Leadership Competencies -
Focus on the
leadership skills and behaviours based on the roles of
the Middle Management and Executive positions that
contribute to superior performance.

The technical competency area refers to particular

Technical knowledge/ skills specifically related to the job/function
Competencies of the organizational unit where the position belongs

4.4. Each competency in the GSIS CF has the following parts:

a. competency Name, A convenienl label to use when referring to a

specific cluster of related behaviors rather than trying to describe the
behavior each time, such as, Customer Focus, lntegrity, Accounting
Knowledge, Strategic Thinking, etc.

b. Definition. A competency definition serves the same purpose as the

-
definition of a word in a dictionary it ensures a common
understanding of terminology. Competency definitions typically
remain the same regardless of the target job or role.

OPGM
 c. Proficiency Level. Each competency has a proficiency level
described by key actions depending on position level and/or role.

d. Key Actions. The key actions are an expansion of the competency'

detailing what people do and how they do it when behaving
effectively within a specific competency. Key Actions describe what
successful performance in the competency looks like in a proficiency
level.
4.5. ln applying the CF in the positions in the GSIS, the rule of thumb is to
achieve emphasis on the competencies to be observed, evaluated and
developed. The following is the recommended number of competencies to
be identified for all positions:

lndividual Contributor Maximum of

(Maximum of 12 4 4 4

Middle Management Maximum of

(Maximum of '15 4 4 7

Executive Maximum of
(Maximum of 15 4 4 7

4.6. Core Competencies. The following Core Competencies were formulated

by identifying the competencies that shall be required for all employees
and officers of GSIS to fulfill the System's commitment to its stakeholders,
taking into consideration the vision, mission and the strategic direction of
the GSIS as illustrated in Annex A:

a. Delivering Service Excellence. Ensuring that the customer

perspective is a driving force behind business decisions and activities;
crafting and implementing service practices that meet customers' and
own organization's needs.

b. Demonstrating lntegrity. Gaining other people's trust by

demonstrating openness and honesty, behaving consistently, and
acting in accordance with moral, ethical, professional, and
organizational guidelines.

c. Managing Work. Effectively managing resources to ensure that work

is completed efficiently and to increase organizational assets over
time.

d. Building Organizational Talent. Establishing systems and processes

to attract, develop, engage and retain talented individuals; creating a

@
 work environment where people can realize their full potential, thus,
allowing the organization to meet current and future business
challenges.

4.7. The four (4) core competencies shall be required for all GSIS officers and
employees but the proficiency level shall vary per position. Each
competency under the core has three (3) proficiency levels as described in
Annex B.

4.8. Orqanizational Competencies. The organizational competencies

highlight the skills, knowledge and attitude that are most critical for a
specific level of position. The organizational competencies shall be
identified taking into consideration the role/area of responsibility of a
posrtion or its purpose in the office where the position belongs.
Organizational competencies have two (2) categories, as follows:

a. lndividual Contributor Competencies. lndividual contributor

positions in the GSIS refer to professional, rank and file and clerical
positions whose work is primarily achieved by accomplishing individual
tasks. The following are the organizatlonal competencies that have
three (3) proficiency levels (Annex C):

i. Work Standards. Setting high standards of performance for

self; assuming responsibility and accountability for successfully
completing assignments or tasks; self-imposing standards of
excellence rather than having standards imposed.

ii. Communication. Clearly conveying information and ideas

through a variety of media to individuals or groups in a manner
that engages the audience and helps them understand and
retain the message.

iii. Problem-Solving. Ability to weigh alternative actions and make

decisions or solve problems involving varied levels of
complexity, ambiguity and risk.

iv. Creativity and lnnovation. Generating innovative solutions in

work situations; trying different and novel ways to deal with
work projectsiproblems and opportunities.

b. Leadership Competencies. These are for positions whose work is

primarily achieved through others or whose role involves managing an
organizational unit including Middle Management (Division Chief and
Managers) and Executive (Vice President and Senior Vice President)
positions. The following are the leadership competencies that have
four (4) proficiency levels (Annex D):

tr
Cl-I;v
 i. Managing Performance. Leadership behaviours that guide
others in the successful execution of their assigned
responsibilities and help them aspire to and achieve
organizational outcomes.

ii. Strategic Thinking. Management behaviours that guide or

direct the business unit or project in achieving the outcomes
necessary for the organization's success.

iii. lnfluence, Creating and executing influence strategies that

persuade key stakeholders to take action that will advance
shared interests and business goals,

iv. Leadership. Demonstrating the traits, inclinations, and

dispositions that characterize successful leaders; exhibiting
behavior styles that meet the demands of the leader role.

