# Presentation: 279054

## AgencyCompetency Management System (CMS)

***Training**** ****for Supervisors***
- Position Portfolio Development

- A One NASA Product

**Notes:**
Welcome to NASA’s Agency Competency Management System, or CMS, overview and training for Supervisors. 
Position Portfolio Development.

## What is the Competency Management System?

- Collects current competency inventory in a common language across the Agency
- Identifies future competency needs tied to organizational strategies and POP cycle guidance
- Assists in gap analysis and workforce planning
- Provides search capabilities to find employees, positions, or projects that use competencies
*Supervisors should have already completed their Personal Portfolios and the associated Employee Training*

**Notes:**
What is the Competency Management System?

The competency management system is a collection of the capabilities of the workforce across the Agency using a common language of competencies.  It is what we know.

Also, organizations identify current and future competency needs based on organizational strategies and the Program Operational Plan cycle guidance, a compilation of Program and Project needs for the Agency.  This represents what we need to know.

The Competency Management System identifies gaps between what we know and what we need to know so that so that we may implement employee development and/or workforce planning strategies to close the gaps.

The CMS has search capabilities that allow individuals to find expertise or help, identify positions you may want to develop into and assist project managers in finding the competencies they need to support their projects.

Supervisors who have not yet completed the Employee Training module and have not developed their Personal Portfolios should stop this module now and complete those tasks before continuing.

## What are Competencies?

- In NASA’s view, competencies are brainpower, know-how, knowledge, and real capabilities –what it takes to accomplish the mission
- Employees possess competencies (“SUPPLY”), and positions have competency requirements which, when filled, enable NASA to accomplish its work (“DEMAND”)
- Workforce Competencies are comprised of:
- a reference number, and designator
- a title
- a complete definition

**Notes:**
As previously stated, competencies refer to our know how and what knowledge it takes to carry out our mission.

Specifically, the Competency Management System is comprised of two major knowledge databases.  One, the Personal Portfolios that employees posses, the supply and two, the Position Portfolios that identify the demand.  When these two databases are compared, gaps can be identified.  As a supervisor, it is your job to specify the demand, the Position Portfolios.

In order to complete this process you must be familiar with the structure of the competencies and their relationship.

Each workforce competency has a reference number and designator, a title and a definition.  The definition establishes the scope and context of the knowledge area.

## Competency Example

**Notes:**
This is an example of one competency showing the various elements.  It is very important to read and understand the definitions so that you may properly apply the correct competencies to the positions in your work group.

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## How are Competencies Related?

*WORKFORCE COMPETENCY DICTIONARY*
- 	The total collection of competencies. It categorizes the breadth of NASA’s Corporate Knowledge.
- DOMAIN
- 	A top-level categorization used for navigation purposes in CMS and in the Workforce Competency Dictionary.
- SUITE
- 	A Logical groupings of Competencies and Subcompetencies that can be used to aggregate them for analysis, reporting and graphical representation.
- COMPETENCY (Level 1)
- 	A base-level of knowledge that is relevant to the Agency’s mission.
- 	The knowledge can be applied across position and organizational boundaries. It is NOT roles or functions.
- SUBCOMPETENCY (Level 2)
- 	Further delineation, when needed, of the base-level of knowledge to make the system more useful at the Center and Organization level.

**Notes:**
The competencies are related by the structure of the dictionary.  It is designed to capture the breadth of NASA’s corporate knowledge.

Top-level categorizations, called “Domains” are used to ease navigation through the dictionary.  Each Domain is then populated with logical groupings of competencies and subcompetencies called “Suites”  These are used to aggregate data for analysis, reporting and graphical representations (charts).

The competencies in these suites are of two types, Level 1 Competencies and Level 2 Subcompetencies.  The Level 1 competencies represent the base-level knowledge relevant to the Agency’s mission.  The Level 2 subcompetencies are a further delineation of the base-level knowledge to make the system more useful to the Centers and Organizations.

