HR Specialist Generalist Career Map

8/12/2019 HR Specialist Generalist Career Map

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General Information

This document provides the recommendations within each of the career models for each of theidentified HR functions. This includes the training, education, and certification

recommendations; the VA-specific experience recommendations; and other VA-specificrecommendations (e.g., conferences, job aides) needed to attain the stated level of proficiencywithin that function. The core, technical, and strategic competencies associated with eachfunction are also provided in this document. The career model will be used to guide the

professional development of VA HR professionals in aligning their skill set with the VA HRcompetencies.

Function Summary

Generalists provide a wide range of consultative Human Resources services to VA customers.While Recruitment and Staffing is often a significant competency for VA Generalists, individuals

in these roles also provide employee and labor relations, position classification, and employeedevelopment activities, drawing from each of the specialist functions to support their assigned

area or areas.

What is a Competency?

A competency is a standardized job requirement for an individual to properly perform a specificjob or role. It is observable and measurable. Competencies are a combination of knowledge,

skills, abilities (KSAs), attitudes, and behaviors used to improve performance.

Competencies serve as the foundation for all Human Capital practices. They are becomingincreasingly important to the Federal government as a way to show accountability.

What are the differences between core, strategic and technical competencies?

Core:Foundational competencies that apply to all functions regardless of job specialty. Technical:Competencies specific to job specialties. Strategic:Planning competencies required of HR Specialists at any level.

Required Competencies

(*See competencies defined in Appendix)

Core Competencies Technical Competencies Strategic Competencies

1. Analysis and Problem Solving 17. Employee Benefits 26. Change Management2. Attention to Detail 18. Employee Relations 27. Guiding/Influencing3. Coaching/Mentoring 19. Labor Relations 28. Project & Program Management4. Consulting 20. Pay Administration 29. Strategic Thinking5. Creative Thinking 21. Performance Management6. Customer Service 22. Position Classification &Management7. Flexibility 23. Recruitment & Staffing8. Integrity/Honesty 24. Work/Life Integration9. Interpersonal Skills 25. Workforce & SuccessionPlanning


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Core Competencies Technical Competencies Strategic Competencies

10. IT Application11. Leveraging Diversity12. Oral Communication13. Planning/Time Management14. Reasoning15. Teamwork16. Written Communication

How to Acquire Competencies

During the first exercise at the VA HR Academy Curriculum and Career Mapping workshop, thesubject matter experts chose the preferred acquisition method that would allow an individual toobtain the desired proficiency standard for each competency. The acquisition method options

were:

Training: VA or vendor provided courses that have learning objectives (i.e. TimeManagement Fundamentals).

Experience: Activities incumbent can engage in to enhance their required competencies(i.e. Complete a time sensitive assignment with limited notice).

Other: Another method of obtaining the necessary competencies without completing anaction with a defined end result (i.e. referencing a job aid or shadowing an experienced

professional).

The information contained within the Training, Education, and Certification table lists out the

educational information that was identified during the September VA HR Academy Curriculumand Career Mapping workshop. The in each table indicates that the training, education, orcertification is needed to demonstrate proficiency at the functional proficiency level (i.e., novice(N), learner (L), solid practitioner (SP), role model/coach (RM/C), expert (E)). Similarly, a

in the Experience or Other Requirements tables indicates that the element is also needed todemonstrate proficiency at the functional proficiency level. All of the information taken together

provides the overarching framework of what is needed to demonstrate the desired proficiencylevel within each function across the identified competencies. Activities in the following sectionsmarked with an asterisk (*) indicate those which are may be effectively delivered or supportedthrough social learning.

