Statute: 5 U.S.C., 3373-3375, 3396, 4103, 4121

Regulations: 5 CFR Part 334; 5 CFR Part 410; 5 CFR 412.202, 412.301, 412.302, 412.401

Faced with constant challenges, changing technologies, and a fluid environment, executives need to continually broaden their perspectives and strive for professional development. Executives should seek to strengthen their Executive Core Qualifications (ECQs), skills, and knowledge to make more informed decisions and devise innovative solutions to the complex challenges they encounter. Engaging in continuing development can assist executives in achieving those goals.

There are many ways for executives to benefit from learning and developmental opportunities. There are many ways to provide learning and developmental opportunities for executives. Leadership and self-development typically relate to experiential activities, developmental relationships, assessments and feedback, and instruction-led development. Specific activities may include developmental assignments, job rotation, coaching, networking, mentoring, multisource feedback and other structured training programs.

DEVELOPMENT OF CURRENT EXECUTIVES

Executive Onboarding

Executive onboarding refers to the acquiring, accommodating, assimilating and accelerating of new executives into the organizational culture and business. Onboarding is not “orientation” but is a longer, more involved and deliberate approach of a fast track to meaningful, productive work and strong employee relationships tailored specifically to the needs of the executives. Executive onboarding should be strategic, so that it not only prevents executive derailment, but expedites the executive’s contribution to optimize strategic achievement.

A 2017 study of Governmentwide executive onboarding programs as experienced by new executives highlights the need for:

1. agencies to provide onboarding executives with critical information to facilitate an efficient and effective assimilation into the organization;
2. supervisors to act as key facilitators of the onboarding process; and
3. executive coaching to ease the transition process for new

Agency onboarding programs should address three types of new executives:

1. those from outside the agency, but still within the Government;
2. executives from outside the Federal Government;
3. and executives promoted from within the agency.

For questions and/or assistance in executive onboarding planning and implementation, please email SESDevelopment@opm.gov.

Executive Development Plan

Each senior executive is required to prepare, implement, and regularly update an Executive Development Plan (EDP) as specified in 5 CFR 412.401. Agencies and executives should use the EDP template issued by the OPM Director in OPM’s Hiring and Talent Development for the SES Memo from June 2025. EDPs must be reviewed annually and revised appropriately by the agency’s ERB, or similar body designated by the agency, to oversee executive development using input from the performance evaluation cycle. EDPs will:

• function as a detailed guide of developmental experiences, including short and longer- term experiences, to help senior executives meet organizational needs for leadership, managerial improvement, and organizational results;
• address enhancement of existing executive competencies and other competencies to strengthen the senior executive’s performance; and
• outline developmental opportunities and assignments to allow the senior executive to develop a broader perspective in the agency as well as Governmentwide.

OPM offers two comprehensive executive development programs: the Senior Executive Development Program (SEDP) (targeted towards current SES) and Leadership for an Effective and Accountable Government (LEAG) (targeted towards aspiring SES). All current senior executives should coordinate with their CHCOs to complete the SEDP if they have not already.

Consistent with 5 U.S.C. 3396(d) and other applicable statutes, EDPs may provide for sabbaticals and other long-term assignments outside the Federal Government. OPM has developed a standardized EDP for agency use. This template can be found under the Resources module in ESCS.

Developmental Opportunities

OPM encourages executives to pursue broadening developmental opportunities to include rotational assignments.

A rotation is defined as, “…a development process, involving movement to another position, that broadens the executive’s knowledge, skill and experience in order to improve talent development, mission delivery and collaboration.” A rotation must last 120 consecutive days and provide experience outside the scope of an executive’s current role.

Examples of rotations may include, but are not limited, to the following:

• Developmental assignment internal to the agency, for example to another subcomponent, functional area, or location (e.g., acting in another executive position, field executive rotating to HQ or vice versa);
• Detail or developmental assignment external to the agency (e.g., Intergovernmental Personnel Act (IPA) program; temporary assignment/detail to another Federal agency or private sector where permitted by law);
• An assignment that includes full-time, extended service on a multi-agency or joint task force or project team that may provide employees with sufficient interagency experience to qualify as a rotation; or

Intergovernmental Personnel Act Temporary Assignments

Career SES appointees are eligible for temporary assignments to or from State, local, and Indian tribal governments, institutions of higher education, and other eligible organizations, under provisions of the Intergovernmental Personnel Act (IPA) of 1970 and title VI of the Civil Service Reform Act, in accordance with requirements in 5 U.S.C. 3373 and 5 CFR part 334.

