1. NAEP Competency Model Today we want to: Define competencies.
Explore some of the ways the NAEP competency model brings value to procurement professionals.

2. Competencies are the skills, behaviors, and attitudes that lead to high performance.
The Competency-Based Approach is a research-supported approach based on the primary goal of defining the critical behaviors needed for effective and superior individual and organizational performance. Specifically, competencies are the skills, behaviors, and attitudes that lead to high performance.
Competencies are always described as observable, measurable behaviors.
These competencies can be used within the institution on a variety of levels.
“Does your department or institution currently have a competency model in place?”
Source: The Art and Science of Competency Modeling: Best Practices in Developing and Implementing Success Profiles, Korn/Ferry Institute, 2010.

3. According to the Higher Education Employment Report, the number of jobs within higher education declined throughout 2013. 2 With fewer staff to achieve the same if not more work, higher education leaders must make sure that each individual within their team makes a positive impact.
In 2008, NAEP’s Professional Development Committee was given the charge to identify necessary skill sets.
In 2013, after many years of hard work, the Professional Development Committee had a list that developed into the matrix and was shared with a number of different NAEP representatives to gain feedback. Representatives include the NAEP National Board, Procurement Academy faculty, Membership Committee leaders and other key NAEP leaders.
The model was formally introduced to Members at each regional meeting held in It is available on the NAEP website.
This wheel shows the competencies in an easy to view format with four quadrants:
Increase Performance
Build Relationships
Drive Results
Lead Others
NAEP Competency Model

4. On the front page of the handouts, the one with dots that doesn’t have a page number, you will find the competency matrix.
On the left side of the matrix, you see a list of 24 competencies that are within the same four quadrants as shown on the wheel.
The first one, Increase Performance includes…
Each time you click, you will see a different quadrant of competencies (as listed on the left)
Show the four sections
Provide examples of how the competencies map to Tier III – perhaps give example using the Human Resources segment and highlight how the competencies are incorporated
Explain that these behaviors should be observable

5. On the matrix to the right of the list of competencies, there are three colored columns.
Green represents “standard” positions in the Advanced level – the experienced procurement professional with more than eight years of experience in purchasing and/or management responsibility.
Orange represents positions in the Mid-Level – a more advanced procurement professional with five to eight years of experience in purchasing.
Blue represents positions in the Entry-Level - an individual just beginning a purchasing career who may have one to three years of purchasing experience.
The Pro-D committee selected position titles that are most frequently used by Member institutions but the list doesn’t encompass every title that may be found within a procurement department.
Each position on the matrix has a column of dots that correspond to the competencies expected for that position. CLICK TO VIEW BUYER Here we see the competencies for the Entry-Level Buyer.

6. Competency Key Behaviors
Ethics and Values
Adheres to an appropriate (for the setting) and effective set of core values and beliefs during both good and bad times
Acts in line with those values
Rewards the right values and disapproves of others
Practices what he/she preaches
Review the pages within the handouts that show the behaviors that start on page 4 of the handouts
As we move to other sections of the handouts, starting on page 4, you will see the competencies listed in the same order as on the matrix. To the right of the competency, you will see a list of key behaviors that you should be able to observe when an individual demonstrates a competency.
When you click, the detailed competency, Ethics and Values appears
Shown here is an example using Ethics and Values.
Tom…

7. Recruitment & Selection Performance Management Training & Development
Seven stages of an employee life cycle
Workforce Planning
Recruitment & Selection
Onboarding
Performance Management
Training & Development
Career Planning
Transition

8. Align competencies to organizational goals
Strategic Vision & Goals
Employee Actions & Behaviors
Organizational Success
Competencies
The first state is Workforce Planning. One of the outputs of workforce planning is to align competencies to organizational goals.
It is important that competencies are connected to the procurement department and overall institutional goals. When employees recognize what role they play they have more of a “buy-in” and performance increases. You can communicate and reinforce this through job descriptions and performance management.

9. Recruitment & Selection
Source and retain the right individuals to place procurement in the best position for success
Talent acquisition is a key component of an organization’s strategy because the process provides highly motivated and qualified employees who can ultimately impact the financial and operational well-being of the company.
Behavior-based Interviewing
Behavior-based interviewing is becoming more common as a tool to select the best candidate for a position. It is based on the idea that the candidate’s past performance is the best predictor of his/her future performance. In other words, how well the candidate behaved or performed in past activities will help the interviewer decide how well he/she would do in the new position.
Behavior based interviews help you select the best qualified candidate and not just someone you “like” or who looks good on paper or provides responses to “what-if” questions rather than what have you actually accomplished.
Behavioral questions are typically based on the specific competencies for the position (using the NAEP Competency Model)
Candidate’s responses will demonstrate whether or not he/she has previously demonstrated those required competencies
It is possible to make better, more objective hiring decisions because the data you are using is based directly on job-related factors and competencies
By asking the same questions of each candidate, you reduce the possibility of discrimination in the hiring process
In the long run there can be a positive effect on retention…employees who are a good “fit” are more likely to stay with the institution
The Pro-D Committee developed an interview guide that includes behavior-based questions that relate directly to the position’s competencies.