Function Proficiency Levels Defined

Each VA HR function has function proficiency levels associated with it to denote the types ofactivities performed and level of supervision recommended. Not every function proficiency levelis applicable to every function. The function proficiency levels are:

Novice (N) - DescriptionA Human Resources Specialist at the Novice Practitioner level is expected to:

Possess the basic competence to perform HR functions; and Perform standard duties under direct supervision

Learner (L) - DescriptionA Human Resources Specialist at the Learner Practitioner level is expected to:

o Possess the basic competence to perform VA HR functions; ando Perform standard duties with supervision


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Solid Practitioner (SP) - DescriptionA Human Resources Specialist at the Solid Practitioner level is expected to:

o Possess a solid understanding of the subject area; ando Perform standard duties with limited supervision

Role Model/Coach (RM/C) - DescriptionA Human Resources Specialist at the Role Model/Coach Practitioner level is expected to:

o Possess an advanced understanding of the subject area;o Perform standard duties with no supervision and complex duties with limited

supervision; ando May be asked to train others on how to complete their standard duties

Expert (E) - DescriptionA Human Resources Specialist at the Expert Practitioner Level is expected to:

o Possess a superior understanding of the subject area; ando Perform complex duties with no supervision and is consulted as an expert

Required Training, Education, and CertificationsHR Specialist GeneralistTraining, Education, and

Certifications

Function Proficiency Level

N L SP RM/C E

1. A New Manager and theCompany's Future

2. Addressing ProblemPerformance

3. Advanced Document Navigationand Document Reviews in Word2007

4. Americans with Disabilities Act(ADA)

5. Basic Labor Relations (GSClassic)

6. Basic Staffing 7. Basic Staffing and Placement

(GS Classic)

8. Bridge the Expectations Gap -CUST0173

9. Business Grammar: CommonUsage Errors

10. Business Grammar: Parts ofSpeech

11. Business Grammar: Punctuation 12. Business Grammar: Sentence

Construction

13. Business Grammar: TheMechanics of Writing

14. Business InterpersonalCommunication Skills Simulation

15. Business Writing: Editing andProofreading

16. Business Writing: Know YourReaders and Your Purpose
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17. Communicating for Results 18. Creating a Positive Attitude 19. Creative and Innovative Problem

Solving

20. Customer Service inGovernment

21. Dealing with IrrationalCustomers and EscalatingComplaints

22. Dealing with ProblemPerformance Simulation

23. Documenting Discipline -HR0162

24. Employee Conduct andPerformance

25. Employment Relations(HRCI/PHR - 2007-aligned)

26. Executive Order Training 13522 27. Federal Employee Relations 28. Federal Human ResourcesManagement 29. Federal Labor Relations 30. Getting Results with No Authority

Simulation

31. Hiring Reform Overview Webinar 32. HR Generalist 33. Internal Consulting Skills for

Federal HR Professionals

34. Managing Attendance and Leavefor Supervisors(GS Classic)

35. Managing Projects withinOrganizations

36. Mandatory training (across theboard). Including Title 5 and Title38 (VHA)

37. Mediating Employee Disputes 38. No Fear/Whistleblowing training 39. Online Resources for ER/LR

(e.g., Cyberfeds)

40. Personnel Procedures for Clerksand Assistants (GS Classic)

41. Position Classification forPractitioners

42. Principles of Classification 43. Providing Customer Service

Simulation

44. Qualifications Analysis 45. Shortcut to Creativity 46. SHRM Essentials of HR

Management

47. Solving Performance andConduct Problems (GS Classic)

48. The Customer's Voice
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49. The Process of Negotiation 50. Using E-mail and Instant

Messaging Effectively

51. Working with Internal Customers- CUST0142

52. (TBD) HR Automation Course(i.e., WebHR, eClass, USAStaffing, etc.)

53. (TBD) Look for and possiblybuild courses with a focus on thecommunication piece(communicating to diversegroups) rather than managing adiversity program.