See the OPM Intergovernmental Personnel Act page for more information on this program.

Sabbaticals

Agency heads may grant sabbaticals for up to 11 months to SES career appointees for full-time study or uncompensated work experience which will contribute to their development and effectiveness (5 U.S.C. 3396(c); 5 CFR 412.401(b)). Sabbaticals can broaden professional skills and provide an opportunity for personal growth. Sabbatical activities can include—

• teaching, study (independent or structured), research, or some combination of these at a college or university;
• non-institutional study or research (independent or guided);
• periods of relevant and developmental work experience in the private sector; with non- profit organizations, or with State or local governments; and
• activities or projects not covered above (e.g., bench research, invention, design, development, trouble- shooting or problem-solving assignments, or writing).

Eligibility. Career appointees must have completed seven years of service in SES positions or equivalent civil service positions (i.e., classified above GS-15 and having responsibilities consistent with SES functions described in 5 U.S.C. 3132(a)(2)), and at least two of the seven years specifically must have been in the SES. The appointee cannot be eligible for voluntary (optional) retirement at the time the sabbatical begins. A sabbatical may not be granted to the same individual more than once in a 10-year period.

Conditions. Agencies must assure that sabbaticals do not violate conflict-of-interest regulations. A sabbatical is a prolonged period of time away from work with all the benefits and is not a part-time activity. An agency’s designated ethics official should advise on procedures appropriate to the agency’s needs.

The SES member must sign an agreement to continue in the civil service for a period of two consecutive years following the sabbatical. The agency head may waive this requirement for “good and sufficient reasons” (e.g., disability retirement, reduction in force, or other involuntary separation).

Employment Provisions. While on sabbatical, the executive—

• continues to occupy their SES position of record and to receive SES pay; continues to earn leave and is charged for any leave taken;
• may receive such travel expenses (including per diem) as the head of the agency determines to be essential for the sabbatical study or experience (in some cases, agencies have arranged to have the host organizations pay or share in travel and certain other expenses); and
• remains subject to the SES performance appraisal system and must receive a performance rating in accordance with the requirements of that He or she should be evaluated against appropriate standards, including standards addressing activities involved in the sabbatical. Appropriate pay adjustments and performance awards may be given in accordance with agency’s SES pay policy.

Documentation and Program Review. No later than the beginning of each sabbatical, agencies should submit the following information to OPM:

• name of the SES member;
• a general description of planned activities, developmental benefits, and expected contributions to the Government; and
• the approximate dates of the

Agencies should monitor their sabbatical programs, including the nature of participants’ activities during their sabbaticals, to determine if developmental objectives have been met.

Records documenting the decision process in granting a sabbatical must be maintained for two years from the date the sabbatical is approved by the agency.

Agencies can submit the SES sabbatical documentation to: SESDevelopment@opm.gov

Mentoring and Coaching

OPM encourages agencies to provide both mentoring and coaching services as a supplement to leadership development efforts, especially for new SES during their first year.

For those individuals who just entered the SES or are interested in becoming an SES member, it is recommended to seek out an experienced SES mentor either within or outside their agency. A mentor will provide valuable insight and experiences. Mentors are individuals who can share new ideas, challenges, and accomplishments.  It is a great way to share knowledge and experiences with someone who is looking to succeed in the SES.

Coaching is a confidential, one-on-one partnership between an employee and a qualified coach to improve managerial performance and enhance learning. Both parties work together to set clearly defined goals, activities and time limits that will facilitate learning and performance improvement for the executive, manager, or team leader. Today's leaders and managers are turning to executive coaches to assist them whether it is helping them prepare for more responsibility or manage work-related stress. Agencies and executives can access internal federal coaching services by contacting individual agency or Coaching Program managers.