For supervisors it is important to keep this distinction in mind while building Position Portfolios.  Level 2 subcompetencies relate only to the one Level 1 competency as shown in the Suite.

## Competency Hierarchy

**Notes:**
The Competency Hierarchy is shown in this graphical representation.

The Organizational Capabilities at the Agency level and the Corporate Knowledge Groups at the Center level, both sometimes referred to as “Core Organization Competencies”,  are directly related as they support the NASA Strategic Plan.

The Level 1 and Level 2 workforce competencies are how your organization supports these Core Organization Competencies, and thus, the strategy of the Agency.

## What Will Competencies Do?

**Notes:**
What will we do with CMS data?

The “Wheel” chart to the left, shows how CMS data supports some of the various business process that the Agency and Centers deal with every day.  As supervisors you are involved in some of these directly.

Generally the data provides information about the capabilities of the workforce and competencies needed to support the mission and specific projects.

CMS furthers the One NASA goal by establishing a standard language across Centers that helps to integrate HR business processes, provide continuity of planning over time and establishes a standard measure of NASA’s capabilities.

Programs and Projects will have insights into the knowledge capabilities of the workforce that support them.  Working with the Centers, decisions can be made about aligning and training the workforce to better meet their current and future goals.

CMS will make your workgroup’s competency needs known to you and your employees, so that you may plan training and development that will increase your employee's productivity and reduce their stress.

## What will competencies NOT do?

- CMS does NOT automate or determine the final course of action
- Competency Management is another tool to provide additional workforce data for decision makers, that should be used in conjunction with other tools and information to determine a final answer.
- CMS does NOT replace the workforce planning and analysis process
- Competency management is not a replacement for workforce planning and analysis. It does not replace the role and insights of the supervisor and HR specialists in the final determination of workforce decisions.
- CMS does NOT fully capture and describe the capabilities of an employee
- Competencies are one approach to describe one aspect of an individual’s capabilities - strictly as it relates to the agency’s mission. Competencies do not reflect, nor are intended to capture, all of what a person knows or is capable of doing.
- CMS is NOT to be used for Position Selection, Pay Setting, Performance Evaluation.

**Competency management does not provide the “final answer”.**

**Notes:**
What competencies will not do.
First of all, CMS is not the “final answer” for any decision process.

CMS does not automate or determine the final course of action.  CMS supports other business tools with insights which, combined with other factors and tools, are used by decision makers to reach conclusions.

CMS does not replace the workforce planning and analysis process.  CMS feeds information into this process which complements other data sources and the insights of workforce planners, supervisors and Human Resource Specialists to make the final determination.

CMS does not fully capture and describe the capabilities of an employee.  The CMS is designed to capture the competencies that support the Agency strategy and goals as currently understood.  Individuals often have capabilities beyond what we have modeled in the CMS.  While the CMS is designed to capture some of that additional capability, it certainly cannot fully describe everything that everyone knows or is capable of doing.

CMS is not used for Position Selection, Pay Setting or Performance Evaluation.  Any inference to the contrary would be a mistake and be in conflict with the CMS Business Rules.

## How will the Centers use CMS?

- In order to provide current and useful data, it is anticipated:
- 		Centers will provide data to CMS annually in 	preparation for budget planning
- CMS will be incorporated into existing business processes wherever possible
- 	For example, CMS updating will be included in the process for identifying training and development priorities, identifying personnel who may be a good fit for projects or assist in finding the right people to consider for succession planning
- An Employee and his/her supervisor can use CMS to plan the employee’s career
- 	CMS can be used to identify competency gaps and target training and development to close those gaps or to prepare them to take on new roles.

**Notes:**
Specifically, how will the Centers use CMS?

Centers will need to update their CMS data annually in order to keep it current for developing the annual budget plan.  Data accuracy is very important and only you and your employees can ensure it.  Each year your organization will plan how each employee contributes to the annual Program Operations Plan through the use the tools that use CMS data.

