1

Human Resources Specialist 

(Performance Management / 

Employee Relations / Labor Relations) 

Career Path Guide 

Office of the CHCO Council 

U.S. Office of Personnel Management, Suite 5H27 

1900 E Street, NW, Washington, DC 20415 
2

Table of Contents 

Introduction ....................................................................................................................................................3

Understanding the Career Path Diagrams ......................................................................................................3

Understanding Success Factors ......................................................................................................................3

Understanding the Competency Information................................................................................................. 4

Understanding the Training Areas..................................................................................................................5

Understanding the Critical Developmental Activities.....................................................................................5

Qualifications Requirements........................................................................................................................... 5

Human Resources Specialist (Performance Management/Employee Relations/ Labor Relations) Career

Path Overview...............................................................................................................................................6

Success Factors...............................................................................................................................................7

Entry-Level Career Stage.................................................................................................................................9

Entry-Level, GS- 5/7/9 ...................................................................................................................................10

Full Performance Career Stage .....................................................................................................................15

Full Performance, GS-11/12..........................................................................................................................16

Expert/Managerial Career Stage...................................................................................................................22

Expert, GS-13/14/15 .....................................................................................................................................23
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Introduction 

This guide contains a detailed career path for an individual working in the Performance Management /Employee 

Relations / Labor Relations specialty area. Career paths, and the information associated with them, are extremely 

useful in planning a career. In essence, they represent a road map that shows: (1) how people advance through a 

career, (2) qualifications and competencies required at each career stage, and (3) suggested activities, such as 

developmental activities and formal training, that strengthen competencies. 

This career path was developed by subject matter experts working in the Human Resources Management (HRM) 

Series (GS-0201) at agencies across the Federal Government. As such, the information contained in this career path 

reflects expert recommendations regarding the developmental experiences that prepare individuals at each career 

stage for the next level. While the grade at which individuals enter the HR occupation and the full performance level 

of each position varies greatly across the Federal Government, for purposes of this guide, we have defined EntryLevel as GS-5/7/9, Full Performance as GS-11/12, Expert as GS-13/14/15, and Managerial as GS-15/SES. 

There are several important points that you should keep in mind as you review this guide. 

 While the career paths described are recommended by experts, these are not the only ways to 

succeed. There are many avenues to success as a human resources specialist. Regardless of the 

specific path that your career follows, you should constantly strive to strengthen the competencies 

that are relevant to your career goals. 

 The developmental experiences described are not the only ones that contribute to career success. 

While these experiences were specifically identified by job experts as being important, there are 

many other experiences that will also help you to gain the competencies needed to be successful. 

Understanding the Career Path Diagrams 

The career paths outline typical avenues for moving among and across jobs in ways that facilitate growth and career 

advancement. Within this guide, there are two types of career path diagrams. The first diagram, shown after this 

section, is a general overview of your specialty area and describes the career as a whole. Arrows represent 

movement between career stages or specialty areas. An additional set of detailed diagrams shows movement that 

occurs within each career stage (e.g., Entry-Level, Full Performance, and Expert/Team 

Leader/Supervisor/Managerial). For both diagrams, solid arrows depict the most common career moves, while dotted 

arrows show less common, yet equally feasible career moves. 

Understanding Success Factors 

Success factors are typically broad in scope and can be viewed as “pieces of advice” from senior members who have 

reflected on their experience in the HR field and provided statements on how to maximize performance and career 

advancement. You will notice that many of the success factors are not tied to any particular specialty area or career 

stage. After reading through the success factors, you should seek clarification from your supervisor on how best to 

implement some of the suggestions. 
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Understanding the Competency Information 

For each of the points along the career path (i.e., Entry Level), the guide identifies both general and technical 

competencies. A competency is the combination of knowledge, skill, and/or ability one needs to successfully perform 

a job function. General competencies cut across occupations, while technical competencies are specific to an 

occupation and/or specialty area. This guide provides definitions of the technical competencies along with illustrative 

work behaviors. Mastering the activities listed under each of the technical competency sections may increase your 

likelihood of success, within both your current and future positions. 

For both general and technical competencies, a desired proficiency level is listed for each competency. The numeric 

proficiency scale used for the competencies in this guide is shown below: 

Proficiency Level General Competencies Technical Competencies

5 = Expert  Applies the competency in 

exceptionally difficult 

situations.

 Serves as a key resource 

and advises others.

 Applies the competency in 

exceptionally difficult 

situations.

 Serves as a key resource 

and advises others.

 Demonstrates 

comprehensive, expert 

understanding of concepts 

and processes.

4 = Advanced  Applies the competency in 

considerably difficult 

situations.

 Generally requires little or 

no guidance.

 Applies the competency in 

considerably difficult 

situations.

 Generally requires little or 

no guidance.

 Demonstrates broad 

understanding of concepts 

and processes.

3 = Intermediate  Applies the competency in 

difficult situations.

 Requires occasional 

guidance.

 Applies the competency in 

difficult situations.

 Requires occasional 

guidance.

 Demonstrates 

understanding of concepts 

and processes.

2 = Basic  Applies the competency in 

somewhat difficult 

situations.

 Requires frequent 

guidance.

 Applies the competency in 

somewhat difficult 

situations.

 Requires frequent 

guidance.

 Demonstrates familiarity 

with concepts and 

processes.
5

1 = Awareness  Applies the competency in 

the simplest situations.

 Requires close and 

extensive guidance.

 Applies the competency in 

the simplest situations.

 Requires close and 

extensive guidance.

 Demonstrates awareness 

of concepts and processes.

Understanding the Training Areas 

Training areas are subjects for study that strengthen either general or technical competencies. By seeking training in 

these subject areas, you can maximize success within the current role and prepare for advancement to the next. 

Some of these training areas will be linked to internal training courses offered by your agency, while others may be 

linked to external training provided by Government or non-Governmental sources. You should discuss these training 

areas and/or courses with your manager to determine your options for completing formal coursework in your field. 

