T e n n e s s e e D e p a r t m e n t

o f H u m a n R e s o u r c e s
D e c e m b e r 4 , 2 0 1 2
List of Competencies/KSAs
The comprehensive list of competencies and KSAs
(including competencies from Lominger International
and KSAs from O*NET) should e used for inferring
!ompetencies"KSAs from tas# statements$ As ne%
!ompetencies"KSAs are developed& the' should e
added to the list$ E(!! staff should update the
reference list as necessar'$
State of TN
Competencies/
KSAs
Competencies
Strategic Competencies
)$ Business Acumen * Kno%s ho% usinesses %or#+ #no%ledgeale in current and
possile future policies& practices& trends& technolog'& and information affecting his"her
organi,ation+ #no%s the competition is a%are of ho% strategies and tactics %or# in the
mar#etplace$
-$ Creativity . !omes up %ith a lot of ne% and uni/ue ideas+ easil' ma#es connections
among previousl' unrelated notions+ tends to e seen as original and value0added in
rainstorming settings$
1$ Dealing it! Ambiguity . !an effectivel' cope %ith change+ can shift gears
comfortal'+ can decide and act %ithout having the total picture+ isn2t upset %hen
things are up in the air+ doesn2t have to finish things efore moving on+ can comfortal'
handle ris# and uncertaint'$
3$ Decision "uality . 4a#es good decisions (%ithout considering ho% much time it ta#es)
ased upon a mi5ture of anal'sis& %isdom& e5perience& and 6udgment+ most of his"her
solutions and suggestions turn out to e correct and accurate %hen 6udged over time+
sought out ' others for advice and solutions$
7$ #unctional $Tec!nical Competency * 8as the functional and technical #no%ledge and
s#ills to do the 6o at a high level of performance$
9$ %nnovation &anagement . Is good at rining the creative ideas of others to mar#et+
has good 6udgment aout %hich creative ideas and suggestions %ill %or#+ has a sense
aout managing the creative process of others+ can facilitate effective rainstorming+
can pro6ect ho% potential ideas ma' pla' out in the mar#etplace$
:$ %ntellectual Horsepoer . Is right and intelligent+ deals %ith concepts and comple5it'
comfortal'+ descried as intellectuall' sharp& capale& and agile$
;$ 'earning on t!e #ly . Learns /uic#l' %hen facing ne% prolems+ a relentless and
versatile learner+ open to change+ anal',es oth successes and failures for clues to
improvement+ e5periments and %ill tr' an'thing to find solutions+ en6o's the challenge
of unfamiliar tas#s+ /uic#l' grasps the essence and the underl'ing structure of
an'thing$
<age 2 of 20
=$ (erspective . Loo#s to%ard the roadest possile vie% of an issue"challenge+ has
road0ranging personal and usiness interests and pursuits+ can easil' pose future
scenarios+ can thin# gloall'+ can discuss multiple aspects and impacts of issues and
pro6ect them into the future$
)>$ (roblem )olving . ?ses rigorous logic and methods to solve difficult prolems %ith
effective solutions+ proes all fruitful sources for ans%ers+ can see hidden prolems+ is
e5cellent at honest anal'sis+ loo#s e'ond the ovious and doesn2t stop at the first
ans%ers$
))$ )trategic Agility . Sees ahead clearl'+ can anticipate future conse/uences and
trends accuratel'+ has road #no%ledge and perspective+ is future oriented+ can
articulatel' paint credile pictures and visions of possiilities and li#elihoods+ can
create competitive and rea#through strategies and plans$
)-$ Tec!nical 'earning . <ic#s up on technical things /uic#l'+ can learn ne% s#ills and
#no%ledge+ is good at learning ne% industr'& compan'& product& or technical
#no%ledge . li#e internet technolog'+ does %ell in technical courses and seminars$
Operating Competencies
)$ Delegation . !learl' and comfortal' delegates oth routine and important tas#s and
decisions+ roadl' shares oth responsiilit' and accountailit'+ tends to trust people
to perform+ lets direct reports and others finish their o%n %or#$
-$ Developing Direct Reports an* +t!ers . <rovides challenging and stretching tas#s
and assignments+ holds fre/uent development discussions+ is a%are of each person2s
career goals+ constructs compelling development plans and e5ecutes them+ pushes
people to accept developmental moves+ %ill ta#e on those %ho need help and further
development+ cooperates %ith the developmental s'stem in the organi,ation+ is a
people uilder$
1$ Directing +t!ers . Is good at estalishing clear directions+ sets stretching o6ectives+
distriutes the %or#load appropriatel'+ la's out %or# in a %ell0planned and organi,ed
manner+ maintains t%o0%a' dialogue %ith others on %or# and results+ rings out the
est in people+ is a clear communicator$