SENIOR EXECUTIVE SERVICE CANDIDATE DEVELOPMENT PROGRAMS (SESCDPs)

Statute: 5 U.S.C. 3396

Regulation: 5 CFR Part 412

Federal agencies are legally required to develop a comprehensive management succession program, per 5 CFR 412.201.  Talent management and succession planning are essential to effective human capital management – ensuring organizations take a planned, deliberate, and holistic approach to the cycles of selection, development, and engagement of their workforce.

Each agency is required to have an integrated training program, which supports the of the agency’s mission (Federal Workforce Flexibility Act of 2004) by building the agency’s leadership capacity. The training program is to include supervisors, managers, and executives on a range of management issues to improve employee performance and productivity.

• Agencies must also establish systematic and comprehensive management succession plans for supervisory, managerial, and executive positions (5 CFR 202) to ensure the smooth transition in leadership of agency programs.

The requirements outlined in 5 CFR 412.202, which indicate that all leaders should be trained on managerial actions, options, and strategies that they may use:

• relating to employees with unacceptable performance;
• mentoring employees and improving employee performance and productivity; and conducting employee performance appraisals.

The SES Candidate Development Program (SESCDP) is a means that agencies can use to manage their succession planning needs. An SESCDP provides aspiring senior executive leaders with Governmentwide leadership challenges, interactions with senior employees outside their department and/or agency, interagency training experience, executive level development assignments, and mentoring. The combination of these experiences should enhance their executive competencies and increase their understanding of government programs and issues beyond their individual agency and profession. Graduates of an OPM-approved SESCDP who are selected through civil service-wide competition and are certified by OPM’s Qualifications Review Board (QRB) may receive an initial career SES appointment without further competition. Certified graduates typically tend to be those who entered their SESCDP with experiences normally obtained at the GS-15 level. OPM encourages agencies’ Executive Resources (ER) staff to make SESCDP graduates aware of support resources available, and more information on these tools can be found in the OPM Support For QRB-Certified SESCDP Graduates section of this chapter. Agencies must have a written policy describing their program. Requirements for agency candidate development programs are in 5 CFR part 412, which requires all agencies to submit their program’s written policy to OPM for approval before announcing subsequent programs.

OPM Approval of SESCDPs

As indicated in revised 5 CFR 412, agencies must obtain OPM approval before they conduct an SESCDP. Agencies must seek re-approval every three years. OPM has developed specific guidance related to SESCDP which is available separately.

An agency must obtain OPM approval of a single overarching SESCDP policy which establishes enterprise-wide program requirements for the entire agency. An approved agency SESCDP policy will serve as the umbrella program policy which all agency subcomponents must follow when administering SESCDP cohorts to meet their specific succession planning needs. Agency subcomponents will no longer have a standalone policy separate from the overarching Program policy. Agency subcomponents are responsible for assuring that program cohorts conducted meet all requirements of the approved agency-level policy.

Email requests for OPM approval to: SESDevelopment@opm.gov

Developing SESCDP Policies for OPM Approval

OPM has developed an SESCDP policy template (included with the above-mentioned guidance) that agencies must use to develop and submit their SESCDP policy document. The template includes program requirements, as stated in 5 CFR 412.302, which must be included to obtain OPM approval. Program components are described in more detail in the template document.  Agencies must complete all sections of the template and may modify language where noted in the document.

5 CFR 410.202 requires all agencies to evaluate their training programs annually, to include SESCDPs, “…to determine how well such plans and programs contribute to mission accomplishment and meet organizational performance goals.” There are several methods agencies can use to evaluate training programs, and OPM has created the Training Evaluation Field Guide and SESCDP evaluation template to help agencies evaluate their training programs. The template must be completed and submitted with subsequent requests for program recertification. OPM has also created a cohort evaluation template that should be completed within 60 days following QRB certification of all cohort graduates. These evaluations serve as the basis for future modifications and changes to the program as identified.  Agency ERBs should consistently monitor candidates’ performance by tracking accomplishments and provided guidance throughout the cohort. 