Keep in mind, however, that much of your training may occur through on-the-job experiences like those listed under 

“Critical Developmental Activities.”

Understanding the Critical Developmental Activities 

Critical developmental activities are experiences employees can seek as they move through the career paths. Each 

of these experiences is associated with a specific career stage and provides the opportunity to strengthen both 

general and technical competencies. Within each career stage, the developmental activity may be the same but will 

vary in complexity depending on the grade level. 

The experiences listed in this document are recommended, but not required. Before you engage in a particular 

developmental experience, you should discuss the experience with your manager. Remember that workload 

considerations may affect the ability of your supervisor to provide you with some of the developmental assignments 

suggested in this document. For this reason it is a good idea to seek out opportunities for learning that may not 

involve formal assignments. When you and your supervisor have agreed on a developmental experience, discuss 

what you should gain from the experience. 

Qualifications Requirements 

Please note that this guide is for development purposes only and does not address position requirements or your 

eligibility for a particular job. For information about Governmentwide qualifications requirements, please refer to 

www.opm.gov/qualifications/Standards/IORs/gs0200/0201.htm. Additionally, there may be position-specific 

requirements, including specialized experience. Your supervisor can provide more information on these additional 

requirements. 
Human Resources Specialist 

(Performance Management / Employee Relations / Labor Relations) 

Career Path Overview 

6

Entry-Level 

(GS-5/7/9) 

Full Performance 

(GS-11/12) 

Expert 

(GS-13/14/15) 

Hired from outside the 

Federal Government 

Other specialties within Performance Management/Employee Relations/Labor Relations: 

Classification 

Compensation 

Employee Benefits 

Information Systems 

Recruitment and Placement 

Human Resource Development 

Managerial 

(GS-15/SES) 

Executive Services 

Policy 

Transfer from another job 

series 

This graphic shows a bird’s eye view of how individuals progress through career stages in the Human 

Resource Management Series, 0201. Solid arrows represent the most common career

advancement; dotted arrows represent equally viable, but less common advancement. 

As this diagram shows, it is fairly common for individuals to transfer into or out of a specialized 

Performance Management/Employee Relations/Labor Relations position at the Entry-Level stage and 

into one of the specialty areas listed in the top box. This becomes less common at the Full 

Performance and Expert stages. At the Full Performance and Expert stages, it is more common for 

individuals to transfer into the specialty areas listed in the box directly underneath these stages (e.g., 

Executive Services or Policy). 
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Success Factors 

Success factors provide general advice and guidance regarding your human resources management career. These 

statements are not tied to any specific position, grade, qualification requirement, or developmental experience. 

Career Movement 

 Obtain expertise in staffing and classification as this knowledge is foundational; it is also important for 

success at higher levels of HR.

 Become fully proficient in more than one technical specialty area if you wish to enter positions beyond full 

performance. 

 Develop breadth of experience by working in offices of differing sizes or locations – but gain depth of 

experience at each position before moving. 

 Before specializing in policy work, gain a solid foundation in operations. 

Learning the HR Field 

 Strive to understand the foundation of the entire HR system and how it ties together, such as: 

 Title 5, Code of Federal Regulations (e.g., legal authorities for issues of concern to Federal 

employees, applicants for Federal jobs, preference eligibles); Title 5, Merit System Principles ( 

Information about the nine merit system principles that are required of Federal personnel 

management); Title 5, United States Code (e.g., regulatory authorities for addressing issues of 

concern to Federal employees, labor unions, compliance monitors, applicants for Federal jobs, 

preference eligibles) 

 Recent developments in the HR area (e.g., hiring reform, Governmentwide changes, legislative 

impacts) 

 Pay attention to HR-related news within the Federal Government and trends externally (e.g., related to 

recruitment). 

Skills to Develop throughout Your Career 

 Learn how to clearly define a problem and probe at the root causes. 

 Learn how to use technology to your advantage. 

 Continually develop your listening and communication skills. 

 Learn how to effectively communicate and navigate the virtual world, including the use of social media. 

 Learn how to serve as a business partner and advisor. For example: 

 Develop effective consulting skills. 

 Learn the process of data collection and analysis. 

 Learn how to produce well-written and effective reports that communicate useful information. 

 Seek opportunities to prove your value to customers. 

Ways to Stand Out 

 Show a willingness to do independent research when solving problems. 

 Adopt a product-focused perspective and learn how to deliver results. 

 Seek out a mentor and consider becoming one when you reach a higher level. 

 Maintain a high level of attention to detail. Do accurate and thorough research. 

 Make a commitment to understand your agency’s organizational structure, mission, and culture. 
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Working with Your Customers Effectively 

 Attend customer staff meetings and listen for opportunities to show your value. 

 Be resilient and patient when working in the HR field. Avoid taking things personally when solutions are not 

adopted; many ideas are rejected due to factors beyond your control. 

 Learn how to be ethical and flexible at the same time. Find ways to get to “yes” legally and/or present 

options that meet management needs. 

 Find ways to relate to your customers and better understand them. Use their terminology and translate what 

you are doing into their language. When you have gathered data, take the time to interpret the data in ways 

they can understand. 
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Entry-Level Career Stage 

Human Resources Specialist 

(Performance Management / Employee Relations / Labor Relations) 

LEGEND 

Represents the most common career advancement 

Represents equally viable, but less common career advancement 
10

Human Resources Specialist 

(Performance Management / Employee Relations / Labor Relations) 

Entry-Level GS-5/7/9 

General Competencies Proficiency Level

GS-5 GS-7 GS-9

Attention to Detail: Is thorough when performing work and conscientious about 

attending to detail. 2 3 3

Client Engagement/Change Management: Knowledge of the impact of change on 

people, processes, procedures, leadership, and organizational culture; knowledge of 

change management principles, strategies, and techniques required for effectively 

planning, implementing, and evaluating change in the organization.

1 2 2

Creative Thinking: Uses imagination to develop new insights into situations and 

applies innovative solutions to problems; designs new methods where established 

methods and procedures are inapplicable or are unavailable.