54. (TBD) Look to the Office ofDiversity & Inclusion (they arebuilding courses that encompassall aspects of Diversity)

55. (TBD) Prohibited personnelpractices, merit systemsprinciples - would make it moreHR related (USDA or FPMI)

56. Adverse and Performance-Based Actions

57. Business Writing: How to WriteClearly and Concisely

58. Communicating Effectively 59. Compensating Employees

(HRCI/PHR - 2007-aligned)

60. Crafting Deals 61. Federal Pay Setting (prerequisite

for internal)

62. Federal Position Management 63. Leading Teams and Groups 64. Pay Setting 65. Pay Setting (Internal) 66. Pay Setting for FWS Positions

(GS Classic)

67. ProClarity Training 68. Programs to Benefit Employees

(HRCI/PHR - 2007-aligned)

69. The Impact of Culture onCommunication - COMM0021

70. What to Do When the GoingGets Tough

71. (TBD) ReasonableAccommodation (possibly fromEEOC?)

72. A Workable Solution for InternalClients - CONS0124

73. Advanced Position Classification 74. Advanced Staffing 75. Consulting Skills for HRM

Professionals
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76. CSRS Benefits Applications 77. Customers, Confrontation and

Conflict

78. Federal Employee Benefits 79. Federal Workforce Analysis and

Planning

80. FERS Benefits Applications 81. Health and Safety in theWorkplace (HRCI/PHR - 2007-aligned)

82. Identifying What the CustomerWants - OPER0122

83. Internal Customer Service:Conflict and ComplaintsSimulation - CUST0140

84. Making Decisions Dynamically 85. Measurement: Assessment and

Metrics

86. Negotiating Federal LaborAgreements

87. New Course: Data Analysis 88. Overcoming Difficult Service

Situations

89. Pay Options for Recruitment andRetention (GS Classic)

90. Pre-Retirement Planning forFERS

91. Rational Decision-making andProblem Solving Simulation

92. Risk Assessment and Prevention(HRCI/PHR - 2007-aligned)

93. Starting the Change Process 94. Strategic Approaches to Risk

Management (HRCI/SPHR -2007-aligned)

95. Succession Planning Overview -LEAD0301

96. Suitability Adjudication (OPM) 97. System Redesign 98. Team and Customer

Relationships

99. The EXCEL Acronym: InstillingService Excellence

100.The Fundamentals of EffectiveThinking

101.The Role of Critical Thinking inOrganizations

102.Understanding the Americanswith Disabilities Act (ADA)

103.Using Data as a TechnicalProfessional Consultant -CONS0133

104.Workers Compensation andDisability Retirement
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105.Workforce Analytics PROCLARITY

106.(TBD) Keyword search - conflictresolution; influencing;communication styles;convincing

107.(TBD) Quality improvements;TQM; Quality 'circles'; systemsredesign (VHA)

108.Advanced Pay Setting (Internal) 109.Communication Skills to Fast-

track Your Career - PD0133

110.Connecting and Communicating 111.Effective Team Communication 112.Effective Use of Feedback for

Teams Simulation - COMM052S

113.Establishing Team Goals andResponsibilities

114.Facilitating Difficult Situations 115.Facilitating Meetings and WorkGroups 116.Facilitative Fundamentals: Tools

and Techniques

117.Generating Creative andInnovative Ideas: MaximizingTeam Creativity

118.Group Problem Solving andDecision Making

119.Interpersonal Communications:The Process

120.Presenting Your Case 121.(TBD) Datamining and

Dashboards

122.(TBD) New Course: Problemsolving, advanced analyticalthinking

123.An Essential Guide to GivingFeedback - COMM0521

124.Arbitration course from FMCS 125.Communication Skills for

Successful Management -MGMT0122

126.Effective Feedback forEmployees and ColleaguesSimulation - COMM0520

127.Human ResourcesFundamentals (HRCI/PHR -2007-aligned)

128.Mediations Certification Program(Justice Center of Atlanta)

129.Problem Solving: GeneratingAlternatives

130.The Dynamics of Interacting
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Required VA-Specific Experience

