Review the new 2014 Federal Employees' Group Life Insurance (FEGLI) Handbook
Answering your questions about Healthcare and Insurance
Human Resources and Security Specialists should use this tool to determine the correct investigation level for any covered position within the U.S. Federal Government.
Competency... "An underlying characteristic of an employee (i.e., a trait, skill, ability, or a body of knowledge) which results in effective and/or superior performance" (Boyatzis, 1982)
The Federal Competency Assessment Tool - Management (FCAT- M) assesses whether, and to what degree, supervisors have specific competencies. One of these competencies is Building Performance Culture. As part of our Federal civilian workforce, managers are held accountable for accomplishing work-unit goals and objectives and effectively contributing to the agency's mission. Today's Federal manager must possess the skills and competencies necessary to create a work environment that fosters and rewards teamwork, promotes diversity, encourages employees to share knowledge and resources, and promotes results-focused accomplishments. In a performance-focused organization, the manager also deals effectively with poor performers and rewards high-performing employees. For a manager to facilitate such a work environment and workforce, he/she must possess these highly specialized skills and abilities -
As the agency changes, adjusts or redefines its goals and objectives, the manager must be flexible to be able to affect those changes. Whether it is working to meet organizational objectives or adjusting to workforce changes, managers must continuously analyze and scrutinize their material and human capital resources and make appropriate use of them. This requires the manager to be flexible in his thinking, able to plan for the future and able to make necessary adjustments to handle workload crises as they arise. An effective manager has contingency plans in place and his/her employees are cross-trained so they can assume another employee's responsibilities, when needed. A good manager makes the best use of his/her resources.
Simply put, the skills and abilities a manager needs to possess in order to become an effective manager who can build and sustain a highly-productive performance culture include, but are not limited to, strong oral and written communication skills; negotiation and conflict resolution skills; the ability to inspire, motivate, encourage, and effectively challenge employees; and the ability to be flexible and open to new ideas and processes.
This ability to build a performance-focused work environment or culture where employees are held accountable is a complex skill often acquired through training and experience from a number of managerial and academic platforms, such as:
This list is not intended to be an all encompassing list - merely a starting point. Managers should seek the opportunity to develop, enhance, and acquire additional skills whenever possible. The Federal workforce is charged with the responsibility to be effective, efficient, productive, and accountable to its citizen stakeholders. By possessing the necessary skills to build a work environment that promotes a performance-focused culture, Federal managers can ensure their work units are a productive, effective, and efficient part of the civilian workforce.