2 2 2

Customer Service: Works with clients and customers (that is, any individuals who 

use or receive the services or products that your work unit produces, including the 

general public, individuals who work in the agency, other agencies, or organizations 

outside the Government) to assess their needs, provide information or assistance, 

resolve their problems, or satisfy their expectations; knows about available products 

and services; is committed to providing quality products and services.

3 3 3

Decision Making: Makes sound, well-informed, and objective decisions; perceives 

the impact and implications of decisions; commits to action, even in uncertain 

situations, to accomplish organizational goals; causes change.

2 2 3

Flexibility: Is open to change and new information; adapts behavior or work methods 

in response to new information, changing conditions, or unexpected obstacles; 

effectively deals with ambiguity.

2 2 3

Influencing/Negotiating: Persuades others to accept recommendations, cooperate, 

or change their behavior; works with others towards an agreement; negotiates to find 

mutually acceptable solutions.

2 2 2

Information Management: Identifies a need for and knows where or how to gather 

information; organizes and maintains information or information management 

systems.

2 2 3

Integrity/Honesty: Contributes to maintaining the integrity of the organization; 

displays high standards of ethical conduct and understands the impact of violating 

these standards on an organization, self, and others; is trustworthy.

3 4 4

Interpersonal Skills: Shows understanding, friendliness, courtesy, tact, empathy, 

concern, and politeness to others; develops and maintains effective relationships with 

others; may include effectively dealing with individuals who are difficult, hostile, or

distressed; relates well to people from varied backgrounds and different situations; is 

sensitive to cultural diversity, race, gender, disabilities, and other individual 

differences.

3 3 3
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Legal, Government and Jurisprudence: Knowledge of laws, legal codes, court 

procedures, precedents, legal practices and documents, Government regulations, 

executive orders, agency rules, Government organization and functions, and the 

democratic political process.

1 2 2

Oral Communication: Expresses information (for example, ideas or facts) to 

individuals or groups effectively, taking into account the audience and nature of the 

information (for example, technical, sensitive, controversial); makes clear and 

convincing oral presentations; listens to others, attends to nonverbal cues, and 

responds appropriately.

2 2 3

Organizational Awareness: Knows the organization's mission and functions, and 

how its social, political, and technological systems work and operates effectively 

within them; this includes the programs, policies, procedures, rules, and regulations 

of the organization.

1 2 2

Planning and Evaluating: Organizes work, sets priorities, and determines resource 

requirements; determines short- or long-term goals and strategies to achieve them; 

coordinates with other organizations or parts of the organization to accomplish goals; 

monitors progress and evaluates outcomes.

2 2 2

Problem Solving: Identifies problems; determines accuracy and relevance of 

information; uses sound judgment to generate and evaluate alternatives, and to make 

recommendations.

2 2 2

Project Management: Knowledge of the principles, methods, or tools fordeveloping, 

scheduling, coordinating, and managing projects and resources, including monitoring 

and inspecting costs, work, and contractor performance.

1 2 2

Reading: Understands and interprets written material, including technical material, 

rules, regulations, instructions, reports, charts, graphs, or tables; applies what is 

learned from written material to specific situations.

2 3 3

Reasoning: Identifies rules, principles, or relationships that explain facts, data, or 

other information; analyzes information and makes correct inferences or draws 

accurate conclusions.

2 2 3

Self-Management: Sets well-defined and realistic personal goals; displays a high 

level of initiative, effort, and commitment towards completing assignments in a timely 

manner; works with minimal supervision; is motivated to achieve; demonstrates 

responsible behavior.

2 2 3

Stress Tolerance: Deals calmly and effectively with high stress situations (for 

example, tight deadlines, hostile individuals, emergency situations, dangerous 

situations).

2 2 3

Teamwork: Encourages and facilitates cooperation, pride, trust, and group identity; 

fosters commitment and team spirit; works with others to achieve goals. 2 2 3

Technical Competence: Uses knowledge that is acquired through formal training or 

extensive on-the-job experience to perform one's job; works with, understands, and 

evaluates technical information related to the job; advises others on technical issues.

2 2 3

Workforce Planning: Knowledge of HR concepts, principles, and practices related to 

determining workload projections and current and future competency gaps to align 

human capital with organizational goals.

2 2 2
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Writing: Recognizes or uses correct English grammar, punctuation, and spelling; 

communicates information (for example, facts, ideas, or messages) in a succinct and 

organized manner; produces written information, which may include technical 

material that is appropriate for the intended audience.

2 2 3

Technical Competencies

Performance Management: Knowledge of performance management concepts, 

principles, and practices related to planning, monitoring, rating, and rewarding 

employee performance (5 C.F.R. Part 430 and 451).

1 2 2

Employee Relations: Knowledge of laws, rules, regulations, case law, principles, 

and practices related to employee conduct, performance, and dispute resolution (5

C.F.R. Part 432 and 5 C.F.R. Part 752).

1 1 2

Labor Relations: Knowledge of laws, rules, regulations, case law, principles, and 

practices related to negotiating and administering labor agreements (5 USC Chapter 

71).

1 1 2

Typical Duties 

Works with Senior Human Resources Specialists to: GS-5 GS-7 GS-9

Collect award/recognition nomination packages for processing. ✓ N/A N/A

Monitor award amounts to ensure they are in alignment with the recommendations

provided by agency policy. ✓ N/A N/A

Review and/or process performance management/appraisal forms (e.g., in an 

automated system) to ensure completeness. ✓ N/A N/A

Maintain performance management/appraisal records (e.g., performance appraisal, 

awards). ✓ N/A N/A

Collect information and evidence from identified sources to support assigned 

employee relations cases. ✓ ✓ N/A

Assist in maintaining ongoing and completed employee relations case files and/or 

databases. ✓ ✓ N/A

Respond to routine employee relations questions from managers and employees 

(e.g., leave, discipline, medical). ✓ ✓ N/A

Locate basic facts, laws, and precedents concerning union proposals. ✓ ✓ N/A

Assist in collecting and documenting straightforward complaint and investigation 

information. ✓ ✓ N/A

Review basic investigation reports for accuracy and currency. ✓ ✓ N/A

Assist with preparing documentation during the grievance process. ✓ ✓ N/A

Maintain detailed records of ongoing negotiations and/or communications. ✓ ✓ N/A

Respond to simple and/or routine inquiries about the performance 

management/appraisal system or program. N/A ✓ ✓

Review, track and distribute non-monetary awards to employees. N/A ✓ ✓

Conduct research into established policy regarding performance N/A ✓ ✓
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management/appraisal practices.