3$ %nforming . <rovides the information people need to #no% to do their 6os and feel
good aout eing a memer of the team& unit& and"or organi,ation+ provides individuals
information so that the' can ma#e accurate decisions+ is timel' %ith information$
<age , of 20
7$ &anaging T!roug! )ystems . !an design practices& processes& and procedures
%hich allo% managing from a distance+ is comfortale letting things manage
themselves %ithout intervening+ can ma#e things %or# through others %ithout eing
there+ can impact people and results remotel'$
9$ +rgani-ing . !an marshal resources (people& funding& material& support) to get things
done+ can orchestrate multiple activities at once to accomplish a goal+ uses resources
effectivel' and efficientl'+ arranges information and files in a useful manner$
:$ (lanning . Accuratel' scopes out length and difficult' of tas#s and pro6ects+ sets
o6ectives and goals+ rea#s do%n %or# into the process steps+ develops schedules
and tas#"people assignments+ anticipates and ad6usts for prolems and roadloc#s+
measures performance against goals+ evaluates results$
;$ (riority )etting * Spends his"her time and the time of others on %hat2s important+
/uic#l' ,eros in on the critical fe% and puts the trivial man' aside+ can /uic#l' sense
%hat %ill help or hinder accomplishing a goal+ eliminates roadloc#s+ creates focus$
=$ (rocess &anagement . @ood at figuring out the processes necessar' to get things
done+ #no%s ho% to organi,e people and activities+ understands ho% to separate and
comine tas#s into efficient %or# flo%+ #no%s %hat to measure and ho% to measure it+
can see opportunities for s'nerg' and integration %here others can2t+ can simplif'
comple5 processes+ gets more out of fe%er resources$
)>$ Time &anagement . ?ses his"her time effectivel' and efficientl'+ values time+
concentrates his"her efforts on the more important priorities+ gets more done in less
time than others+ can attend to a roader range of activities$
))$ Timely Decision &a.ing . 4a#es decisions in a timel' manner& sometimes %ith
incomplete information and under tight deadlines and pressure+ ale to ma#e a /uic#
decision$
)-$ Total /or. )ystems . Is dedicated to providing organi,ation or enterprise0%ide
common s'stems for designing and measuring %or# processes+ see#s to reduce
variances in organi,ation processes+ delivers the highest0/ualit' products and services
%hich meet the needs and re/uirements of internal and e5ternal customers+ is
committed to continuous improvement through empo%erment and management '
data+ leverages technolog' to positivel' impact /ualit'+ is %illing to re0engineer
processes from scratch+ is open to suggestions and e5perimentation+ creates a
learning environment leading to the most efficient and effective %or# processes$
Courage Competencies
<age 4 of 20
)$ Comman* ).ills . Aelishes leading+ ta#es unpopular stand if necessar'+ encourages
direct and tough deate ut isn2t afraid to end it and move on+ is loo#ed to for direction
in a crisis+ faces adversit' head on+ energi,ed ' tough challenges$
-$ Conflict &anagement . Steps up to conflicts& seeing them as opportunities+ reads
situations /uic#l'+ good at focused listening+ can hammer out tough agreements and
settle disputes e/uital'+ can find common ground and get cooperation %ith minimum
noise$
1$ Confronting Direct Reports . (eals %ith prolem direct reports firml' and in a timel'
manner+ doesn2t allo% prolems to fester+ regularl' revie%s performance and holds
timel' discussions+ can ma#e negative decisions %hen all other efforts fail+ deals
effectivel' %ith troulema#ers$
3$ Hiring an* )taffing . 8as a nose for talent+ hires the est people availale from inside
or outside+ is not afraid of selecting strong people+ assemles talented staffs$
7$ &anagerial Courage . (oesn2t hold ac# an'thing that needs to e said+ provides
current& direct& complete& and BactionaleC positive and corrective feedac# to others+
lets people #no% %here the' stand+ faces up to people prolems on an' person or
situation (not including direct reports) /uic#l' and directl'+ is not afraid to ta#e negative
action %hen necessar'$
9$ )i-ing 0p (eople . Is a good 6udge of talent+ after reasonale e5posure& can articulate
the strengths and limitations of people inside or outside the organi,ation+ can
accuratel' pro6ect %hat people are li#el' to do across a variet' of situations$
:$ )tan*ing Alone . Dill stand up and e counted+ doesn2t shir# personal responsiilit'+
can e counted on %hen times are tough+ %illing to e the onl' champion for an idea or
position+ is comfortale %or#ing alone on a tough assignment$