HR Specialist GeneralistExperience

Function Proficiency Level

N L SP RM/C E1. Applies basic principles of adult

learning to room set-up,audiovisual usage, and group

interaction.*

2. Assemble a complete evidencefile for a disciplinary action.

3. Assemble a complete evidencefile for a grievance.

4. Attend a diversity program tolearn about other cultures andperspectives.*

5. Check technical accuracy ofperformance appraisaldocuments.

6. Collaborate with other teammembers on a project orassignment.*

7. Collect information/data fromsupervisors/managers onexisting Training Needs.*

8. Complete a request forrecruitment through DEU/OPM.

9. Draft a position report for reviewby the HR manager.

10. Research and reviewcompetitive and non-competitivehiring authorities for WG andGS.*

11. Review and verify internalapplicant qualifications andeligibility (time in grade, etc.) fora GS position no higher thantheir pay grade (for supervisorreview).

12. Review OPM qualificationrequirements and draft avacancy announcement forreview by Sr. specialist.*

13. Draft merit promotion/vacancyannouncement for review by aSME.*

14. Maintain confidentiality of PII andother LMS/HRIS information.

15. Participate in a diversity (specialemphasis) program to learnabout other cultures andperspectives.*

16. Participate in discussions withsupervisor concerningclassification problems.*

17. Participate in discussions with


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supervisor concerning staffingand placement issues.*

18. Review collective bargainingagreement procedures that arerequired for recruitment.

19. Partner with yoursupervisor/mentor to develop theskill of dialogue.*

20. Post vacancy announcement onOPM web site (USA Jobs).

21. Read assigned chapters in VAhandbooks, CFR and Title 5.

22. Research assigned ER-relatedsubject and provide a pro/conpresentation to ER specialists.*

23. Research assigned LR-relatedsubject and provide a pro/conpresentation to LR specialists.*

24. Research and receive updatedinformation regarding employeebenefits, to include: retirement,OWCP, etc.

25. Research assigned subject areautilizing online (i.e. FLRA,MSPB, EEOC, OSC, OPM, VAinternal websites, Cyberfeds,etc.) and hardcopy resources.

26. Review regulations on differenthiring authorities under Title 5and discuss with HR manager orHR SME.

27. Review and become familiar withbargaining unit agreements andVA handbook and discuss with aSenior Specialist or HRManager.

28. Shadow (one day) the variousdepartments for a betterunderstanding of what eachdoes.

29. Take a personality inventory(e.g., Myers-Briggs TypeIndicator) to learn more aboutyour personality and relationshipto teamwork.

30. Review material at MeritSystems Protection Board(MSPB) web sitewww.mspb.gov.

31. Work on an assigned ER projectand meet establishedtimeframes.

32. Work on an assigned LR projectand meet establishedtimeframes.
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33. Assist an LR Specialist in thepreparation for labornegotiations.

34. Research anddistribute/communicate updatedinformation regarding employee

benefits, to include: retirement,OWCP, etc.*

35. Attend a job fair and participatein recruiting trips, e.g., visit localcollege campus, visit stateemployment service.

36. Set pay with assistance from anHR Specialist (compute thehourly rate of a GS position;compute the annual rate for theWage Grade.).

37. Contribute to the development ofan employee developmentprogram or course (e.g.research, writing, etc.).

38. Create ER documents (i.e.discipline, performance,reasonable accommodation,etc.) under supervision andexplain processes used .

39. Discuss with supervisor thevarious recruitment sourcesavailable to reach targetedaudiences.

40. Draft LR documents (i.e.grievance responses,information requests, ULPs, etc.)for supervisory review.

41. Evaluate a position descriptionand draft a final position reportfor review by the HR manager(including preparation of theOptional Form 8 (OF-8) (coverpage for GS and FWS PDs)).

42. Explain to a senior HR Specialist(Staffing & Recruitment) theprocedures relevant to: (1)Federal hiring process, (2)Federal job applicationprocedures, (3) Current

employment opportunities inyour administration, (4) Jobopportunities in VA.