Conduct research into established labor provisions regarding performance 

management/appraisal practices. N/A ✓ ✓

Resolve problems related to a complex employee leave case, involving a 

combination of leave without pay, sick leave, and holidays. N/A N/A ✓

Explain rules and procedures to employees and managers to help them understand 

grievance and appeals rights and responsibilities. N/A N/A ✓

Provide managers with standard steps they can take to correct employee conduct or 

performance issues. N/A N/A ✓

Researches and retrieves regulations and case law that support management’s 

decision for a change in working conditions. N/A N/A ✓

Recommends steps for grievance resolution and provides technical advice on the 

process. N/A N/A ✓

Prepares a summary explanation of different human resource issues (e.g., staffing, 

succession planning, training, etc.) for management. N/A N/A ✓

Training Areas 

Developing Specific, Measurable, Attainable, Realistic, Time-bound (SMART) Goals 

Individual Development Planning 

Performance Management Systems 

Performance Improvement Plans 

Federal Regulations on Employee Conduct 

Dispute Resolution 

Administrative Inquiries 

Grievance Processes 

Labor Agreements 

Legal Research 

Federal Labor Laws 

Critical Developmental Activities 

To Strengthen General Competencies 

 Actively participate on a team. 

 Volunteer to participate in a high-visibility project. 

 Learn about the agency where you work. 

 Learn new technologies (e.g., through self-study, seminars). 

 Study technical writing as it applies to your work role. 

 Attend technical conferences, meetings, or seminars. 

 Join an industry or professional association. 

 Read technical publications to keep up-to-date on new development in your field (e.g., books, professional 

newsletters, trade journals). 

 Conduct briefings. 

 Build an informal network of peers through which you can exchange ideas and discuss issues relevant to 

technical advances in your field. 
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 Learn from others on the job (e.g., obtain on-the-job training, ask others for guidance). 

 Find a mentor for technical and/or career guidance. 

 Study lessons learned from reviews of failed and successful projects. 

 Gain an understanding of basic position management and classification. 

 Gain an understanding of job analysis. 

 Gain a basic understanding of the agency budgeting process. 

To Strengthen Technical Competencies 

 Become familiar with all the regulatory requirements for performance management in 5 CFR 430 and 451.

 Study and develop the ability to identify results-focused standards. 

 Learn about performance metrics and how they link to the organization's mission. 

 Shadow an ER or LR specialist to observe how they provide advice, guide, and counsel supervisors who 

are dealing with an employee problem. 

 Assist with investigating an employee relations issue. 

 Learn about unions that represent the workforce and all laws that protect union activity. 

 Research relevant case law on Employee Relations and Labor Relations matters. 
Human Resources Specialist 

(Performance Management / Employee Relations / Labor Relations) 

Full Performance Career Stage 

15

SUPERVISORY 

SPECIALIST SPECIALIST 

LEGEND

Represents the most common career advancement

Represents equally viable, but less common career advancement
16

Human Resources Specialist 

(Performance Management / Employee Relations / Labor Relations) 

Full Performance, GS-11/12 

General Competencies Proficiency 

Level

GS-11 GS-12

Attention to Detail: Is thorough when performing work and conscientious about attending to 

detail. 4 4

Client Engagement/Change Management: Knowledge of the impact of change on people, 

processes, procedures, leadership, and organizational culture; knowledge of change 

management principles, strategies, and techniques required for effectively planning, 

implementing, and evaluating change in the organization.

2 3

Creative Thinking: Uses imagination to develop new insights into situations and applies 

innovative solutions to problems; designs new methods where established methods and 

procedures are inapplicable or are unavailable.

3 3

Customer Service: Works with clients and customers (that is, any individuals who use or 

receive the services or products that your work unit produces, including the general public, 

individuals who work in the agency, other agencies, or organizations outside the Government) 

to assess their needs, provide information or assistance, resolve their problems, or satisfy 

their expectations; knows about available products and services; is committed to providing

quality products and services.

4 4

Decision Making: Makes sound, well-informed, and objective decisions; perceives the impact 

and implications of decisions; commits to action, even in uncertain situations, to accomplish 

organizational goals; causes change.

3 3

Flexibility: Is open to change and new information; adapts behavior or work methods in 

response to new information, changing conditions, or unexpected obstacles; effectively deals 

with ambiguity.

3 4

Influencing/Negotiating: Persuades others to accept recommendations, cooperate, or 

change their behavior; works with others towards an agreement; negotiates to find mutually 

acceptable solutions.

3 3

Information Management: Identifies a need for and knows where or how to gather 

information; organizes and maintains information or information management systems. 3 3

Integrity/Honesty: Contributes to maintaining the integrity of the organization; displays high 

standards of ethical conduct and understands the impact of violating these standards on an 

organization, self, and others; is trustworthy.

4 4

Interpersonal Skills: Shows understanding, friendliness, courtesy, tact, empathy, concern, 

and politeness to others; develops and maintains effective relationships with others; may 

include effectively dealing with individuals who are difficult, hostile, or distressed; relates well 

to people from varied backgrounds and different situations; is sensitive to cultural diversity, 

race, gender, disabilities, and other individual differences.

4 4
17

Legal, Government and Jurisprudence: Knowledge of laws, legal codes, court procedures, 

precedents, legal practices and documents, Government regulations, executive orders, 

agency rules, Government organization and functions, and the democratic political process.