10. Onboarding helps new hires adjust to the social and performance aspects of their jobs so they can quickly become productive, contributing members of the organization.
Onboarding has four distinct levels, the Four C’s:
Compliance is the lowest level and includes teaching employees basic legal and policy-related rules and regulations
Clarification refers to ensuring that employees understand their new jobs and all related expectations. This is where you can introduce the job description with related competencies
Culture is a broad category that includes providing employees with a sense of organizational norms—both formal and informal. You may also share the department/institution vision, mission and values and how his/her position relates to the goals.
Connection refers to the vital interpersonal relationships and information networks that new employees must establish – some organizations take the new employee out for lunch to get to meet other key team members, assign a “mentor” or other team representative
Help new hires adjust to the social and performance aspects of their jobs

11. Observe, evaluate, coach and provide feedback based upon desired competencies
Individuals should consistently be observed, evaluated, coached and provided feedback based upon desired competencies.
Institutional performance
According to the American Society for Training and Development (ASTD), to drive the growth that CEOs seek, performance management systems must link to three imperatives.
Business Integration – an ongoing business analysis tool, not just an annual HR process
Organizational Performance – a competitive advantage
Return-On-Investment – maximize profits
Individual performance
The traditional competitive assessment model, which documents employee performance and is used to make compensation and succession decisions, is being replaced by a new approach, according to a Bersin and Associates report, High-Impact Performance Management.
The new approach integrates talent management processes to lead, manage, develop, reward, and assess employees using a coaching and development model.

12. Create an ongoing professional development plan for each individual based upon competencies for his/her position
The fifth stage is Training and development which increases an employee’s knowledge and skills in their current job as well as developing them for future responsibilities and new positions.
An ongoing professional development plan should be created for each individual based upon competencies for his/her position.
Individuals that do not demonstrate a desired competency can receive coaching, mentoring, on-the-job training, outside training, etc. Leadership development programs can be based upon the competencies needed of current and future leaders.
Add a reminder that the Academy curriculum is mapped to the competencies

13. Career Planning
Determine desired career goals and identify any gaps in education, experience, competencies and other credentials that exist
Career coaching uses a combination of observation, assessment, advising, training, mentoring and feedback to create high impact interventions. A career development plan is one of these interventions. Using the NAEP competency model, you can focus on the competencies needed for the employee’s current position as well as the position(s) he/she is interested in pursuing.
The employee performs a self-assessment of the competencies needed for his/her position (current or desired).
Then, you can discuss the assessment and provide feedback as needed. Together, you can finalize a plan that includes action items and timeline that both agree upon.

14. Develop a succession plan so you are prepared for a smooth transition
As a transition decision is made, leadership can assess the current competencies of the position and determine if changes should be made for the future. The competencies can also assist the individual who is transitioning as he/she makes decisions regarding a new position and/or organization.
Note: Baby boomers and their anticipated departure from the workforce increases the need for succession planning
One of the outcomes of a transition is the need to replace an individual. Developing a succession plan can help make for a smooth transition and better prepare the individual(s) for his/her new role. This actually rolls right into workforce planning so that there is a continuous cycle.
Succession management is a systematic approach for:
Shaping the leadership culture.
Building a leadership pipeline/talent pool to ensure leadership continuity.
Developing potential successors whose strengths will best fit with the institution’s needs.
Identifying the best candidates for categories of positions.
Concentrating resources on the talent development process, yielding a greater return on investment.
Succession management identifies those jobs considered to be the institution’s lifeblood and too critical to be left vacant or filled by any but the best qualified persons. Succession management is critical to mission success and creates an effective process for recognizing, developing, and retaining top leadership talent.

15. Resources
Attend Procurement Academy – competencies mapped to three tiers
Watch 20-minute video on NAEP website
Download competency model materials from Member’s only page
Participate in one-hour roundtable discussion on September ____

16. Questions and Answers So, we have
Defined competencies and reviewed the NAEP competency model.
Explored some of the ways the competency model brings value to procurement professionals.
What questions do you have?