43. Select and apply the appropriatereference(s) for classificationgiven a position description.

44. Identify changes in new orrevised classification standardsand provide feedback on the


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impacts to the HR manager.

45. Monitor, update, and distributethe schedule, including thesteps, linkages, and interfaces ofan assigned task for a specificwork breakdown structure

element.

46. Observe a grievance and thirdparty hearing meeting androundtable discussion.

47. Observe an oral reply meetingfor an employee who hasreceived notice of a proposedaction.

48. Participate in a program outsideof your existing program area,offering inputs as a contributor tochange.

49. Perform a briefing of eachsection of HR to new HRspecialists coming into thedepartment.

50. Prepare a certificate of qualifiedapplicants for review by HRmanager.

51. Prepare questions for desk auditfor review from manager.

52. Respond to basic questions fromemployees about the appealsprocess with supervisory input.

53. Review supportingdocumentation for a disciplinaryaction case, preparerecommendation of appropriatepenalty, and draft charges for aproposed action for supervisorfeedback.

54. Review/research special salaryrates and other aspects of PayAdministration to understand thedifferent salary options.

55. Advise management officials onlabor obligations (i.e. grievancemeetings, formal meetings,investigations, forums, etc.).

56. Analyze salary and staffing dataand make recommendations toupper management foradjustments to special salaryrate schedules.

57. Assist supervisors by writingposition descriptions usingvarious formats, e.g. FES, GSnarratives, FWS.

58. Review wage grade positions


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and classify PDs within yourorganization.

59. Check technical accuracy ofperformance appraisaldocuments.

60. Compile data for incentiveawards report.

61. Recommend appropriatedetermination on the FLSA andbargaining unit coverage given aposition description, competitivelevel code and whether aposition is a single or multipleincumbency for review by the HRmanager.

62. Determine and explain eligibilitywith job applicants underdifferent Title 5 appointmentauthorities.*

63. Make recommendations foradjustments to special salaryrate schedules given the annualincreases/COLAs, for review bythe HR manager.

64. Compile/analyze evidence filesand provide feedback tomanager regarding an ER/LRcase.

65. Conduct segment of the annualclassification maintenancereview.

66. Perform the full gamut ofrecruitment responsibilities toinclude: job analysis andassessment tools, determiningminimal and best qualifications,issuing a certification, etc.

67. Consult withmanagers/supervisors abouttheir observed developmentneeds and options for theirspecialty area(s) and create aunique employee developmentplan.

68. Create ER/LR documents (i.e.discipline, performance,

reasonable accommodation,grievance responses,information requests, ULPs, etc.)for final review.

69. Implement employee benefitsincluding retirement calculationsfor servicing employees andadministering OWCP benefits.

70. Foster productive relationships


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with union officials.

71. Identify inconsistencies inorganizational structures andrecommend solutions to servicemanagers.

72. Identify, intervene, andrecommend appropriate action toprevent potential contract andstatutory violations.

73. Participate in a locality salarysurvey as a data collector (orreview survey data).

74. Perform desk audits for a varietyof positions independently.

75. Prepare third party appeal casefiles.

76. Prepare written summary ofresults of a desk audit to anemployee and their manager.

77.

Research different performancemanagement methods, e.g., 360degree evaluation and peerreview, and prepare pros/conspaper for discussion and reviewwith senior HR Specialist.*

78. Respond to inquiries fromcustomers and propose solutionsto ER and LR-related issues.

79. Review and distribute work/lifepolicies (i.e. telework, childcaresubsidies, etc.).

80. Work with a senior HR Specialistto establish pay schedulesbased on results of the localsalary surveys.

81. For a vacancy announcement,perform targeted recruitmentutilizing a variety of resources forrecruiting best and diversecandidates.

82. Review PD's and update incompliance with regulations priorto posting a position.

83. Meet with and advise managersto determine recruitment needsand best recruitment strategy foryour assigned area.

84. Work with supervisor to developnotices related to changes inworking conditions.

85. Complete the entire recruitmentprocess for a vacancyannouncement.

86. Provide training on a variety ofER and LR topics.


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87. Advise management officials onlabor obligations (i.e. grievancemeetings, formal meetings,investigations, forums, etc.).