Energy and Drive Competencies
)$ Action +riente* . En6o's %or#ing hard+ is action oriented and full of energ' for the
things he"she sees as challenging+ not fearful of acting %ith a minimum of planning+
sei,es more opportunities than others$
-$ Drive for Results . !an e counted on to e5ceed goals successfull'+ is constantl' and
consistentl' one of the top performers+ ver' ottom0line oriented+ steadfastl' pushes
self and others for results$
<age 1 of 20
1$ (erseverance . <ursues ever'thing %ith energ'& drive& and a need to finish+ seldom
gives up efore finishing& especiall' in the face of resistance or setac#s$
Organizational Positioning Competencies
)$ Career Ambition . Kno%s %hat he"she %ants from a career and activel' %or#s on it+ is
career #no%ledgeale+ ma#es things happen for self+ mar#ets self for opportunities+
doesn2t %ait for others to open doors$
-$ Comfort Aroun* Hig!er &anagement . !an deal comfortal' %ith more senior
managers+ can present to more senior managers %ithout undue tension and
nervousness+ understands ho% senior managers thin# and %or#+ can determine the
est %a' to get things done %ith them ' spea#ing their language and responding to
their needs+ can craft approaches li#el' to e seens as appropriate and positive$
1$ +rgani-ational Agility . Kno%ledgeale aout ho% organi,ations %or#+ #no%s ho% to
get things done oth through formal channels and the information net%or#+
understands the origin and reasoning ehind #e' policies& practices& and procedures+
understands the cultures of organi,ations$
3$ (olitical )avvy . !an maneuver through comple5 political situations effectivel' and
/uietl'+ is sensitive to ho% people and organi,ations function+ anticipates %here the
land mines are and plans his"her approach accordingl'+ vie%s organi,ational politics as
a necessar' part of organi,ational life and %or#s to ad6ust to that realit'+ is a ma,e0
right person$
7$ (resentation ).ills . Is effective in a variet' of formal presentation settings (one0on0
one& small and large groups& %ith peers& direct reports& and osses)+ is effective oth
inside and outside the organi,ation& on oth cool data and hot and controversial topics+
commands attention and can manage group processes during the presentation+ can
change tactics midstream %hen something isn2t %or#ing$
9$ /ritten Communications . Is ale to %rite clearl' and succinctl' in a variet' of
communication settings and st'les+ can get messages across that have the desired
effect$
Personal and Interpersonal Competencies
<age 2 of 20
)$ Approac!ability . Is eas' to approach and tal# to+ spends the e5tra effort to put others
at ease+ can e %arm& pleasant& and gracious+ is sensitive to and patient %ith the
interpersonal an5ieties of others+ uilds rapport %ell+ is a good listener+ is an earl'
#no%er& getting informal and incomplete information in time to do something aout it$
-$ Boss Relations!ips . Aesponds and relates %ell to osses+ %ould %or# harder for a
good oss+ is open to learning from osses %ho are good coaches and %ho provide
latitude+ li#es to learn from those %ho have een there efore+ eas' to challenge and
develop+ is comfortal' coachale$
1$ Buil*ing 3ffective Teams . Elends people to teams %hen needed+ creates strong
morale and spirit in his"her team+ shares %ins and successes+ fosters open dialogue+
lets people finish and e responsile for their %or#+ defines success in terms of the
%hole team+ creates a feeling of elonging in the team$
3$ Caring About Direct Reports . Is interested in the %or# and non0%or# lives of direct
reports+ as#s aout their plans& prolems& and desires+ #no%s aout their concerns and
/uestions+ is availale for listening to personal prolems+ monitors %or#loads and
appreciates e5tra effort$
7$ Compassion . @enuinel' cares aout people+ is concerned aout their %or# and non0
%or# prolems+ is availale and read' to help+ is s'mpathetic to the plight of others not
as fortunate+ demonstrates real empath' %ith the 6o's and pains of others$
9$ Composure . Is cool under pressure+ does not ecome defensive or irritated %hen
times are tough+ is considered mature+ can e counted on to hold things together
during tough times+ can handle stress+ is not #noc#ed off alance ' the une5pected+
doesn2t sho% frustration %hen resisted or loc#ed+ is a settling influence in a crisis$
:$ Customer #ocus . Is dedicated to meeting the e5pectations and re/uirements of
internal and e5ternal customers+ gets first0hand customer information and uses it for
improvements in products and services+ acts %ith customers in mind+ estalishes and
