1. Senior Executive Service Executive Core Qualifications Preparing for the SES
UNITED STATES OFFICE OF PERSONNEL MANAGEMENT

2. Agenda Welcome Background / Purpose
Senior Executive Service Candidate Development Program (SES CDP) Scope
Introduction of Speaker
Presentation

3. Background/Purpose of the SES CDP
Develop a cadre of leaders standing ready to step into executive level positions
Strengthen participants’ Executive Core Qualifications (ECQs)
Enhance participants’ familiarity with the organization and operations of DHS at the executive level

4. Purpose of the Webinar Provide information on: ECQs
Leadership Competencies
ECQ certification
Resume writing

5. Program Scope Target audience: GS-15 or equivalent
Posting of announcement: Open 30 days
Length of program: months
Completion of program does not guarantee an SES appointment

6. Introduction of Speaker
Nicole Wright is a Human Resources (HR) Specialist with the U.S. Office of Personnel Management (OPM). She serves as the Program Manager for the SES Qualifications Review Boards (QRB) administered by OPM, which certifies the executive qualifications of individuals for initial appointment into the SES (QRB). Prior to joining OPM, Nicole worked as an HR Specialist with the Office of the Secretary of Defense and served in the U.S. Army for more than 11 years.

7. Topics The Qualifications Review Board (QRB) and its functions
Executive Core Qualifications (ECQs) and leadership competencies
ECQs and the Resume
Writing Tips 

8. The Qualifications Review Board (QRB) and its functions

9. Qualifications Review Board
Certifies the executive qualifications of all new career SES appointees and Candidate Development Program graduates.
Is composed of three SES, each from a different agency, with at least two Board members being career appointees.
Convenes weekly in person or virtually.
Names of members and their organizations not subject to release.
Executive Qualifications” is the term used in statute [U.S.C. 3393] to describe the qualifications required of all agency selectees for the SES
Qualifications must be certified by a QRB for all initial career appointments to the SES
These qualifications are in addition to specific professional or technical qualifications agencies establish for individual jobs

10. Role of the QRB
Assesses the overall scope, quality, and depth of a candidate's executive qualifications.
Determines whether the candidate has demonstrated executive level expertise and possesses the executive qualifications needed for entry and success in the SES.
Ensures that all new SES and SESCDP graduates have a broad perspective of government. The focus is on executive skills and not technical expertise.
Makes the final determination about the candidate's executive core qualifications.
Does not rate, rank, or compare one candidate's qualifications against those of other candidates.
Executive Qualifications” is the term used in statute [U.S.C. 3393] to describe the qualifications required of all agency selectees for the SES
Qualifications must be certified by a QRB for all initial career appointments to the SES
These qualifications are in addition to specific professional or technical qualifications agencies establish for individual jobs

11. Submission Criterion
Agencies forward the candidate's application package to OPM for presentation to a QRB on the basis of one of the following criteria:
Criterion (A) – demonstrated executive experience
Criterion (B) – successful completion of a formal, OPM-approved SES candidate development program (CDP). Candidates that are certified by a QRB may be appointed to the SES without further competition. (Must still meet any position specific mandatory technical qualifications.)
Criterion (C) – possession of special or unique
qualifications that indicate a likelihood of executive
success
Executive Qualifications” is the term used in statute [U.S.C. 3393] to describe the qualifications required of all agency selectees for the SES
Qualifications must be certified by a QRB for all initial career appointments to the SES
These qualifications are in addition to specific professional or technical qualifications agencies establish for individual jobs

12. Case Disposition
An OPM staff member serves as a QRB Administrator for each Board.
The Board members independently review one QRB case at a time.
The final decision to approve or disapprove is by majority vote.
QRB decisions are recorded along with any recommendations.
Selecting agency is notified usually the same day. The agency may then appoint the individual to the SES.
QRB certification does not expire.

13. Executive Core Qualifications (ECQs) and Leadership Competencies

14. Executive Core Qualifications (ECQ)
Describe the leadership skills needed to succeed in the SES (5 U.S.C. 3393)
Reinforce the concept of an “SES corporate culture”
Assist in assessing executive experience and potential (not technical expertise)
Measures whether an individual has the broad executive skills needed to succeed in a variety of SES positions
Are interdependent (successful performance in the SES requires competence in each ECQ)
Must be certified by a QRB convened by OPM for all initial career appointments to the SES

15. Executive Core Qualification & Competencies
5 Meta-Leadership SES core qualifications:
Leading Change
Leading People
Results Driven
Business Acumen
Building Coalitions
28 competencies – personal and professional attributes that are critical to successful performance in the SES:
22 competencies specific to ECQs
6 fundamental competencies serve as the foundation for success in each of the ECQs

16. Leading Change
Involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals.
Inherent is the ability to establish an organizational vision and to implement it in a continuously changing environment. 16

17. Leading Change Competencies
Creativity and Innovation – New insights; encourages new ideas and innovations
External Awareness – Up to date on local, national and international policies and trends
Flexibility – Open to change and adapts to changing conditions or unexpected obstacles
Resilience – Deals effectively with pressure
Strategic Thinking – Formulates objectives and priorities and implements plans
Vision – Acts as catalyst for organizational change and translates vision into action 17

18. Leading Change What should the focus be?
In describing your experience and accomplishments, here are some questions to ask:
What was my organizational vision?
How did I transcend my vision into action? What initiative did I take?
Did I strategically initiate and implement transformational change?
Did my vision achieve measurable results that impacted the organization?