The abovementioned leadership competencies were formulated based

on the roles of Middle Management and Executives in the GSIS,
specifically in the realization of the vision and mission and the
attainment of strategic directions.

The four (4) proficiency levels in leadership competencies represent

the career ladder for leadership positlons from Division Chief (Level 1),
Manager (Level 2), Vice President (Level 3) to Senior Vice President
(Level 4). Each proficiency level of a competency has key actions that
identify activities/behavior that should be developediobserved in an
individual to ensure the demonstration of the given competency.

4.9. Technical Competencies. The technical competencies refer to the

function-specific knowledge required in a position. The technical
competencies serve as the foundation on building the technical expertise
in the organization and on meeting the demand of the business for
specialized knowledge and skills. The initial list of the technical
competencies (Annex E) was developed by HRO based on the functional
knowledge requirement submitted by the operating units during the
formulation of the role based job descriptions. The operating units may
add technical competency at any time to address the changing needs of
the business or development of their respective profession. Each technical
competency has three (3) proficiency levels with the following key actions:

6
 Level 1 Level 2 Level 3
1 . Understands technical 1. Understands technical 1. Understands technical
terminology and terminology and terminology and
developments. developments. developments.
2. Knows how to apply a 2. Knows how to apply a 2. Knows how to apply a
technical skill or tech nical skill or technical skill or
procedure. procedure. procedure.
3. Knows when to apply 3. Knows when to apply
a technical skill or a technical skill or
procedure. procedure.
4. Performs complex
tasks in area of expertise

The Competency Assessment

5.1. The competency assessment provides for the assessment of GSIS officers
and employees in terms of meeting the key actions in specific
competencies. Competencies to be assessed must be demonstrated by
the employee/ratee in the actual performance of his/her job and actually
observed by the superiorirater. Attached is the Competency Assessment
Form (CAF) (Annex F).

5.2. The following rating scale as recommended by the DDI is built around the
key actions in specific competencies and shall be used in the competency
assessment:

Performs very well in all Key Actions with no significant need for
Action.
Performs very well in most Key Actions with minor need for development in
one or a few Kev Actlons.
Performs well in most Key Actions but has a significant need for
development in at least one Key Action or has a minor need for
in most Key Actions.
2 Performs well in some Key Actions but has a significant need for
development in many of the Key Actions.
I Performs adequately in few (or no) Key Actions and has a significant need
for development in most of the Key Actions.

5.3. The conduct of the competency assessment shall be every December of

the given year and its result shall be the basis for identifying the
developmental interventions for the employees. Also, the result shall be
used as a reference for recruitment, selection and placement, career
pathing and succession planning.

7 r---)
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CI-:l\4
 5.4. The CF provides a rational foundation on which to build a coherent and
integrated approach to managing human resources or information that will
be used by HRO in the design of HR systems and procedures as follows:

a. Competency Profile per Position in the GSIS;

b. Development and lmplementation of Competency based Job Rotation;
c. Development of Succession Planning Program;
d. Development of Career Pathingi and
e. lntegration of CF in Hiring and Selection Process.
6. Recommendation. ln view of the foregoing, we respectfully recommend the
approval of the 1) Competency Framework and 2) proposed competencies for
each competency category.
For your consideration, please.

D. UNITE

CF;M
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 hnical C om
T echn nc ies
Competency
Accounting Knowledge
Ability to understand and apply accounting budgeting and internal control concepts, practices & pflnciples to enable compliance to
qenerallv acceptable principles ln the prepalation, reporting and interpretation of financial informalion
Budget Management
Abiljtyto plan and monjtorthe use ofexpenditures to meet organrzalonal obieciives and compiance Ability to prepare budget
docL.rments and reports

Business Analysis
Ability to understand and apply knowledge on the business drivers that mpact on its financial success as well as lheir relationship with
the physicaj operations and the external malketplace to asslsl the management decls on'making process