3 3

Oral Communication: Expresses information (for example, ideas or facts) to individuals or 

groups effectively, taking into account the audience and nature of the information (for 

example, technical, sensitive, controversial); makes clear and convincing oral presentations; 

listens to others, attends to nonverbal cues, and responds appropriately.

3 3

Organizational Awareness: Knows the organization's mission and functions, and how its 

social, political, and technological systems work and operates effectively within them; this 

includes the programs, policies, procedures, rules, and regulations of the organization.

3 3

Planning and Evaluating: Organizes work, sets priorities, and determines resource 

requirements; determines short- or long-term goals and strategies to achieve them; 

coordinates with other organizations or parts of the organization to accomplish goals; monitors 

progress and evaluates outcomes.

3 3

Problem Solving: Identifies problems; determines accuracy and relevance of information; 

uses sound judgment to generate and evaluate alternatives, and to make recommendations. 3 3

Project Management: Knowledge of the principles, methods, or tools for developing, 

scheduling, coordinating, and managing projects and resources, including monitoring and 

inspecting costs, work, and contractor performance.

2 3

Reading: Understands and interprets written material, including technical material, rules, 

regulations, instructions, reports, charts, graphs, or tables; applies what is learned from written 

material to specific situations.

3 4

Reasoning: Identifies rules, principles, or relationships that explain facts, data, or other 

information; analyzes information and makes correct inferences or draws accurate 

conclusions.

3 3

Self-Management: Sets well-defined and realistic personal goals; displays a high level of 

initiative, effort, and commitment towards completing assignments in a timely manner; works 

with minimal supervision; is motivated to achieve; demonstrates responsible behavior.

3 3

Stress Tolerance: Deals calmly and effectively with high stress situations (for example, tight 

deadlines, hostile individuals, emergency situations, dangerous situations). 3 4

Teamwork: Encourages and facilitates cooperation, pride, trust, and group identity; fosters 

commitment and team spirit; works with others to achieve goals. 3 3

Technical Competence: Uses knowledge that is acquired through formal training or extensive 

on-the-job experience to perform one's job; works with, understands, and evaluates technical 

information related to the job; advises others on technical issues.

3 3

Workforce Planning: Knowledge of HR concepts, principles, and practices related to 

determining workload projections and current and future competency gaps to align human 

capital with organizational goals.

2 3

Writing: Recognizes or uses correct English grammar, punctuation, and spelling; 

communicates information (for example, facts, ideas, or messages) in a succinct and 

organized manner; produces written information, which may include technical material that is 

appropriate for the intended audience.

3 3
18

Technical Competencies

Performance Management: Knowledge of performance management concepts, principles, 

and practices related to planning, monitoring, rating, and rewarding employee performance (5

C.F.R. Part 430 and 451).

3 3

Employee Relations: Knowledge of laws, rules, regulations, case law, principles, and 

practices related to employee conduct, performance, and dispute resolution (5 C.F.R. Part 432 

and 5 C.F.R. Part 752).

2 3

Labor Relations: Knowledge of laws, rules, regulations, case law, principles, and practices 

related to negotiating and administering labor agreements (5 USC Chapter 71). 3 3

Supervisory Competencies 

HR Specialists at the Full Performance level may either be specialists or supervisors. Supervisory competencies are 

determined by the hiring agency. OPM developed guidance for agencies to help them determine requirements for 

supervisory positions including supervisory competencies. For more information on OPM’s Supervisory Qualification 

Guide, click on www.opm.gov/qualifications/standards/Specialty-Stds/GS-SUPV.asp.

Typical Duties 

Specialist or Supervisory Positions GS-11 GS-12

Monitors files to ensure performance improvement plans are issued in accordance with 

regulations. ✓ ✓

Develops informational documents for employees/managers about the organization’s 

performance appraisal system or program. ✓ ✓

Monitors the impact of performance improvement plans. ✓ ✓

Conducts compliance reviews to ensure performance plans, progress reviews, and summary 

ratings comply with policies and procedures. ✓ ✓

Provides management advisory services in coaching, counseling, recognizing top performers, 

and taking appropriate actions on performance issues. ✓ ✓

Advises managers on how to develop critical elements and performance standards (or 

equivalent) and also provides guidance on required actions. ✓ ✓

Provides training to employees/managers on using the performance management system or 

program. ✓ ✓

Resolves problems related to a complex employee leave case, involving a combination of 

leave without pay, sick leave, and holidays. ✓ N/A

Explains rules and procedures to employees and managers to help them understand 

grievance and appeals rights and responsibilities. ✓ N/A

Provides managers with standard steps they can take to correct employee conduct or 

performance issues. ✓ N/A

Recommends minor modifications to proposed labor management agreements. ✓ ✓

Assists managers, employees, and union representatives in resolving grievances, including 

introduction of alternative dispute resolution techniques and strategies. ✓ ✓
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Briefs management on labor relations laws, rulings, and decisions. ✓ ✓

Serves as the authoritative local interpreter of labor relations law, regulation, executive orders, 

and decisions of labor relations formal bodies. ✓ ✓

Establishes and maintains relationships with labor organizations. ✓ ✓

Interprets negotiated agreement provisions and reconciles conflicting technical viewpoints. ✓ ✓

Advises managers about appropriate disciplinary or other corrective techniques that are 

responsive to a range of conduct and performance problems. N/A ✓

Researches and prepares performance-based action notices. N/A ✓

Analyzes facts related to employee conduct or performance issues to determine if there are 

justifiable grounds to take action and the appropriate next steps. N/A ✓

Conducts inquiry or advises management on moderately complex administrative inquiries 

(e.g., coordinating with EEO, IG, or OSC). N/A ✓

Advises management and provides technical advice on the administrative grievance process 

or any internal due process. N/A ✓

Assists in research, preparation, maintenance, and filing of necessary documents and 

represents management before third parties in quasi-judicial boards and commissions. N/A ✓