CMS will be integrated into other business processes wherever possible.  The competencies provide a common language so that insights into competency needs can be assessed in decision making processes like prioritizing training and development, project team formulation and succession planning, etc.

Most importantly, employees and supervisors can work together to further each employee’s career through the identification of competency gaps and applying training and development to close those gaps.  In addition, employees can work with their supervisors to identify career goals aligned with gaps and/or succession planning, and target training and development which will make them more competitive for future opportunities.

## Expectations for Supervisors and Managers

- Expectations for Supervisors/Managers
- Managers will build and maintain their personal portfolio
- Managers will build Position Portfolios for positions in their organizations, and review employee portfolios
- Managers will identify a primary competency for each position:
-   		*The competency most representative of the knowledge **	**applied most often*
- Expectations for Organization Managers
- Organization Managers will be asked to assess their program/project needs in terms of competencies and FTEs utilizing WISP

**Notes:**
Expectations for Supervisors and Managers

Managers will build and maintain their personal portfolio, like all employees, and will build Position Portfolios for positions in their organizations.  Mangers should designate to positions only those competencies required to carry out the functions of that position, regardless of the current holder. Managers will review employee portfolios.

Managers will identify a “Primary” competency for each position which is most representative of the competency used most of the time in that position.

Organization Managers will be asked to assess their program/project needs in terms of competencies and FTEs utilizing WIMS during the annual POP cycle.

## Guidelines for Supervisors

**Supervisors are to identify the areas of knowledge and competencies required to accomplish the work in each position that supports the organization’s strategy**
**Consider your entire workgroup when assigning competencies to positions.**
**Make sure you identify a primary competency for each position.  This is used for both workforce planning and finding expertise.**
**The position requirements should reflect the minimum competencies needed to meet the knowledge expectations for productive work in the position.**
**As a rule of thumb, a position will typically have anywhere from 2 to 5 competencies**

**Notes:**
Guidelines for Supervisors

Identify the competencies required to carry out the work for each position in your workgroup based on your best knowledge of what your workgroup provides to support the strategy of your organization.

Consider your entire workgroup when assigning competencies to positions.  This way no position is left out and the workforce will be fully engaged.

Each position must have a “Primary Competency” identified.  This is used for strategic workforce planning and finding expertise. Again, this will be the competency which is most representative of the competency used most of the time in that position.

The position competencies should reflect the minimum competencies needed to be productive in that position.

Most positions will have about two to five competencies.

## Rev. 5 Business RulesCompetencies to be Assigned Automatically

_**Senior Executive Service (SES)**_ All Senior Executive Positions will automatically be assigned** ****Executive Management (170)**** **as a primary competency.  Also, they will automatically be assigned all of the level 2 NASA Leadership  subcompetencies:
**Employee & Team Leadership (1001)**
**Knowledge & Communication Management (1002)**
**Work Performance Leadership (1003)**
**International Relations (1004)**
**Directors of SES’s should identify any other appropriate technical competencies that directly relate to the knowledge needed for the functional responsibilities of the position.**** **

**Notes:**
The Revision 5 business rules mandate certain competencies be automatically assigned for leadership positions.

Specifically, all SES positions will have Executive Management identified as the primary competency and all the subcompetencies under the NASA Leadership competency will be specified for the position.

Other appropriate technical competencies may also be added to the SES Position Portfolio.

## Rev. 5 Business RulesCompetencies to be Assigned Automatically

_**Supervisory Positions**__ _ All supervisory positions will be automatically assigned one of the Supervisory Competency Clusters below, depending on their NASA Classification Code. The Supervisory Competency Cluster will be automatically designated as the primary competency:
**Project Work & Team Management (173),**** **for NCCs 77010, 77060, 77061
**Technical Work & Team Management (171),**** **for NCCs All 605, 700, and 900 series except 77010, 77060, 77061 & (77001 SES).  Also 24501, 28501, 30107, 30113, 30501, 31502, 35501, 35502
**Business Work & Team Management (172),**** **for All other positions that do not fall into the first two categories, except for SES (NCCs 67701 & 77001)
- In addition, all of the competencies that comprise the cluster will also be automatically added to the job position:
**Employee & Team Leadership (1001)**
**Work Performance Leadership (1003)**
**Managers may identify other appropriate technical competencies as additional knowledge requirements for the job position.**** **