Business Operations
Knowledge of the organization and its core business processes. workflow. control and documentation to help achieve one s work
objectives as well as the organization outcomes
Business Regulations ll
Ability to interpret and apply government financialand banking regulations in order to ensure lhat the business fulfills its various
oblrqations and requirements
Business Process lmprovement
Knowledge on strategic planning methodology aimed at ldentifying the operations or employee skills thal could be correcled or
modified to have a more efficient wofiflow
Contract Drafting and Management
Knowledge on modifying and draftrng contract to ensure that it captures all relevant clause and points as discussed or required by the
end-user and to ensure that the contracl is legally compliant with relaled aws and regulations
Construction Management and Maintenance
Knowledge in construction design, managemenl and maintenance pnncrples or lechnical knowledge on safety and regulations related
to construction work/projects
Corporate Finance
Ability to understand and apply financtal concepts toots and techniques to plan, acquire and utilize funds for investment purposes,
inanaqe the risk to the company and reduce the cosl of funds to the bushess
Cultivating Networks
lnitiatinq and maintaininq strategic relationships with stakeholders to advance business goals

Data Analysis ,.
Knowledge oI statistical theory and applications Ability to mon(or and collect research data to assess accuracy, valdily, and integnty
Abiliiy to analyze statistics and other data. Ability to intepret and evaluate results, and create reports and/or presentataons

Database Management
Knowledqe and skills required to design and maintain corporale dala architecture
Effective writing
Abilitv to write corresoondence. memorandum and other forms of written communrcalion clearly.
Electrical Engineering Equipment
Knowledge and abrlily lo apply principles, concepts and relaied technical work
Formal Presentation
Ab lrty lc oresent ideas effect ve v to individ!ra or oroups

Human Resources Management

Knowledge and sktlls ln handling human resource programs on hiring wage and sa ary. benefrts and employment regulations

lnformation Monitoring
Knowledqe in settlnq up procedures to collect and rev ew needed lnformation
lnternal Auditing
Knowledqe on nternal audit framework. principles rules and regulations
lnvestigation
Knowledge ln complexrties of law compliance, policies and procedures, comp ex investigation and entorcement options

Legal Management
Knowledge and sk lls required io follow and administer legal procedures. prepare legal docurnents understand current laws provide
ega opinion and/or itigate cases n couds of law
Materials Planning
khowledOe on determininil the requirernent for supplies and other materials required to meet the business needs.
llledical lntervention ,-
Know edge on the principles and appropriate appllcation of med cal knowledge/procedure
Paralegal
Knowledge on performing s!bstantive legalwork that req!ires knowledge ofthe aw and procedures

@
OPGM
 Competency
Physical Asset [ranagement
Knowledge and skills required to understand, use, select analyzeand solve problems rn acquirng, stoflng, issuing and disposing
physical assels and institutional records

Policy Oevelopment and Management

Knowledae on the princiDle. framework oF poIcv develooment and manaqemenUmoniloring of policy tmplementalion
Procurement Administration
Knowledge of contracting and proclrrement principles policres and procedures related to bids and awards activitres includingformal
adverttsement, negoliation methods, conkact admintstratton^ermination Knowledge of program requirements or technical needs
sufficient to aid in procurement planning and in describing technical requrrements
ProjecUProgram Monitoring
Ability to plan and monitor the activtEs and resources of a projecvprogram

Quality Assurance
Knowledge on quahiy assurance process that enstires allproducls and services meet standard and end-user requirement

Risk Management
Knowledge of risk management pflnciplesi knowledge of corporate regulatory environment corporaie governance princlples and
company's accounlabrlity

Systems and Programm ing

Knowledge and ski ls required to translate business requirements into programrning speclfcations and to build business app icat ons

llechnicdl Specialty/Skilled Trade

Knowledge and ability to,perform trades work in a specia ty area
Treasury Operations
Know edqe and skil s reqLiired for cash manaqement and treasury management and/or operations
Technology Architecture
Knowledge and skils reql.lired to understand, analyze, operate and maintain lT infrastructure wh ch include: cornputing platform,
operatinq svstem, network platform, communication software productivity tool
Website Administration
Knowledge and skrlls to maintain the content and form ot GSIS websrte

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 C S IS E
"'.'.:'.,:l
ts "r": :""JJj ; z !?',HJfl l','. ;L' l Effi
COMPETENCY ASSESSMENT
for CY

Name: Rater:
Position/SG: Division/DepartmenUOffice:

I 2 3 4 5
CORE COMPETENCIES

1 Building Organizational Talent

2 Customer Focus

3 Planning and Organizing

4 Authenticity
ORGANIZATIONAL
1

TECHNICAL COMPETENCIES
1

Average Rating:
Additional Remarks:

Signature Date Signed

Rated by:
Reviewed by:

confirm that the was dlscussed wllh and that I with result of the

(Signature over printed name oF the Ratee)