Agencies must obtain OPM approval of a single overarching SESCDP policy which establishes enterprise-wide program requirements for the entire agency. An approved agency SESCDP policy will serve as the umbrella Program policy which all agency subcomponents must follow when administering SESCDP cohorts to meet their specific succession planning needs.

Conducting an SESCDP in Partnership with Other Agencies

Agencies may conduct a program in partnership with other agencies (see 5 CFR 412.301(b)). The benefits of partnering with other agencies include sharing costs and other resources of a CDP, as well as sharing developmental assignments across agencies.

For example, two agencies partner to conduct a CDP. Each agency selects 10 candidates. The two agencies mutually decided to share the costs by having one agency pay for the development and administration of the assessment portion of the program and another agency pay for the candidate orientation and interagency training.

If agencies decide to partner to conduct an SESCDP, the partnership must be documented in the program overview submitted to OPM for approval. Agencies must describe in their policy overview document each agency’s roles and responsibilities.

Agencies may announce a program using a joint or separate USAJOBS vacancy announcement. If separate, the vacancy announcements must be consistent. Agencies may jointly rate and rank candidates. Each agency’s ERB is responsible for identifying its best qualified candidates for the program.

Recruiting for SESCDP

The merit staffing procedures described in Chapter 2 also apply to entry into an SESCDP.

Area of Consideration. Recruitment for SESCDPs is from all groups of qualified individuals within or outside the civil service. Graduates of programs, who were excepted from the recruiting area under the previous regulations (prior to December 2009) and who have been certified by a QRB must compete for entry to the SES. However, they do not have to obtain a second QRB certification before appointment.

Non-status appointment requirements. Candidates from outside Government and/or employees serving on other than career or career-type appointments (e.g., term and temporary) are considered “non-status.” Agencies must consider non-status civil service employees when announcing their program to all qualified individuals within the civil service. These candidates must be appointed using the Schedule B authority, see 5 CFR 213.3202(j). The appointment may not exceed or be extended beyond three years.

Assignments must be to full-time non-SES positions created for developmental purposes connected with the SESCDP. Candidates serving under Schedule B appointment may not be used to fill an agency’s regular positions on a continuing basis.

Schedule B appointments must be made in the same manner as merit staffing requirements prescribed for the SES, except that each agency shall follow the principle of veterans’ preference as far as administratively feasible. Positions filled through this authority are excluded under 5 CFR 412.302(d)(1) from the appointment procedures of part 302 pertaining to employment in the excepted service.

Use of Recommendations in Selection Process

Some agencies request an “executive letter of reference” during the application process. Solicitation of recommendations from supervisors for use in the rating and ranking process is not allowed. An ERB can take an executive letter of reference into account after candidates have been rated and ranked and the best qualified list has been determined. An appointing authority might also consider such recommendations when making selections from among candidates on the Best Qualified list.

Memorandum of Understanding

If an agency sponsors an SESCDP and selects candidates from outside the agency, 5 CFR 412.302(d)(3) requires that the sponsoring agency develop a memorandum of understanding (MOU) with the candidate’s home agency. The MOU would indicate the candidate can participate in the program even if leadership changes occur within the candidate’s home agency. The MOU should be signed by an official at a higher-level than the candidate’s first line supervisor (preferably, the Chief Human Capital Officer). A copy of the MOU must be submitted to OPM.

Terms of the MOU must be consistent with applicable provisions of 5 U.S.C. Chapter 41. Items that could be included in the MOU are:

• Candidate’s Name; Home Agency;
• SESCDP Sponsoring Agency; Program Duration;
• Components of the program to be completed; and
• A provision that establishes which of the two agencies pays for what program-related costs (e.g., for training, details, travel, etc.).

Either agency may decline or discontinue a candidate’s participation if such terms cannot be negotiated or fulfilled.

Formal Training Experience

Candidates are required to complete at least 100 hours of formal training throughout the duration of the program. The formal training must address strategic planning, financial management, human capital management, government efficiency, and accountability.  It is recommended the training target competency gaps identified during the initial assessment phase of the program. Candidates’ training must include interaction with a wide mix of senior managers and executives outside the candidate’s department or agency to foster a broader perspective.  A “wide mix” of senior managers and executives can also include state, local, foreign governments, and private and non-profit sector personnel. The requirement for 100 hours of formal training does not have to be met through one 100-hour course; it can be met through a series of courses. However, the formal training should target specific ECQs identified during the initial assessment for each candidate.