**Notes:**
The business rules will also automatically assign position competencies for all supervisory positions.

The assignments will be based on the supervisory level and the associated NASA Classification Code, NCC of the position.
Also, all supervisory positions will have “Employee and Team Leadership” and “Work Performance Leadership” assigned to the position.

Other appropriate technical competencies may also be added to the supervisor’s Position Portfolio.

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## Rev. 5 Business RulesCompetencies to be Assigned Manually

_**Technicians**_** **should have **Engineering and Science Support (11)** as the primary competency with other technical competencies as secondary.
_**Administrative Officers**_ should have **Professional Administrative Operations (115)** as the primary competency and other competencies as secondary.  (*Example:  Financial Management, Budgeting Management, etc.*).
_**Secretary positions**_ should have **Para-Professional Business Operations (165)** as the primary competency.
_**Student Trainees (Co-ops, COEs, etc.)**_  Competencies are not required.

**Notes:**
The Revision five business rules also require that supervisors manually apply a specific “primary competency” to the following positions.  This means the supervisor must carry out this action.

Technicians, “Engineering and Science Support”
Administrative Officers, “Professional Administrative Operations”
Secretaries, “Para-Professional Business Operations”
Other appropriate technical competencies may also be added to these Position Portfolios.

Students, such as Co-ops, Stay-in-School, etc. are not modeled in the CMS.  This is due to their intermittent employment between semesters.

## Accessing the CMS

- The Competency Management System (CMS) is a Web-based system that is accessed through the internet
- The CMS Web address is: _[https://cmstool.nasa.gov](https://cmstool.nasa.gov/)_
- We recommend that Internet Explorer is used as the Web browser for CMS

## CMS User Logon

- CMS is Agency-wide and used by all other centers
- In order to access your profile you must select “GSFC” from the drop-down box
- To log on to the CMS you must use your Web TADS ID and password

- Select your center, then log on with your WebTADS username and password

**Notes:**
CMS is Agency-wide and used by all other Centers
In order to access your profile you must select your Center (e.g. MSFC) from the drop-down box.

Then logon to the CMS using your Web TADS User ID and password.

The Home Tab, internal Welcome screen will then be displayed.

The supervisor logon is identical to that of an employee.  However, the default role for supervisors is “Manager”.

## CMS Start Page for Supervisors/Managers

- Upon accessing the CMS you will be greeted by a start page
- The start page will give you a general overview of the system and provide definitions of CMS related terminology (Default role is Manager)
- Should you have just completed entering your competencies in “My Portfolio,” change your role to “Manager”
- Your screen tabs will change and then you may begin selecting the competencies for the positions in your work group

**Notes:**
Upon accessing the CMS you will be greeted by Home Tab, Welcome screen.

The Welcome page will give you a general overview of the system and provide definitions of CMS related terminology.  The terminology used in the CMS may be unique to the application and should be reviewed.
For managers, your default role will be “Manager” 
Should you want to change your role, select your new role from the pull-down box and then click, “Change Roles” 

You will note that the screen tabs will be different in your “Manager” role.

## Working with Positions

- Select the Positions Tab to begin the process of defining position competencies for your organization positions.

**Notes:**
To start working with positions, just click on the “Positions” tab from your “manager” role screen.

It is recommended that you review the dictionary before making changes to your organization  positions.

## Adding Position Competencies by Organization 

- Before adding/modifying any position competencies please consult the Business Rules in the Competency Dictionary
- Adding competencies to positions can be accomplished in two ways: (1) Group Edit by Org Code or (2) Single Edit by Position
- The default view on the Positions tab is the “Group Edit by OrgCode”
- Click on the “Add” button on the menu bar to display this screen.
- Add Competencies to positions by checking the blocks and clicking the “ADD competencies” button at the bottom of the screen.
- To add new competencies, click “Click here to ADD competencies (not shown on the list above)”  at the bottom of the page.