maintains effective relationships %ith customers and gains their trust and respect$
;$ Dealing it! (ara*o4 . !an act in %a's that seem contradictor'+ is ver' fle5ile and
adaptale %hen facing tough calls+ can comine seeming opposites li#e eing
compassionatel' tough& stand up for self %ithout trampling others& set strong ut
fle5ile standards+ can act differentl' depending upon the situation+ is seen as
alanced despite the conflicting demands of the situation$
<age 5 of 20
=$ 3t!ics an* 6alues . Adheres to an appropriate (for the setting) and effective set of
core values and eliefs during oth good and ad times+ acts in line %ith those values+
re%ards the right values and disapproves of others+ practices %hat he"she preaches$
)>$ #airness to Direct Reports . Treats direct reports e/uital'+ acts fairl'+ has candid
discussions+ doesn2t have hidden agendas+ doesn2t give preferential treatment$
))$ Humor . 8as a positive and constructive sense of humor+ can laugh at himself"herself
and %ith others+ is appropriatel' funn' and can use humor to ease tension$
)-$ %ntegrity an* Trust . Is %idel' trusted+ is seen as a direct& truthful individual+ can
present the unvarnished truth in an appropriate and helpful manner+ #eeps
confidences+ admits mista#es+ doesn2t misrepresent himself"herself for personal gain$
)1$ %nterpersonal )avvy . Aelates %ell to all #inds of people (up& do%n& and side%a's&
inside and outside the organi,ation)+ uilds appropriate rapport+ uilds constructive and
effective relationships+ uses diplomac' and tact+ can defuse even high0tension
situations comfortal'$
)3$ 'istening . <ractices attentive and active listening+ has the patience to hear people
out+ can accuratel' restate the opinions of others even %hen he"she disagrees$
)7$ &anaging Diversity . 4anages all #inds and classes of people e/uital'+ deals
effectivel' %ith all races& nationalities& cultures& disailities& ages& and oth se5es+ hires
variet' and diversit' %ithout regard to class+ supports e/ual and fair treatment and
opportunit' for all$
)9$ &anaging 6ision an* (urpose . !ommunicates a compelling and inspired vision or
sense of core purpose+ tal#s e'ond toda'+ tal#s aout possiilities+ is optimistic+
creates mileposts and s'mols to rall' support ehind the vision+ ma#es the vision
sharale ' ever'one+ can inspire and motivate entire units or organi,ations$
):$ &otivating +t!ers . !reates a climate in %hich people %ant to do their est+ can
motivate man' #inds of direct reports and team or pro6ect memers+ can assess each
person2s hot utton and use it to get the est out of him"her+ pushes tas#s and
decisions do%n+ empo%ers others+ invites input from each person and shares
o%nership and visiilit'+ ma#es each individual feel his"her %or# is important+ is
someone people li#e %or#ing for and %ith$
<age 7 of 20
);$ 8egotiating . !an negotiate s#illfull' in tough situations %ith oth internal and
e5ternal groups+ can settle differences %ith minimum noise+ can %in concessions
%ithout damaging relationships+ can e oth direct and forceful as %ell as diplomatic+
gains trust /uic#l' of other parties to the negotiations+ has a good sense of timing$
)=$ (atience . Is tolerant %ith people and processes+ listens and chec#s efore acting+
tries to understand the people and the data efore ma#ing 6udgments and acting+ %aits
for others to catch up efore acting+ sensitive to due process and proper pacing+
follo%s estalished processes$
->$ (eer Relations!ips . !an /uic#l' find common ground and solve prolems for the
good of all+ can represent his"her o%n interests and 'et e fair to other groups+ can
solve prolems %ith peers %ith a minimum of noise+ is seen as a team pla'er and is
cooperative+ easil' gains trust and support of peers+ encourages collaoration+ can e
candid %ith peers$
-)$ (ersonal Disclosure . Shares his"her thoughts aout personal strengths&
%ea#nesses& and limitations+ admits mista#es and shortcomings+ is open aout
personal eliefs and feelings+ is eas' to get to #no% to those %ho interact %ith him"her
regularl'$
--$ (ersonal 'earning . <ic#s up on the need to change personal& interpersonal& and
managerial ehavior /uic#l'+ %atches others for their reactions to his"her attempts to
influence and perform& and ad6usts accordingl'+ see#s feedac#+ is sensitive to
changing personal demands and re/uirements and changes accordingl'$
-1$ )elf9Development . Is personall' committed to and activel' %or#s to continuousl'
improve himself"herself+ understands that different situations and levels ma' call for
different s#ills and approaches+ %or#s to deplo' strengths+ %or#s on compensating for