“Grandfathering” Recently Attended Training

To some extent, candidates do have the option to count training they have recently attended towards the 80- hour interagency requirement provided that training included the necessary interaction with senior employees from outside the candidate’s department or agency. For this purpose, “interagency” and “multi-sector” participation is credited and includes state, local, and foreign governments as well as private sector and non- profit organizations.

• A maximum of 40 hours of recent training can be counted towards the 100-hour requirement. Types of training include:
  • Classroom training;
  • Training targeted to address one or more of the areas the candidate is trying to develop (i.e., strategic planning, financial management, human capital management, government efficiency, and accountability);
  • Online/web-based training – it is unlikely a candidate would utilize web-based training to meet the 80-hour training requirement because the candidate needs to show how interaction with other senior employees met the requirement for substantive interaction with other senior executives; or Graduate level courses in a degree program accredited by the U.S. Department of Education. Based on American Council for Education guidelines, 40 hours of instruction are equivalent to about three graduate semester hours.
• The nature of the training must be interagency and/or multi-sector. This should be verified through review of sufficient supporting information, such as:
  • Syllabus of the training; List of speakers; and
  • Description of the types of participants including the participant’s agency or organization; and the nature of interaction during the training.
• The candidate must show evidence of course completion and the training must address one of the ECQs the candidate identified at the beginning of the program as needing development. Agencies must verify the candidate’s completion of the training and ensure the training addressed the ECQs.
• The training must have been completed within a one-year period prior to
• However, the training could have begun any time before the one-year period prior to

The focus of the entire program should be on closing competency gaps identified at the beginning of the program. If after all the requirements are met and the candidate’s competency gap(s) are not all addressed, the agency will need to provide training or other developmental opportunities (e.g., developmental assignments) to the candidate prior to QRB certification. Ultimately, the agency must provide the appropriate developmental strategies to enable candidates to address their competency gap(s) to meet the Criterion B qualifications.

Developmental Assignments

One of the requirements listed in 5 CFR 412.302(c)(3) is a developmental assignment totaling at least four months of full-time service outside the candidate’s position of record. One assignment must be at least 90 continuous days in a position other than, and substantially different from, the candidate’s position of record. The purpose of the assignment is to broaden the candidate’s experience and/or increase the knowledge of the overall function of the agency, so the candidate is prepared for a variety of SES positions. The assignment(s) must include executive-level responsibilities and differ from the candidate’s current and past assignments. The assignment(s) should challenge the candidate with respect to leadership competencies and the ECQs.

Developmental assignments do not need to be restricted to the candidate’s home or sponsoring agency, the Executive Branch, or even the Federal Government, so long as the assignment(s) can be accomplished in compliance with applicable law and Federal and agency-specific ethics regulations.

Candidates are held accountable for organizational and/or agency results achieved during the assignment. If an assignment is in a non-Federal organization, the agency’s ERB must provide for adequate documentation of the individual’s actions and accomplishments and must determine the assignment will contribute to the development of the candidate’s executive qualifications.

An SESCDP developmental assignment sharing process has been developed to help SESCDP candidates to find developmental assignments. Agencies submit developmental assignment opportunities to OPM by emailing for review. Once these developmental assignment opportunities are reviewed, they will be sent to SESCDP coordinators. Agencies should use this process as a tool to offer opportunities for all SESCDP candidates and encourage their candidates to view notifications from SESCDP coordinators when seeking developmental assignment opportunities.

Mentors and Coaches for SESCDP Candidates

All SESCDP candidates are required to complete a minimum of 10-hours of mentoring and a minimum of 10-hours of coaching during the course of the program.