Date Signedi
 atuEX
1\

LOC Agenda Item No. 4.30,3

The GSIS Competenc Framework

[Corplan4SG]

BACKGROUND

. Civil Service Commission (CSC) is encouraging all government agencies to develop

their customized CF to reflect the right job requirements for the Agency's strategic
priorities
r The GSIS Competency Framework will be the starting point in developing competency-
based HR progrElms and systems

DEFINITIONS

COMPETENCY - the specification of knowledge and skills and the application of such
knowledge and skills within an occupation or industry level, to the standard of performance
required in employment

COMPETE NCY FRAMEWORK -a structure for organizing a set of competencies that impact
the quality of work people do

ACTIONS TAKEN BY HRO

o created a Project Team to handle the development of the CF and its subcomponents,
establishing the Competency Profile (CP) for a given position
o members of project team went through a certification process as Success Profile
Analysts (SPAS)
o The Project Team drafted the GSIS CF and benchmarked with the organizational unit
that formulated the CF of the CSC (Human Resource Policies and Standards OfFrce)

DESCRIPTION

The GSIS CF is an organizing structure that lists the competencies reouired for effective
oerformance in a soecific iob role.

The CF shall be used to:

a. Determine the competencies that are essential for effective performance in a job role;
b. Determine the training needs of employees and content of training programs/processes;
c. Provide a basis for selection, placement, promotion and other related personnel
movements in the organization;
d. Provide a database for making career-/succession-planning decisions
REGOMMENDATIONS:
o Approve the Competency Framework
o Approve the proposed competencies per category

ci-:M
Once Board epproves the above, HRO will conduct Competency Assessment to determine if
employee demonstrates the key actions in performance of functions
. Competency Assessment Form (CAF) to be accomplished by superior/rater
. Competency assessment to be conducted every year
. Result of CAF will be used in identifying developmental interventions for employee
. Result shall also be used as reference in recruitment, selection and placement, career
pathing, and succession planning

DEFIAIITION CATEGORIES SPECIFlC

COMPETENCIES
A. CORE required for all Delivering
COMPETENCIES employees and Service
officers of GSIS; Excellence -
based on the crafting and
vision, mission implementing
and the strategic service practices
direction of the that meet
GSIS customers'and
own
organization's
needs
lntegrity - acting
in accordance
with moral,
ethical,
professional, and
organizational
guidelines,
thereby gaining
other people's
trust
Managing Work -
- Effcctivcly
managing
resources
iv. Building
Organlzational
Talent -
Establishing
systems and
processes to
attract, develop,
engage and retain
talented
individuals

B. o highlight the skills, 1. lndividual i. Work standard -

ORGANIZATIONAL knowledge and contributor crafting and
COMPETENCIES attitude that are imolementino

@
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most critical for a for clerical, rank service practices
specific level of and file or that meet
position; professional customers'and
considers the positions own
roleiarea of work is primarily organization's
responsibility of a achieved by needs
position or its accomplishing Communication -
purpose in the individual tasks - acting in
offlce/uniU 3 proficiency accordance with
department levels with moral, ethical,
classified into corresponding key professional, and
either: individual actions organizational
contributor guidelines,
competencies or thereby gaining
leadership other people's
competencies trust
Problem-solving
- Effectively
managing
resources to
ensure that work
is completed
iv. Creativity and
innoYation -
Establishing
systems and
processes lo
attract, develop,
engage and retain
talented
individuals
2.EagcrsEp Managing
Performance --
o For managers and guide others in the
executives successful
o Positions whose execution of their
work is primarily assigned
ach ieved through responsibilities
others or whose Strategic
role involves Thinking - guide
managing an or direct the
organizational unit business un it or
o 3 proficiency project in
levels with achieving
corresponding key organizational
actions goals
lnf luence - ability
to persuade key
stakeholders to
take action that
will advance
 shared interests
and business
goals
iv. Leadership

TECHNICAL fu nction-specific
COMPETENCIES knowledge
required in a
position;
list was developed
by HRO based on
the functronal
knowledge
requirement
submitted by the
operating units
during the
formu lation of the
role based job
descriptions.
Other technical
competencies
may be added by
the organizational
unit to address
changing needs
4 proficiency
levels

Recommended number of competencies to be identified for all positions:

Position Level Core Organizational Technical

lndividual 4 4 Maximum of
Contributor 4
(Maximum of 12
competencies)
Middle Management 4 4 Maximum of
(Maximum of '15 7
competencies)
Executive 4 4 Maximum of
(Maximum of 15 7
competencies)