88. Analyze salary and staffing dataand make recommendations to

upper management foradjustments to special salaryrate schedules.

89. Assist agency representativespreparing witnesses for FLRAand/ or arbitration hearings.

90. Assist agency representativespreparing witnesses for MSPBand/ or EEOC hearings.

91. Compile/analyze evidence andgrievance files and providefeedback to manager regardingER and LR cases.

92. Implement work/life policies (i.e.telework, childcare subsidies,etc.).

93. Consult withmanagers/supervisors abouttheir observed developmentneeds and options for theirspecialty area(s) and create aunique employee developmentplan.

94. Create ER and LR documents(i.e. discipline, performance,reasonable accommodation,grievance responses,information requests, ULPs, etc.)for final review.

95. Develop and present HRtraining.

96. Implement change based onnew developments (i.e. newpolicy, case law, best practices).

97. Participate on a team developingService or Departmental policy,guidance, or SOP's.*

98. Provide consultative services toa manager about forecastingworkforce planning derived

educational and training needs.

99. Respond to inquiries fromcustomers and propose solutionsto ER and LR-related issues.

100.Advise hiring managers onperformance based interviewingtechniques after completion ofcertificate.

101.Monitor and advise hiring


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managers of options/changes inhiring legislation or hiringauthorities, as applicable torecruit effectively for specificpositions.

102.Coordinate participation in a jobfair event.

103.Consult with a manager toadvise on next steps of the hiringprocess from issuance of cert.

104.Resolve a difficult staffingproblem

105.Review proposed organizationalchanges and discuss solutionswith upper level management.

106.Serve as SME for local/nationalprojects which may involvecollaboration with inter or intra-agency partners.

107.Take initiative to identify areas ofliability and use creativity indevelopingresolution/recommendations forstakeholders (i.e. third partysettlements).

108.Project retirement eligibilities andworking in workers'compensation.

109.Coordinate the development asuccession plan.

110.Establish an ongoing HR trainingplan for Senior Staff and hiringmanagers.

111.Develop a recruitmentGuidance/SOP to improve theefficiency of a particular staffingprocess.

112.Advise managers on possibleattrition and/or restructuring ofpositions to assist inimplementing positionmanagement.

113.Develop and implement a policyand/or procedures to improveprogram operations.

114.Gather data and interpret needsfor senior leadership to integrateacross VA or an Administration.

115.Identify and close gaps viadevelopment/training programsbased on the workforce planningprocess.

116.Identify and develop a trainingplan from a changingrequirement (i.e. policy,


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11. Review OHRM website(compensation andclassification).

12. Review OPM website(classification).

13. Review OPM Guides (ClassifiersHandbook).

14. Review OPM Guides (PrimaryStandard).

15. Complete standard forms forevaluating positions under theFactor Evaluation System andNarrative formats

16. Review VA Handbooks anddirectives.

17. Review 5 CFR. 18. Ask questions of more seasoned

employee benefit specialist.*

19. Review HR Resource Library -OHRM Website.

20. Review OPM website -references for HR professionals.

21. Review OHRM website(Work/life).

22. Review VA Handbooks anddirectives (OHRM website).

23. OPM - Guide for ProcessingPersonnel Actions (OPMwebsite).

24. OPM - Guide to PersonnelStandards (OPM website).

25. Review CSRS/FERS handbook(OPM website) - makingretirement determinations.

26. Review OPM QualificationStandards .

27. Review VA QualificationStandards.

28. Make recommendations ontraining policy based onemerging topics.*

29. Attend locally sponsoredworkshops and training classes(i.e. local federal agencies,FEBs, OPM,FLRA, MSPB,

ORM).*

30. Review HR Caf - onlinewebinar on a variety of HR-related topics.

31. Review LRP Publications. 32. Review Classification Appeal

Checklist - both advisory andemployee (OHRM website).