%ea#ness and limits$
-3$ )elf9:nole*ge . Kno%s personal strengths& %ea#ness& opportunities& and limits+
see#s feedac#+ gains insights from mista#es+ is open to criticism+ isn2t defensive+ is
receptive to tal#ing aout shortcomings+ loo#s for%ard to alanced (F2s and .Gs)
performance revie%s and career discussions
-7$ 0n*erstan*ing +t!ers . ?nderstands %h' groups do %hat the' do+ pic#s up the
sense of the group in terms of positions& intentions& needs& %hat the' value& and ho%
to motivate them+ can predict %hat groups %ill do across different situations$
<age ; of 20
-9$ /or.$'ife Balance . 4aintains a conscious alance et%een %or# and personal life
so that one doesn2t dominate the other+ is not one0dimensional+ #no%s ho% to attend to
oth+ gets %hat he"she %ants from oth$
<age 10 of 20
:)As < :nole*ge
)$ A*ministration an* &anagement * Kno%ledge of usiness and management
principles involved in strategic planning& resource allocation& human resources modeling&
leadership techni/ue& production methods& and coordination of people and resources$
-$ Biology * Kno%ledge of plant and animal organisms& their tissues& cells& functions&
interdependencies& and interactions %ith each other and the environment$
1$ Buil*ing an* Construction * Kno%ledge of materials& methods& and the tools
involved in the construction or repair of houses& uildings& or other structures such as
high%a's and roads$
3$ C!emistry * Kno%ledge of the chemical composition& structure& and properties of
sustances and of the chemical processes and transformations that the' undergo$ This
includes uses of chemicals and their interactions& danger signs& production techni/ues&
and disposal methods$
7$ Clerical * Kno%ledge of administrative and clerical procedures and s'stems such as
%ord processing& managing files and records& stenograph' and transcription& designing
forms& and other office procedures and terminolog'$
9$ Communications an* &e*ia * Kno%ledge of media production& communication& and
dissemination techni/ues and methods$ This includes alternative %a's to inform and
entertain via %ritten& oral& and visual media$
:$ Computers an* 3lectronics * Kno%ledge of circuit oards& processors& chips&
electronic e/uipment& and computer hard%are and soft%are& including applications and
programming$
;$ Customer an* (ersonal )ervice * Kno%ledge of principles and processes for
providing customer and personal services$ This includes customer needs assessment&
meeting /ualit' standards for services& and evaluation of customer satisfaction$
=$ Design * Kno%ledge of design techni/ues& tools& and principles involved in production
of precision technical plans& lueprints& dra%ings& and models$
)>$ 3conomics an* Accounting * Kno%ledge of economic and accounting principles and
practices& the financial mar#ets& an#ing and the anal'sis and reporting of financial data$
))$ 3*ucation an* Training * Kno%ledge of principles and methods for curriculum and
training design& teaching and instruction for individuals and groups& and the
measurement of training effects$
<age 11 of 20
)-$ 3ngineering an* Tec!nology * Kno%ledge of the practical application of engineering
science and technolog'$ This includes appl'ing principles& techni/ues& procedures& and
e/uipment to the design and production of various goods and services$
)1$ #ine Arts * Kno%ledge of the theor' and techni/ues re/uired to compose& produce&
and perform %or#s of music& dance& visual arts& drama& and sculpture$
)3$ #oo* (ro*uction * Kno%ledge of techni/ues and e/uipment for planting& gro%ing&
and harvesting food products (oth plant and animal) for consumption& including
storage"handling techni/ues$
)7$ #oreign 'anguage * Kno%ledge of the structure and content of a foreign (non0
English) language including the meaning and spelling of %ords& rules of composition and
grammar& and pronunciation$
)9$ =eograp!y * Kno%ledge of principles and methods for descriing the features of land&
sea& and air masses& including their ph'sical characteristics& locations& interrelationships&
and distriution of plant& animal& and human life$
):$ =eology . Kno%ledge of the Earth and theories and applications related to its form and
composition& the changes it has undergone& and the d'namic forces shaping it toda'$
);$ History an* Arc!eology * Kno%ledge of historical events and their causes&
indicators& and effects on civili,ations and cultures$
)=$ 'a an* =overnment * Kno%ledge of la%s& legal codes& court procedures&
precedents& government regulations& e5ecutive orders& agenc' rules& and the democratic
political process$