- Add competencies to a position by checking the box per the screen instructions below.

- Screen instructions for adding competencies to positions.

- Screen instructions for adding competencies to positions.

- To add a competency to the workgroup, click this link.

- Click here to show names.

**Notes:**
Adding Position Competencies to your organization.

Before adding any competencies to your organization positions, please consult the Business Rules in the Competency Dictionary.
This is important because specific guidelines are mandated for certain positions.

Position Competencies may be added/edited in two ways in the CMS.
The default editing screen is the “Group Edit by OrgCode”

Start by clicking on the “Add” button on the menu bar to view this screen.
Adding competencies to a position is accomplished by clicking the blank check boxes of the available competencies for the workgroup.
Complete the process by clicking the “ADD competencies” button in the screen instructions.  Note: Positions are limited to a maximum of 20 competencies.
You can also “Show names” by expanding the list, if that is helpful.

Additional competencies may be made available for the workgroup by clicking the link at the bottom of the page.
After selecting “Add Competencies” link, you will be taken to a screen that provides all the competencies in expanding screens.

## Adding Position Competencies by Organization

- Adding competencies to the workgroup is as easy as adding to your portfolio.
- Expand the competency domains, check the competencies, and assign to positions at the bottom of the screen.

**Notes:**
Adding competencies to the workgroup is accomplished in a similar manner as adding competencies to your personal portfolio.
Here the process differs in that you must assign the additional competencies to one or more positions.

Simply, Expand the competency Domain, check the appropriate competency, select the position that it applies to, and then click “ADD competencies”.
Later, these new competencies can be applied to other positions as previously shown.

## Removing Position Competencies by Organization

- Removing Competencies from positions is nearly the same as adding them.
- Click the “Delete” button on the menu bar to display this screen.
- Use the screen instructions to “check” any of the green filled boxes for removal from the positions.
- Complete the process by clicking “REMOVE competencies”.
- If you make an error, just go back to the “Add” screen.

**Notes:**
Removing Position Competencies from your organization.

Start by clicking on the “Delete” button on the menu bar to view this screen.
Removing competencies from a position is accomplished by clicking the green filled boxes of the available competencies for the workgroup.
Complete the process by clicking the “REMOVE competencies” button in the screen instructions.
You can also “Show names” by expanding the list, if that is helpful.

## Adding Position Competencies by Position

- The second way to add competencies to positions is the Single Edit by Position
- Depending on your position, you may have access to one or more organization units
- Select the proper unit and then select the position you wish to edit from the pull-down list.

**Notes:**
Adding Position Competencies by position is the second way to edit your organization positions.

Click the “Single Edit by Position” on the menu bar to get started.
You may have to select a specific organization on your menu bar and follow by clicking “Change List”.
Then use the pull-down list to select the position to be edited.

## Adding Position Competencies by Position

- The Single Edit by Position will give you this view.
- Adding a competency to a single position is just like adding a competency to your portfolio.
- Click on the link at the bottom of the screen.

**Notes:**
Adding Position Competencies to the position is then done the same way competencies are added to Personal Portfolios.
Remember that positions are limited to a maximum of 20 competencies.

Click on the “Add competencies” link at the bottom of the page.  
This will take you back to the dictionary listing with the check boxes to add competencies.

## Adding Position Competencies by Position

- To add a competency simply click the check box next to the competency name and scroll to the bottom and chose “Add Competencies”
- The position is now updated

**Notes:**
The addition process is shown here.

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## Adjusting Position Competencies by PositionPrimary Designation – Deleting Competencies

- Click the radio button in the “Pri” column on the competency to be designated as **Primary**
- Click “Adjust Position Rqmts” to complete the action.
- Deleting a competency is simple as well
- Click in the remove box next to the desired competency listed
- Then scroll to the bottom of the screen and click “Delete”
- If a mistake is made you can add the deleted competency by following the “Add Competency” steps

**Notes:**
Adjusting Position Competencies by position has two important elements.
One is the mandatory designation of a “Primary” competency and the other is making any deletions.  Please keep in mind the business rules related to primary competencies as previously shown.