33. Review OPM Guides (Classifiers


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Handbook).

34. Review OPM Guides (PrimaryStandard).


36. Review OPM website(classification). 37. Review 5 CFR. 38. Review VA Handbooks and

directives.

39. Formal or informal mentoringrelationship - discussions etc.*


41. Review OPM QualificationStandards .


43. Participate in agency-widetraining forums to gain a broaderarea of knowledge of employeedevelopment best practices.

44. Attend in locally sponsoredworkshops and training classes(i.e. local federal agencies,FEBs, OPM, FLRA, MSPB,ORM).*

45. Attend HR Caf - online webinaron a variety of HR-related topics.

46. Review administration-sponsored conference.

47. Review Classification AppealChecklist - both advisory andemployee (OHRM website).

48. Review OPM Guides (PrimaryStandard) .

49. Review standard forms forevaluating positions under theFactor Evaluation System andNarrative formats.

50. Review VA Handbooks anddirectives.

51. Ask questions of more seasonedemployee benefit specialist.*

52. 5 CFR 53. Provide guidance on

organizational policy as it relatesto Employee Development.

54. Attend training and developmentconferences that highlightFederal regulations, policies, andrestrictions.


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55. Attend yearly case law updates(i.e. local law school,conferences, FPMI, FDR, HRconferences with federal tracks).

56. Review locally sponsoredworkshops and training classes

(i.e. local federal agencies,FEBs, OPM, FLRA, MSPB,ORM).*

57. Review administration-sponsored conference.

58. Review prior classificationappeals decisions.

59. Review prior consistencyreviews.

60. Review OPM Guides (ClassifiersHandbook) .

61. Review OPM Guides (PrimaryStandard) .

62.

Review VA Handbooks anddirectives.

63. Review HR Resource Library -OHRM Website.

64. Review VA Mentor/Coachcertification.

65. Review OPM website -references for HR professionals.

66. Review OPM - Guide forProcessing Personnel Actions.

67. Review OPM - Guide toPersonnel Standards (OPMwebsite).

68. Review 5 CFR. 69. Consult with managers theneeds of the organization basedon attrition rates, skill-gaps, andanticipated changes to theorganization.

70. Recommend alternativedevelopment methods toappropriately address trainingneeds in the organization.*

71. Attend yearly case law updates(i.e. local law school,conferences, FPMI, FDR, HR

conferences with federal tracks).

72. Locally sponsored workshopsand training classes (i.e. localfederal agencies, FEBs, OPM,FLRA, MSPB, ORM).*

73. Attend HR Caf - online webinaron a variety of HR-related topics.

74. Attend Administration-sponsoredconference.

75. Conduct classification appeals


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decisions.

76. Review Classification AppealChecklist - both advisory andemployee (OHRM website).

77. VA Handbooks and directives(OHRM website)

78. OPM website - references forHR professionals 79. OHRM website (Work/life) 80. HR Resource Library - OHRM

Website

81. OPM - Guide for ProcessingPersonnel Actions (OPMwebsite)


83. Review OPM - Guide toPersonnel Standards (OPM

website).



*Note: Indicates a social learning activity


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APPENDIX

CORE Competencies Defined:

Analysis and Problem Solving:Making sound, well-informed, and objective decisions.Identifying problems, determining the accuracy and relevance of information, and using

sound judgment to generate and evaluate alternatives. Perceiving the impact andimplications of decisions.

Attention to Detail: Performing work in a thorough and conscientious manner whileattending to detail.

Coaching/Mentoring:Working to improve and reinforce performance of others.Facilitating their skill development by providing clear, behaviorally specific performancefeedback, and making or eliciting specific suggestions for improvement in a manner that

builds confidence and maintains self-esteem.

Consulting: Providing advice, expertise, methodologies, and problem-solving assistanceto clients/customers within and outside the agency.