->$ &at!ematics * Kno%ledge of arithmetic& algera& geometr'& calculus& statistics& and
their applications$
-)$ &ec!anical * Kno%ledge of machines and tools& including their designs& uses& repair&
and maintenance$
--$ &e*icine an* Dentistry * Kno%ledge of the information and techni/ues needed to
diagnose and treat human in6uries& diseases& and deformities$ This includes s'mptoms&
treatment alternatives& drug properties and interactions& and preventive health0care
measures$
-1$ (ersonnel an* Human Resources * Kno%ledge of principles and procedures for
personnel recruitment& selection& training& compensation and enefits& laor relations and
negotiation& and personnel information s'stems$
<age 12 of 20
-3$ (!ilosop!y an* T!eology * Kno%ledge of different philosophical s'stems and
religions$ This includes their asic principles& values& ethics& %a's of thin#ing& customs&
practices& and their impact on human culture$
-7$ (!ysics * Kno%ledge and prediction of ph'sical principles& la%s& their
interrelationships& and applications to understanding fluid& material& and atmospheric
d'namics& and mechanical& electrical& atomic and su0 atomic structures and processes$
-9$ (ro*uction an* (rocessing * Kno%ledge of ra% materials& production processes&
/ualit' control& costs& and other techni/ues for ma5imi,ing the effective manufacture and
distriution of goods$
-:$ (syc!ology * Kno%ledge of human ehavior and performance+ individual differences
in ailit'& personalit'& and interests+ learning and motivation+ ps'chological research
methods+ and the assessment and treatment of ehavioral and affective disorders$
-;$ (ublic )afety an* )ecurity * Kno%ledge of relevant e/uipment& policies& procedures&
and strategies to promote effective local& state& or national securit' operations for the
protection of people& data& propert'& and institutions$
-=$ )ales an* &ar.eting * Kno%ledge of principles and methods for sho%ing& promoting&
and selling products or services$ This includes mar#eting strateg' and tactics& product
demonstration& sales techni/ues& and sales control s'stems$
1>$ )ociology an* Ant!ropology * Kno%ledge of group ehavior and d'namics& societal
trends and influences& human migrations& ethnicit'& cultures and their histor' and origins$
1)$ Telecommunications * Kno%ledge of transmission& roadcasting& s%itching& control&
and operation of telecommunications s'stems$
1-$ T!erapy an* Counseling * Kno%ledge of principles& methods& and procedures for
diagnosis& treatment& and rehailitation of ph'sical and mental d'sfunctions& and for
career counseling and guidance$
11$ Transportation * Kno%ledge of principles and methods for moving people or goods '
air& rail& sea& or road& including the relative costs and enefits$
<age 1, of 20
:)As < ).ills
Basic Skills
)$ Active 'earning * ?nderstanding the implications of ne% information for oth current
and future prolem0solving and decision0ma#ing$
-$ Active 'istening * @iving full attention to %hat other people are sa'ing& ta#ing time to
understand the points eing made& as#ing /uestions as appropriate& and not interrupting
at inappropriate times$
1$ Critical T!in.ing * ?sing logic and reasoning to identif' the strengths and
%ea#nesses of alternative solutions& conclusions or approaches to prolems$
3$ 'earning )trategies * Selecting and using training"instructional methods and
procedures appropriate for the situation %hen learning or teaching ne% things$
7$ &at!ematics * ?sing mathematics to solve prolems$
9$ &onitoring * 4onitoring"Assessing performance of 'ourself& other individuals& or
organi,ations to ma#e improvements or ta#e corrective action$
:$ Rea*ing Compre!ension * ?nderstanding %ritten sentences and paragraphs in %or#
related documents$
;$ )cience * ?sing scientific rules and methods to solve prolems$
=$ )pea.ing * Tal#ing to others to conve' information effectivel'$
)>$ /riting * !ommunicating effectivel' in %riting as appropriate for the needs of the
audience$
Social Skills
)$ Coor*ination * Ad6usting actions in relation to othersH actions$
-$ %nstructing * Teaching others ho% to do something$
1$ 8egotiation * Eringing others together and tr'ing to reconcile differences$
3$ (ersuasion * <ersuading others to change their minds or ehavior$
<age 14 of 20
7$ )ervice +rientation * Activel' loo#ing for %a's to help people$
9$ )ocial (erceptiveness * Eeing a%are of othersH reactions and understanding %h'
the' react as the' do$
Complex Problem Solving Skills
)$ Comple4 (roblem )olving * Identif'ing comple5 prolems and revie%ing related
information to develop and evaluate options and implement solutions$
Tecnical Skills