19. Leading People
Involves the ability to lead people toward meeting the organization's vision, mission, and goals.
Inherent is the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts. 19

20. Leading People Competencies
Conflict Management – Anticipates and takes steps to prevent counter-productive confrontations
Leveraging Diversity – Fosters an inclusive workplace where diversity and differences are valued
Developing Others – Develops the ability of others to perform and contribute to the organization
Team Building – Inspires and fosters team commitment. Facilitates cooperation and motivates to accomplish goals 20

21. Leading People What should the focus be?
In describing your experience and accomplishments, here are some questions to ask:
What is the staff size I have led?
Was I leading versus managing?
How did I lead my team through a challenge? How did I motivate them to achieve set goals?
How did I contribute to the professional development of my employees (individually or as a team)
How did I deal with conflicts that arose within my team?
How did I leverage diversity amongst my team? (age, cultural, race, skill levels)

22. Results Driven
Involves the ability to meet organizational goals and customer expectations.
Inherent is the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks. 22

23. Results Driven Competencies
Accountability – Holds self and others accountable for measurable high-quality, timely and cost-effective results
Customer Service – Anticipates and meets the needs of both internal and external customers
Decisiveness – Makes well-informed, effective, timely decisions with limited data
Entrepreneurship – Positions the organization for success by identifying new opportunities
Problem Solving – Identifies and analyzes problems
Technical Credibility – Appropriately applies principles, procedures and regulations related to specialized expertise 23

24. Results Driven What should the focus be?
In describing your experience and accomplishments, here are some questions to ask:
How did the priorities and objectives I set lead to high quality/quantity results?
How did I address the needs of customers and stakeholders (internal and external)?
How did my decisions and actions impact results?
Did I identify problems and implement solutions that resulted in improving services?

25. Business Acumen
Involves the ability to manage human, financial, and information resources strategically. 25

26. Business Acumen (Competencies)
Financial Management – Prepares, justifies, and administers program budget. Oversees procurement and contracting
Human Capital Management – Recruits, builds, and manages multi-sector workforce and manages a variety of work situations
Technology Management – Makes effective use of technology to achieve results 26

27. Business Acumen What should the focus be?
In describing your experience and accomplishments, here are some questions to ask:
What is my experience in creating and administering budgets and resources?
How did I procure and utilize resources?
What was the size of budget and resources I managed? How much money saved?
What is my experience with a multi-sector workforce? Percentage of backlog eliminated/reduced? Length of processing time reduced?
How did I utilize technology to create or improve programs?

28. Building Coalitions
Involves the ability to build coalitions internally and with other Federal agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or international organizations to achieve common goals. 28

29. Building Coalitions (Competencies)
Partnering – Develops networks and builds alliances
Political Savvy – Perceives organizational and political realities and acts accordingly
Influencing/Negotiating – Persuades others and builds consensus through give and take. Gains cooperation from others to accomplish goals 29

30. Building Coalitions What should the focus be?
In describing your experience and accomplishments, here are some questions to ask:
What groups/networks (internal and external) did I partner with to achieve a goal?
How did I bring groups together? What challenges did I face doing that?
What did I do to build coalitions?

31. Fundamental Competencies
The resume shows mastery of these fundamental competencies overall.
Competencies:
Interpersonal Skills
Oral Communication
Integrity/Honesty
Written Communication
Continual Learning
Public Service Motivation

32. ECQs and the Resume

33. The Resume Keep the ECQs in mind as you write your resume
Ensure accomplishments are relevant to, and focused on, demonstrated executive leadership, and show possession of the ECQs
Give specific information about your accomplishments and achievements
Ensure your experiences match the competencies
Include awards that relate specifically to a competency 33

34. The Resume Resume should show:
Complexity – taking more things, people, data, concepts or completeness into account (i.e., size of staff, size of budget, size of organization)
Scope/Breadth of Impact (outcome/results) – the number and position of people affected; the size of the problem addressed; track record of successful performance in a variety of agencies/departments/areas 34

35. SAMPLE
RESUME

36. SAMPLE
RESUME

37. SAMPLE
RESUME

38. The Resume Rating Scale
Top Group
Experience based on scope, complexity, quality and depth at an executive level Full mastery of ECQs and technical competencies, if applicable
Highly recommended for interview
Middle Group
Limited experience in scope, complexity, quality and depth of experiences at an executive level. Partial mastery of ECQs and technical competencies, if applicable.
May be recommended for interview
Bottom Group
Experience limited and narrow in scope and complexity. Limited mastery of ECQs and technical competencies.
Not recommended for interview

39. Writing Tips

40. Reviewing and Writing Tips
Make sure:
Majority of competencies are addressed
To quantify experience and accomplishments (numbers, percentages, and timelines)
To highlight measurable results (whenever possible)
Experiences beyond 10 years are briefly discussed
To proofread (review by one or more executives is encouraged)
To spell out acronyms 40

41. Reviewing and Writing Tips
Avoid:
Avoid writing a description of duties
Vague statements
Grammatical errors and typos 41

42. Resources
Guide to SES Qualifications

43. Senior Executive Service Executive Core Qualifications Preparing for the SES