The Primary competency is the competency used most often in the position.  This is specified based on the work required, not necessarily by the person holding the position.  There can only be one Primary competency per position.
To specify a “Primary” competency, just click the radio button to the left of the competency and follow with clicking the “Adjust Position Reqmts” button below.

Deleting a competency is simple as well.

Click in the “remove” check box next to the desired competency listed in the position.
Then scroll to the bottom of the check box column and click “Delete”.
The selected competency will then be removed.

If a mistake is made you can add the deleted competency by following the “Add Competency” steps.

## Selecting Levels of Proficiency (Tiers)

- Begin by selecting the Employees tab, the Organization/Change List and then the Employee from the pull-down list.
- In the Position Level column, select the Level of Proficiency (Tier) for each required competency.
- Click the “Adjust Tier Levels” Button.

**Notes:**

Selecting “Levels of Proficiency, Tiers”, is accomplished from the Employee tab screen.
Please review Appendix B of the dictionary to guide your selection of the minimum competency levels needed to accomplish the work of the position.
For career ladder positions, it should represent the levels required at the top of the career ladder position.

Simply enter the Tier number in the “Position Level” Column for each competency required for the position.
Then click the “Adjust Tier Level” button.

## Reports

- Various reports are available to supervisors and managers.
- This information can be accessed by selecting the Reports tab
- A few examples follow:

**Notes:**
Reports are available for all supervisors and managers.
Reports are accessed from the Reports tab where the menu bar has report options presented.

Shown here are the Agency Workforce Inventory and a KSC Organizational Profile reports.

## More Reports

**Notes:**
Here Budget and Lab reports are presented. 

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## Feedback

- The CMS is able to receive your feedback regarding the system
- This feedback is routed to the System Administrator at your Center and is a permanent record
- Feedback can be entered by selecting the “Feedback” tab at the top of your screen
- Just enter your comments and then click “Submit CMS Feedback.”

**Notes:**
The CMS is able to receive your feedback regarding the system.

This feedback is routed to the System Administrator and is permanent record.
Feedback can be entered by selecting the “Feedback” tab at the top of your screen.

The feedback system also allows you to direct your comments regarding a particular area of the system.
This is done through making a selection from the drop-down menu on the feedback screen.

## Your Center’s CMS Team

- The CMS team is hard at work to make this new and useful tool as user-friendly as possible
- The CMS team welcomes any comments or suggestion on how to improve the system or this briefing
- If you have any questions or comments please contact any of the following individuals:
- Keith Lowe, _[Keith.P.Lowe@nasa.gov](mailto:Keith.P.Lowe@nasa.gov)_, X6-6623
- Crystal Gayhart, _[Crystal.A.Gayhart@nasa.gov](mailto:Crystal.A.Gayhart@nasa.gov)_, X6-8228
- Dyron Gunter, _[Dyron.J.Gunter@nasa.gov](mailto:Dyron.J.Gunter@nasa.gov)_, X6-4853
- Crystal Mitchell-Coleman, _[Crystal.Mitchell-Colema-1@nasa.gov](mailto:Crystal.Mitchell-Colema-1@nasa.gov)_, X6-3219
- Don Wolford, _[Donald.L.Wolford@nasa.gov](mailto:Donald.L.Wolford@nasa.gov)_, X6-9236

**Notes:**
Your Center’s CMS team is working hard to make this new and useful tool as user-friendly as possible.

The team welcomes comments or suggestions on improving the system or this training presentation.

Please direct your questions and comments to your organization representatives, shown on the next page, or to the System Administrator(s).

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