)$ 3>uipment &aintenance * <erforming routine maintenance on e/uipment and
determining %hen and %hat #ind of maintenance is needed$
-$ 3>uipment )election * (etermining the #ind of tools and e/uipment needed to do a
6o$
1$ %nstallation * Installing e/uipment& machines& %iring& or programs to meet
specifications$
3$ +peration an* Control * !ontrolling operations of e/uipment or s'stems$
7$ +peration &onitoring * Datching gauges& dials& or other indicators to ma#e sure a
machine is %or#ing properl'$
9$ +perations Analysis * Anal',ing needs and product re/uirements to create a design$
:$ (rogramming * Driting computer programs for various purposes$
;$ "uality Control Analysis * !onducting tests and inspections of products& services& or
processes to evaluate /ualit' or performance$
=$ Repairing * Aepairing machines or s'stems using the needed tools$
)>$ Tec!nology Design * @enerating or adapting e/uipment and technolog' to serve
user needs$
))$ Troubles!ooting * (etermining causes of operating errors and deciding %hat to do
aout it$
Systems Skills
<age 11 of 20
)$ ?u*gment an* Decision &a.ing * !onsidering the relative costs and enefits of
potential actions to choose the most appropriate one$
-$ )ystems Analysis * (etermining ho% a s'stem should %or# and ho% changes in
conditions& operations& and the environment %ill affect outcomes$
1$ )ystems 3valuation * Identif'ing measures or indicators of s'stem performance and
the actions needed to improve or correct performance& relative to the goals of the
s'stem$
!esource "anagement Skills
)$ &anagement of #inancial Resources * (etermining ho% mone' %ill e spent to get
the %or# done& and accounting for these e5penditures$
-$ &anagement of &aterial Resources * Otaining and seeing to the appropriate use of
e/uipment& facilities& and materials needed to do certain %or#$
1$ &anagement of (ersonnel Resources * 4otivating& developing& and directing people
as the' %or#& identif'ing the est people for the 6o$
3$ Time &anagement * 4anaging oneHs o%n time and the time of others$
<age 12 of 20
:)As < Abilities
Cognitive #bilities
)$ Category #le4ibility * The ailit' to generate or use different sets of rules for
comining or grouping things in different %a's$
-$ De*uctive Reasoning * The ailit' to appl' general rules to specific prolems to
produce ans%ers that ma#e sense$
1$ #le4ibility of Closure * The ailit' to identif' or detect a #no%n pattern (a figure&
o6ect& %ord& or sound) that is hidden in other distracting material$
3$ #luency of %*eas * The ailit' to come up %ith a numer of ideas aout a topic (the
numer of ideas is important& not their /ualit'& correctness& or creativit')$
7$ %n*uctive Reasoning * The ailit' to comine pieces of information to form general
rules or conclusions (includes finding a relationship among seemingl' unrelated events)$
9$ %nformation +r*ering * The ailit' to arrange things or actions in a certain order or
pattern according to a specific rule or set of rules (e$g$& patterns of numers& letters&
%ords& pictures& mathematical operations)$
:$ &at!ematical Reasoning * The ailit' to choose the right mathematical methods or
formulas to solve a prolem$
;$ &emori-ation * The ailit' to rememer information such as %ords& numers&
pictures& and procedures$
=$ 8umber #acility * The ailit' to add& sutract& multipl'& or divide /uic#l' and correctl'$
)>$ +ral Compre!ension * The ailit' to listen to and understand information and ideas
presented through spo#en %ords and sentences$
))$ +ral 34pression * The ailit' to communicate information and ideas in spea#ing so
others %ill understand$
)-$ +riginality * The ailit' to come up %ith unusual or clever ideas aout a given topic or
situation& or to develop creative %a's to solve a prolem$
)1$ (erceptual )pee* * The ailit' to /uic#l' and accuratel' compare similarities and
differences among sets of letters& numers& o6ects& pictures& or patterns$ The things to
e compared ma' e presented at the same time or one after the other$ This ailit' also
includes comparing a presented o6ect %ith a rememered o6ect$
<age 15 of 20
)3$ (roblem )ensitivity * The ailit' to tell %hen something is %rong or is li#el' to go
%rong$ It does not involve solving the prolem& onl' recogni,ing there is a prolem$
)7$ )elective Attention * The ailit' to concentrate on a tas# over a period of time %ithout
eing distracted$
)9$ )patial +rientation * The ailit' to #no% 'our location in relation to the environment
or to #no% %here other o6ects are in relation to 'ou$
):$ )pee* of Closure * The ailit' to /uic#l' ma#e sense of& comine& and organi,e
information into meaningful patterns