Supervisory Positions Only

Plans and schedules ongoing work on a quarterly or annual basis. N/A ✓

Recommends adjustments to staffing levels or work procedures to accommodate resource 

decisions made at higher levels. N/A ✓

Oversees the development of technical data, estimates, statistics, suggestions, and other 

information useful to higher-level managers in determining goals and objectives to emphasize. N/A ✓

Conducts a wide range of activities related to staff work, such as: assigning work, tracking 

progress, and approving the final work product. N/A ✓

Evaluates subordinate work performance and counsels subordinates on both work and 

administrative matters. N/A ✓

Identifies developmental and training needs of employees. N/A ✓

Resolves complaints and effects minor disciplinary measures when necessary. N/A ✓

Prepares reports and communications for senior management/supervisors. N/A ✓

Training Areas 

Developing SMART Goals 

Individual Development Planning 

Performance Management Systems 

Performance Improvement Plans 

Federal Regulations on Employee Conduct 

Dispute Resolution 

Administrative Inquiries 

Grievance Processes 

Labor Agreements 
20

Legal Research 

Federal Labor Laws 

Mentoring Employees (GS-12 only) 

Improving Employee Performance and Productivity (GS-12 only) 

Conducting Employee Performance Appraisals in Accordance with Agency Systems (GS-12 only) 

Identifying and Assisting Employees with Unacceptable Performance (GS-12 only) 

Training Individuals Making Career Transitions (e.g., non-supervisory to manager or manager to executive) (GS-12 

only) 

Critical Developmental Activities 

Developmental Activities for Specialist or Supervisory Positions 

To Strengthen General Competencies 

 Participate in all stages of, or manage a project. 

 Lead a team effort by acting as a project lead, program lead, or team lead. 

 Participate in projects that are highly visible, sensitive, or political. 

 Act as a subject matter expert (SME) in a panel. 

 Consult with customers to define and/or solve customer problems. 

 Cross-train into another area of expertise (e.g. temporary job rotations, job shadowing, or developmental 

assignments). 

 Participate in online training, attend briefings, or obtain on-the-job training to understand the policies and 

politics relevant to your work. 

 Collaborate and coordinate with another group to perform project work (e.g., outside group). 

 Develop a broad professional network through joint projects, participation in workshops, membership in 

professional and trade associations, and internal and external customer relationships. 

 Demonstrate your work at a technical conference, meeting, or seminar. 

 Provide informal mentoring to others in your specialty area. 

 Attend university and industry association educational events. 

 Maintain awareness of trends and state-of-the-art in your field. 

 Discuss ideas to resolve project issues with senior staff members or a mentor. 

 Meet with your manager to present and discuss your analysis of options, tradeoffs, and recommendations 

for action relating to a problem or issue in a project/program. 

 Participate on a workforce planning team. 

To Strengthen Technical Competencies 

 Attend training on writing performance elements/standards and on performance-based actions. 

 Develop a workshop on writing effective performance standards. 

 Shadow attorneys in agency’s Office of General Council’s for a 60-90 day period. 

 Learn how to coach executives, supervisors, and employees on how to write results-focused standards. 

 Learn the basic requirements of effective appraisal program and award program design, and join or lead a 

team that is redesigning appraisal or awards programs. 

 Work with a senior ER/LR and/or performance management specialist to observe how they provide advice, 

guide, and counsel supervisors who are dealing with an employee problem. 

 Research relatively straightforward performance and conduct issues and prepare recommendations on an 

appropriate course of action. 

 Work with a senior technical expert in preparing for a Merit System Protection Board (MSPB) appeal. 

 Work with a senior technical expert on Grievances and Arbitration. 

 Work with a seasoned expert on developing and/or re-negotiating local union agreements. 
21

 Work with a senior technical expert on responding to an Unfair Labor Practice (ULP). 

 Develop a negotiating strategy for renegotiation of a contract. 

Additional Developmental Activities for Supervisory Positions Only 

 Seek periodic feedback from others on your management and leadership skills. 

 Find a mentor or talk with other managers to learn about their leadership styles, challenges, and 

experiences. 

 Look for ways to praise and highlight others’ achievements. 

 Identify and communicate your priorities to your employees. 

 Offer to serve as a sounding board for others if they run into technical difficulties, and ask them to do the 

same for you. 

 Develop and execute a budget for a project or assignment. 

 Learn strategies on how to handle conflict in the organization. 

 Contribute to processes that create and support a diverse environment (e.g. hiring and training). 
Human Resources Specialist 

(Performance Management / Employee Relations / Labor Relations) 

Expert / Managerial Career Stage 

GS-15 

SUPERVISORY 

GS-13 

SUPERVISORY 

GS-14 

SUPERVISORY 

FULL 

PERFORMANCE 

GS-15 

EXPERT 

GS-13 

EXPERT 

GS-14 

EXPERT 

SES

Change to a 

different specialty 

area 

Hired from outside 

the Federal 

Government 

LEGEND

Represents the most common career advancement

Represents equally viable, but less common career advancement

22
23

Human Resources Specialist 

(Performance Management / Employee Relations / Labor Relations) 

Expert, GS-13/14/15 

General Competencies Proficiency Level

GS-13 GS-14 GS-15

Attention to Detail: Is thorough when performing work and conscientious 

about attending to detail. 4 4 4

Client Engagement/Change Management: Knowledge of the impact of 

change on people, processes, procedures, leadership, and organizational 

culture; knowledge of change management principles, strategies, and 

techniques required for effectively planning, implementing, and evaluating 

change in the organization.

3 4 4

Creative Thinking: Uses imagination to develop new insights into 

situations and applies innovative solutions to problems; designs new 

methods where established methods and procedures are inapplicable or 

are unavailable.

4 4 5

Customer Service: Works with clients and customers (that is, any 

individuals who use or receive the services or products that your work unit 

produces, including the general public, individuals who work in the 

agency, other agencies, or organizations outside the Government) to 

assess their needs, provide information or assistance, resolve their 

problems, or satisfy their expectations; knows about available products 

and services; is committed to providing quality products and services.