Mentoring. The SES mentor should have the knowledge and capacity to advise the candidate, consistent with the goals of the agency SESCDP. The SES mentor must be approved by the agency ERB. Candidates have the option of finding their own mentors, or agencies can facilitate the selection of mentors and candidates through the following options:

Develop a list of ERB-approved SES mentors. Candidates can indicate their top choices. The program coordinator matches the candidates with one of their choices, if possible. Alternatively, match mentors and candidates using an automated tool. Candidates complete a profile online and indicate their top choices. The tool would assist the program coordinator in matching the candidate with a mentor.

Candidates and mentors are jointly responsible for developing a productive relationship during the program and are required to meet for a minimum of 10 hours during the course of the SESCDP.  However, agencies are responsible for establishing methods to assess these relationships, and facilitate or make appropriate changes, if necessary.

Documentation for a QRB Certification. Prior to submitting requests to OPM for a QRB certification of graduates’ executive qualifications, the mentor must provide a completed Mentor Evaluation.

Coaching. An executive-level coach who is certified with an accredited coaching organization and is determined by the ERB to support the development of the candidate consistent with the goals of the SESCDP. Candidates have the option of finding their own coaches, or agencies can facilitate the selection of coaches for candidates through the following options:

Develop a list of ERB-approved executive-level coaches. Candidates can indicate their top choices. The program coordinator matches the candidates with one of their choices, if possible. Alternatively, match coaches and candidates using an automated tool. Candidates complete a profile online and indicate their top choices. The tool would assist the program coordinator in matching the candidate with a coach.

Candidates and coaches are jointly responsible for a productive coaching relationship and are required to meet for a minimum of 10 hours during the course of the SESCDP. However, the agency must establish methods to assess these relationships and, if necessary, facilitate them or make appropriate changes in the interest of the candidate.

Candidates who already have an existing professional relationship where they are utilizing an executive level mentor or coach and would like to continue using these resources for the duration of the SESCDP, should seek approval from the ERB.

Re-Approval of SESCDPs

As indicated in 5 CFR 412, agencies must submit to OPM for re-approval an updated or new program overview every three years from the approval date of their original plan to continue operating an SESCDP. This approval helps to ensure the SESCDP’s continued and current alignment with the agency’s succession plan. Agencies should follow OPM’s guidance for developing SESCDP policies and complete a thorough analysis of their program evaluation efforts. Additionally, agencies should complete the OPM evaluation template and submit their SESCDP’s program evaluation results with its request for re-approval.  Components of the evaluation template include:

• Description of cohort(s) characteristics (e.g., candidate demographic data, program completion rate, QRB-certification rate, SES placement rate, etc.);
• Description of candidate satisfaction with program components (e.g., interagency training, developmental assignment, mentoring relationship, etc.);
• Description of evaluation methods used to collect data (e.g., candidate surveys, focus groups, etc.); Description of the program impact on the agency’s succession plan and SES vacancies within the agency; and
• Description of evaluation conclusions and recommendations including strengths of the program, recommendations for improvement, and other implications of the findings (e.g., policy implications, curriculum revisions, etc.).

Email requests for OPM re-approval to: SESDevelopment@opm.gov

QUALIFICATIONS REVIEW BOARD CERTIFICATION

QRB Action

The criteria for QRB Criterion B certification are the same as criterion A cases – possession of the Executive Core Qualifications. The QRB reviews each candidate’s mentor assessment, EDP, and training and developmental experiences based on the documentation provided to ensure the information provides the basis for certification of the individual’s executive qualifications as required by 5 U.S.C. 3393. If the agency has an OPM-approved CDP and the candidate has completed the program requirements in 5 CFR 412.302(c), the QRB will determine if the candidate possesses the executive qualifications required for initial career appointment to the SES. The QRB process noted in Chapter 2 will apply.

Appointment of SESCDP Graduates Into the SES

SESCDP graduates, who competed at least civil service-wide, are eligible for an initial career appointment without further competition to any SES position for which they meet professional/technical qualification requirements. An agency may non-competitively appoint any certified SESCDP graduate, regardless of whether they currently work in that agency. Positions filled noncompetitively do not need to be posted on USAJOBS or otherwise advertised. However, QRB certification does not guarantee placement in the SES. Certified graduates can also compete for any vacancy and be selected and remain certified by the QRB.