);$ Time )!aring * The ailit' to shift ac# and forth et%een t%o or more activities or
sources of information (such as speech& sounds& touch& or other sources)$
)=$ 6isuali-ation * The ailit' to imagine ho% something %ill loo# after it is moved around
or %hen its parts are moved or rearranged$
->$ /ritten Compre!ension * The ailit' to read and understand information and ideas
presented in %riting$
-)$ /ritten 34pression * The ailit' to communicate information and ideas in %riting so
others %ill understand$
Psycomotor #bilities
)$ Arm9Han* )tea*iness * The ailit' to #eep 'our hand and arm stead' %hile moving
'our arm or %hile holding 'our arm and hand in one position$
-$ Control (recision * The ailit' to /uic#l' and repeatedl' ad6ust the controls of a
machine or a vehicle to e5act positions$
1$ #inger De4terity * The ailit' to ma#e precisel' coordinated movements of the fingers
of one or oth hands to grasp& manipulate& or assemle ver' small o6ects$
3$ &anual De4terity * The ailit' to /uic#l' move 'our hand& 'our hand together %ith
'our arm& or 'our t%o hands to grasp& manipulate& or assemle o6ects$
7$ &ultilimb Coor*ination * The ailit' to coordinate t%o or more lims (for e5ample&
t%o arms& t%o legs& or one leg and one arm) %hile sitting& standing& or l'ing do%n$ It does
not involve performing the activities %hile the %hole od' is in motion$
9$ Rate Control * The ailit' to time 'our movements or the movement of a piece of
e/uipment in anticipation of changes in the speed and"or direction of a moving o6ect or
scene$
<age 17 of 20
:$ Reaction Time * The ailit' to /uic#l' respond (%ith the hand& finger& or foot) to a
signal (sound& light& picture) %hen it appears$
;$ Response +rientation * The ailit' to choose /uic#l' et%een t%o or more
movements in response to t%o or more different signals (lights& sounds& pictures)$ It
includes the speed %ith %hich the correct response is started %ith the hand& foot& or other
od' part$
=$ )pee* of 'imb &ovement * The ailit' to /uic#l' move the arms and legs$
)>$ /rist9#inger )pee* * The ailit' to ma#e fast& simple& repeated movements of the
fingers& hands& and %rists$
Pysical #bilities
)$ Dynamic #le4ibility * The ailit' to /uic#l' and repeatedl' end& stretch& t%ist& or
reach out %ith 'our od'& arms& and"or legs$
-$ Dynamic )trengt! * The ailit' to e5ert muscle force repeatedl' or continuousl' over
time$ This involves muscular endurance and resistance to muscle fatigue$
1$ 34plosive )trengt! * The ailit' to use short ursts of muscle force to propel oneself
(as in 6umping or sprinting)& or to thro% an o6ect$
3$ 34tent #le4ibility * The ailit' to end& stretch& t%ist& or reach %ith 'our od'& arms&
and"or legs$
7$ =ross Bo*y Coor*ination * The ailit' to coordinate the movement of 'our arms&
legs& and torso together %hen the %hole od' is in motion$
9$ =ross Bo*y 3>uilibrium * The ailit' to #eep or regain 'our od' alance or sta'
upright %hen in an unstale position$
:$ )tamina * The ailit' to e5ert 'ourself ph'sicall' over long periods of time %ithout
getting %inded or out of reath$
;$ )tatic )trengt! * The ailit' to e5ert ma5imum muscle force to lift& push& pull& or carr'
o6ects$
=$ Trun. )trengt! * The ailit' to use 'our adominal and lo%er ac# muscles to
support part of the od' repeatedl' or continuousl' over time %ithout Hgiving outH or
fatiguing$
Sensory #bilities
<age 1; of 20
)$ Au*itory Attention * The ailit' to focus on a single source of sound in the presence
of other distracting sounds$
-$ Dept! (erception * The ailit' to 6udge %hich of several o6ects is closer or farther
a%a' from 'ou& or to 6udge the distance et%een 'ou and an o6ect$
1$ #ar 6ision * The ailit' to see details at a distance$
3$ =lare )ensitivity * The ailit' to see o6ects in the presence of glare or right lighting$
7$ Hearing )ensitivity * The ailit' to detect or tell the differences et%een sounds that
var' in pitch and loudness$
9$ 8ear 6ision * The ailit' to see details at close range (%ithin a fe% feet of the
oserver)$
:$ 8ig!t 6ision * The ailit' to see under lo% light conditions$
;$ (erip!eral 6ision * The ailit' to see o6ects or movement of o6ects to oneHs side
%hen the e'es are loo#ing ahead$
=$ )oun* 'ocali-ation * The ailit' to tell the direction from %hich a sound originated$
)>$ )peec! Clarity * The ailit' to spea# clearl' so others can understand 'ou$
))$ )peec! Recognition * The ailit' to identif' and understand the speech of another
person$
)-$ 6isual Color Discrimination * The ailit' to match or detect differences et%een
colors& including shades of color and rightness$
<age 20 of 20