4 4 5

Decision Making: Makes sound, well-informed, and objective decisions; 

perceives the impact and implications of decisions; commits to action, 

even in uncertain situations, to accomplish organizational goals; causes 

change.

4 4 5

Flexibility: Is open to change and new information; adapts behavior or 

work methods in response to new information, changing conditions, or 

unexpected obstacles; effectively deals with ambiguity.

4 4 4

Influencing/Negotiating: Persuades others to accept recommendations, 

cooperate, or change their behavior; works with others towards an 

agreement; negotiates to find mutually acceptable solutions.

4 4 4

Information Management: Identifies a need for and knows where or how 

to gather information; organizes and maintains information or information 

management systems.

4 4 4

Integrity/Honesty: Contributes to maintaining the integrity of the 

organization; displays high standards of ethical conduct and understands 

the impact of violating these standards on an organization, self, and 

others; is trustworthy.

4 4 5
24

Interpersonal Skills: Shows understanding, friendliness, courtesy, tact, 

empathy, concern, and politeness to others; develops and maintains 

effective relationships with others; may include effectively dealing with 

individuals who are difficult, hostile, or distressed; relates well to people 

from varied backgrounds and different situations; is sensitive to cultural 

diversity, race, gender, disabilities, and other individual differences.

4 4 5

Legal, Government and Jurisprudence: Knowledge of laws, legal 

codes, court procedures, precedents, legal practices and documents, 

Government regulations, executive orders, agency rules, Government 

organization and functions, and the democratic political process.

4 4 5

Oral Communication: Expresses information (for example, ideas or 

facts) to individuals or groups effectively, taking into account the audience 

and nature of the information (for example, technical, sensitive, 

controversial); makes clear and convincing oral presentations; listens to 

others, attends to nonverbal cues, and responds appropriately.

4 4 5

Organizational Awareness: Knows the organization's mission and 

functions, and how its social, political, and technological systems work 

and operates effectively within them; this includes the programs, policies, 

procedures, rules, and regulations of the organization.

4 4 4

Planning and Evaluating: Organizes work, sets priorities, and 

determines resource requirements; determines short- or long-term goals 

and strategies to achieve them; coordinates with other organizations or 

parts of the organization to accomplish goals; monitors progress and 

evaluates outcomes.

4 4 4

Problem Solving: Identifies problems; determines accuracy and 

relevance of information; uses sound judgment to generate and evaluate 

alternatives, and to make recommendations.

4 4 4

Project Management: Knowledge of the principles, methods, or tools for 

developing, scheduling, coordinating, and managing projects and 

resources, including monitoring and inspecting costs, work, and contractor 

performance.

3 4 4

Reading: Understands and interprets written material, including technical 

material, rules, regulations, instructions, reports, charts, graphs, or tables; 

applies what is learned from written material to specific situations.

4 4 5

Reasoning: Identifies rules, principles, or relationships that explain facts, 

data, or other information; analyzes information and makes correct 

inferences or draws accurate conclusions.

4 4 5

Self-Management: Sets well-defined and realistic personal goals; 

displays a high level of initiative, effort, and commitment towards 

completing assignments in a timely manner; works with minimal 

supervision; is motivated to achieve; demonstrates responsible behavior.

4 4 4

Stress Tolerance: Deals calmly and effectively with high stress situations 

(for example, tight deadlines, hostile individuals, emergency situations, 

dangerous situations). 4 4 4
25

Teamwork: Encourages and facilitates cooperation, pride, trust, and 

group identity; fosters commitment and team spirit; works with others to 

achieve goals.

4 4 4

Technical Competence: Uses knowledge that is acquired through formal 

training or extensive on-the-job experience to perform one's job; works 

with, understands, and evaluates technical information related to the job; 

advises others on technical issues.

4 4 5

Workforce Planning: Knowledge of HR concepts, principles, and 

practices related to determining workload projections and current and 

future competency gaps to align human capital with organizational goals.

3 4 4

Writing: Recognizes or uses correct English grammar, punctuation, and 

spelling; communicates information (for example, facts, ideas, or 

messages) in a succinct and organized manner; produces written 

information, which may include technical material that is appropriate for 

the intended audience.

4 4 4

Technical Competencies

Performance Management: Knowledge of performance management 

concepts, principles, and practices related to planning, monitoring, rating, 

and rewarding employee performance (5 C.F.R. Part 430 and 451).

4 4 4

Employee Relations: Knowledge of laws, rules, regulations, case law, 

principles, and practices related to employee conduct, performance, and 

dispute resolution (5 C.F.R. Part 432 and 5 C.F.R. Part 752).

4 4 4

Labor Relations: Knowledge of laws, rules, regulations, case law, 

principles, and practices related to negotiating and administering labor 

agreements (5 USC Chapter 71).

4 4 4

Supervisory Competencies 

HR Specialists at the Expert level may either be specialists or supervisors. Supervisory competencies are determined 

by the hiring agency. OPM developed guidance for agencies to help them determine requirements for supervisory 

positions including supervisory competencies. For more information on OPM’s Supervisory Qualification Guide, click 

on www.opm.gov/qualifications/standards/Specialty-Stds/GS-SUPV.asp.

Typical Duties 

Specialist or Supervisory Positions GS-13 GS-14 GS-15

Ensures the performance management/appraisal system or program meets 

the organization’s performance management/appraisal requirements. ✓ ✓ ✓

Serves on an awards committee to develop, monitor, and execute 

procedures for award nominations. ✓ ✓ ✓

Develops assessment criteria for the organization’s performance 

management/appraisal system or program. ✓ ✓ ✓

Conducts performance management system/program compliance audits and 

reviews. ✓ ✓ ✓
26

Provides technical expertise on complex performance management/appraisal 

issues. ✓ ✓ ✓

Examines case law and disseminates/champions new policy. ✓ ✓ ✓

Advises both management and employees during adverse actions. ✓ ✓ ✓

Reviews complex policy and procedures to ensure consistency in their 

application and recommends modifications. ✓ ✓ ✓

Coordinates with other HR functions and/or higher agency levels and 

analyzes particularly complex and sensitive problems and issues, such as 

those involving apparently conflicting laws or other requirements and those 

involving vague and untested areas of case law.