Creative Thinking: Using imagination to develop new insights into situations andapplying innovative solutions to problems. Designing new methods where establishedmethods and procedures are inapplicable or are unavailable.

Customer Service: Working with clients and customers to assess their needs, provideinformation or assistance, resolve their problems, or satisfy their expectations.

Flexibility: Adapting behavior or work methods in response to new information,changing conditions, or unexpected obstacles. Open to change and new information.

Integrity/Honesty Interpersonal Skills: Establishing rapport with people easily, developing and

maintaining a network of contacts that can provide information, help, and access toothers.

IT Application: Using job-relevant information systems and/or software applicationssuch as word processing, spreadsheets, automated research tools, database applications,and the Internet.

Leveraging Diversity: Supporting and promoting an environment that holdsopportunities for all, regardless of race, gender, culture, and age.

Oral Communication: Expressing information to individuals or groups effectively,taking into account the audience and nature of information. Making clear and convincingoral presentations. Listening to others, attending to nonverbal cues, and responding

appropriately.

Planning/Time Management : Organizing work, setting priorities, and determiningresource requirements. Determining short- and long-term goals and strategies to achievethem.

Reasoning: Identifying rules, principles, or relationships that explain facts, data, or otherinformation. Analyzing information and making correct inferences or drawing accurateconclusions.

Teamwork: Encouraging and facilitating cooperation, pride, trust, and group identity.Fostering commitment and team spirit. Working with others to receive goals.


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Written Communication: Recognizing or using correct English grammar, punctuation,and spelling. Communicating information in a succinct and organized manner. Producing

written information, which may include technical material that is appropriate for theintended audience.

TECHNICAL Competencies Defined:

Employee Benefits: Applying HR concepts, principles, and practices relating toretirements, insurances and other employee benefit programs.

Employee Development: Applying employee development concepts, principles, andpractices related to planning, evaluating, and administering training, organizationaldevelopment, and career development initiatives.

Employee Relations: Applying laws, rules, regulations, case law, principles, andpractices related to employee conduct, performance, and dispute resolution.

Labor Relations: Applying laws, rules, regulations, case law, principles, and practicesrelated to negotiating and administering labor agreements.

Pay Administration: Applying pay administration concepts, principles, and practicesrelating to pay setting, pay schedules, pay determinations, and other pay administrationregulations.

Performance Management: Applying performance management concepts, principles,and practices related to planning, monitoring, rating, and rewarding employee

performance.

Position Classification & Management: Determining the correct title, series, and gradeof a position. Ensuring the accuracy of a position description, and advising managementon organization and position management issues.

Recruitment & Staffing: Applying HR concepts, principles, and practices related toidentifying, altering, and selecting individuals and placing them into positions to address

changing organizational needs. Work/Life Integration: Helping others meet the needs of their lives in a way that helps

them be most productive, effective, and healthy, both at work and outside of work.

Workforce & Succession Planning: Applying HR concepts, principles, and practices inorder to determine the composition of the workforce, projecting the composition of thefuture workforce, and identifying current and future competency gaps to align humancapital with organization goals. Consulting with organizations to produce action plans to

bridge both workforce and competency gaps and ensuring an adequate and well qualifiedworkforce to fulfill the mission.

STRATEGIC Competencies Defined:

Change Management: Maintaining balance in the face of ambiguity, rapid pace, andchanging business conditions and to deal with the concerns of the organization and the

people in it, including oneself.

Guiding/Influencing: Guiding others to accept recommendations, cooperate, or changetheir behavior. Working with others towards an agreement. Working to find mutuallyacceptable solutions.

Project & Program Management:Planning, monitoring, and controllingprojects/programs. Ensuring optimum use of talent, budget, time, and materials.


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Strategic Thinking: Maintaining a current knowledge and understanding of global,industry, market, and societal trends and applying them to create long-range options,

scenarios, and plans to successfully advance the organizations mission.

HR Specialist Generalist Career Map

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