✓ ✓ ✓

Provides technical advice on complex or difficult administrative inquiries or 

grievance processes. ✓ ✓ ✓

Develops the future vision of the labor relations program to include the 

advancement of non-traditional collaborative approaches to labor relations. ✓ ✓ ✓

Represents the organization in various third-party disputes (e.g., arbitrations, 

mediation, and other procedures). ✓ ✓ ✓

Serves as a member of the bargaining agreement negotiation team. ✓ ✓ ✓

Surveys management and employees to identify labor relations concerns. ✓ ✓ ✓

Reviews and recommends resolution of negotiability issues. ✓ ✓ ✓

Reviews unfair labor practice charges to determine validity. ✓ ✓ ✓

Supervisory Positions Only

Oversees annual, multiyear, or similar types of long-range work plans or 

schedules for in-service or contracted work. ✓ ✓ N/A

Ensures that the goals or objectives for area of responsibility (e.g., division, 

program area, and function) are met and determines goals and objectives 

that require additional emphasis.

✓ ✓ N/A

Determines best approach for solving budget shortages or other issues. ✓ ✓ N/A

Exercises significant responsibility in dealing with officials of other units or 

organizations. ✓ ✓ N/A

Assures equity among units, groups, teams of performance standards and 

rating techniques developed by subordinates. ✓ ✓ N/A

Serves as the senior HR advisor for a multi-mission agency engaged in 

research, development, test, evaluation, and maintenance functions on a 

national and/or international scale.

N/A N/A ✓

Integrates the interests of key internal and external stakeholders, including 

Congress, Administration and the public, when developing strategic business 

plans.

N/A N/A ✓

Formulates new HR concepts, principles, and methods. N/A N/A ✓

Advises top agency management officials on the development and 

implementation of innovations related to any HR technical area. N/A N/A ✓
27

Counsels top agency officials who may appear before Congressional 

committees and the national media concerning the agency’s HR program. N/A N/A ✓

Makes decisions on work problems presented by subordinate supervisors. ✓ ✓ ✓

Training Areas 

Developing Specific, Measurable, Attainable, Realistic, Time-bound (SMART) Goals 

Individual Development Planning 

Performance Management Systems 

Performance Improvement Plans 

Federal Regulations on Employee Conduct 

Dispute Resolution 

Administrative Inquiries 

Grievance Processes 

Labor Agreements 

Legal Research 

Federal Labor Laws 

Mentoring Employees 

Improving Employee Performance and Productivity 

Conducting Employee Performance Appraisals in Accordance with Agency Systems 

Identifying and Assisting Employees with Unacceptable Performance 

Training Individuals Making Career Transitions (e.g., non-supervisory to manager, or manager to executive) 

Critical Developmental Activities 

Developmental Activities for Expert or Supervisory Positions 

To Strengthen Core Competencies 

 Lead a team working on multiple projects. 

 Act as a subject matter expert (SME). 

 Acquire resources or support from outside organization for a project. 

 Mentor others informally or formally, providing technical and career guidance. 

 Share knowledge of lessons learned with your team and management. 

 Serve as an advisor to teams working on high visibility projects. 

 Develop relationships with customers to understand the customer base. 

 Expand your professional network (including contacts with people in industry, academia, and other relevant 

organizations) through joint projects, participation in workshops, memberships in professional and trade 

associations, and internal and external customer relationships. 

 Present invited talks or papers at technical conferences. 

 Maintain awareness of trends and state-of-the-art in your field. 

 Interview someone who is faced with pressure to make decisions constantly. Ask him or her to describe the 

criteria he/she uses to evaluate the quality of potential decisions, the methods/techniques he/she uses to 

make decisions, and the lessons he/she has learned about thinking through decisions. 

 Evaluate proposals with the guidance of senior staff members. 

 The next time you face a major policy or procedure change, find a way to access a broad range of ideas. 

Pose difficult challenges and ask for others’ thoughts or related experience. 

 Participate on a workforce planning team. 
28

To Strengthen Technical Competencies 

 Serve as Center Point of Contact (POC) for Performance Management to an agency team or cross-agency 

team. 

 Train senior level managers and supervisors on employee relations, labor relations, and performance 

management. 

 Research complex conduct and performance issues, and prepare recommendations on an appropriate 

course of action. Be able to advise legal as the technical expert in appeals. 

 Develop and/or re-negotiate a local union agreement. 

 Facilitate labor management forums and/or discussions with union reps and managers. 

 Respond to an unfair labor practice (ULP). 

 Assist management in responding to grievances and facilitate grievance hearings. 

 Work an unfair labor practice charge: gather the facts of case, pinpoint violations, develop proposed 

settlement options, and work with legal representation in the process. 

 Represent the agency in an arbitration case: gather the facts of case, prepare witnesses, and develop 

opening and closing statements. 

 Develop the agency’s request for SES or SL/ST appraisal system certification. 

Additional Developmental Activities for Supervisory Positions Only 

 Find an opportunity to clearly communicate your vision and the values of your organization or work group, 

along with the message that you expect people to excel. 

 Gain commitment from necessary players and maintain their support throughout a change process. 

 Pay attention to advances or changes in technology. Look for ways that new or different technology could 

improve your work processes or the quality and/or efficiency of your work. 

 Identify people who hold similar positions to yours. Choose one or two who share common job concerns or 

problems, and meet with them informally to ask for ideas on resolving problems and expediting work flow. 

 Establish contact with other federal agencies for benchmarking opportunities, lessons learned, and 

innovative approaches for accomplishing objectives. 

 Contribute to processes that create and support a diverse environment (e.g. hiring and training).