Generalist Job Analysis Summary - 19aqmm20r0142 TEST DEVELOPMENT 06-11-2020 (JAS).docx

Job Analysis Update (2018)

Of the Foreign Service Officer Corps

At the U.S. Department of State

Prepared for

Office of Recruitment, Examination, and Employment Bureau of Human Resources U.S. Department of State 1800 G Street, NW, Suite 3400 Washington, DC 20522

Prepared by

August 29, 2018

Table of Contents Page

Executive Summary We conducted the job analysis for the Bureau of Human Resources, Office of Recruitment, Examination, and Employment at the U.S. Department of State headquartered in Washington, DC. The study focused on the jobs of the generalist Foreign Service Officers (FSOs) assigned in Washington and in about 300 embassies and consulates throughout the world. Generalist officers work in five main career tracks (consular, economic, management, political, and public diplomacy). The study took place primarily from June of 2017 to August of 2018.

The Department of State routinely conducts job analyses over the years to enhance the job-relatedness of the Human Resource systems. Job analyses are regularly conducted with at least nine completed from 1971 to 2018. Some purposes of the current study include: (1) To update the information collected in the 2007 job analysis, which is used mainly for improving and validating many human resource systems, especially the Foreign Service Officer Test and Oral Assessment for hiring, (2) To collect information to update the competency model (called the “Core Precepts”) used for performance evaluation and promotion, and (3) To collect information to assist in training needs assessment for the National Foreign Affairs Training Center (NFATC). The job analysis is intended to meet the advice of the legal and professional guidelines on employee selection including the Uniform Guidelines on Employee Selection Procedures, the Principles for the Validation and Use of Personnel Selection Procedures, and the Standards for Educational and Psychological Testing.

To help prepare the organization to administer the job analysis and get full use of the results, we conducted briefings with senior management, the employee bargaining unit (American Foreign Service Association), and historical users of the job analysis results (e.g., offices responsible for recruiting and hiring, performance evaluation, promotion, training, resource management, career development, etc.). We also met with the offices responsible for determining staffing requirements at posts and for making disability accommodation decisions.

A complete job analysis collects information on the work itself (usually the tasks) and the worker attributes required to perform the job (usually knowledge, skills, and other attributes). The first phase involved updating the task and knowledge lists generated in the 2007 job analysis by conducting focus groups and e-mail reviews. We conducted focus groups with each of the five career tracks (total n = 125) to elicit information on changes to the work in the last 10 years and any unique new job requirements. We used e-mail reviews to have incumbents (total n = 70) from each of the five career track from across the world review the task and knowledge lists and make additions, deletions, and edits. The participants in the focus groups and e-mail reviews represented the FSO population on all key demographic variables. We incorporated the hundreds of suggested changes per list for each career track.

The second phase of the job analysis involved developing and administering an internet-based survey to all Foreign Service Officers. To limit the survey to 1 hour, we developed two surveys for each career track and randomly assigned each to half the FSOs:

1. A Task and Skill Survey for each career track including 36-43 tasks, 5 environmental demands, 35 general skills and 37 core precepts. Depending on the type of descriptor, it was rated on importance, time spent, level, needed at entry to the job, and whether the employee was adequately prepared to perform it when starting the job.

2. A Knowledge Survey for each career track including about 200 knowledge areas. Knowledge areas were rated on importance, required at entry, needed in memory, and whether the employee was adequately prepared to perform the knowledge.

Respondents were instructed to rate their current assignment. If they were not in a generalist assignment, they were to rate their last generalist assignment. Specialists and Civil Servants were not to complete the surveys unless they currently held generalist assignments.

We took many steps to increase the response rate on the survey. For example, all communications emphasized that the survey results would be used for important purposes (e.g., developing the systems that determine who gets hired and promoted), that this was an opportunity for respondents to have an input into systems that will affect their careers and the careers of others, and that the survey was simply a 10-year update to a normal process that the Department has conducted for many years. The return rate was 34%. The response rate was lower than previous job analysis surveys due to turmoil in the Department at the time (and threat of reduction in force and a hiring freeze). However, the respondents to the survey represented the FSO population very closely on all key demographic variables and the sample sizes were large enough to yield stable statistical estimates.

Based on a wide range of statistical quality analyses (e.g., attention checks, reliability, standard errors, etc.), the data were of sufficient quality to allow interpretation for nearly all the descriptors and even small sample sizes. The report includes results tables for each type of descriptor information for each career track, grade level, and other common breakdowns of job analysis data. Supplemental analyses examine several other topics, including the most important knowledge and skill for hiring, most unprepared job requirements, differences by career track and grade, comparisons to the 2007 job analysis, and other differences by assignment. Automated Excel databases contain the job analysis data that can create a range of reports to facilitate availability and ease of use.

Specific recommendations for the use of the job analysis data were made in three areas – selection, performance evaluation, and training – and several other potential uses.

List of Tables (Due to their length, the tables are contained in separate electronic documents.)

Table 1: Focus Group Participants Table 2: E-mail Review Participants Table 3: Analysis of the Representativeness of the E-Mail Review Sample Table 4: Survey Sampling Strategy Table 5: Job Analysis Survey Sample Sizes and Response Rates Table 6: Description of Respondents to the Job Analysis Survey and Comparison to the Total Population of Generalists Table 7: Respondent Attention Checks Table 8: Interrater Reliability Analyses across Items Table 9: Interrater Reliability Analyses across Jobs Table 10: Standard Errors of the Mean Table 11: Summary of Race and Gender Differences Table 12: Job Crafting Table 13: Task Survey Results for Consular Officers (All Levels).

Table 14: Task Survey Results for Consular Officers (Entry Levels – 06 to 04).

Table 15: Task Survey Results for Consular Officers (Mid Levels – 03 to 01).

Table 16: Task Survey Results for Consular Officers (Senior Levels – OC, MC, & CM).

Table 17: Task Survey Results for Economic Officers (All Levels).

Table 18: Task Survey Results for Economic Officers (Entry Levels – 06 to 04).

Table 19: Task Survey Results for Economic Officers (Mid Levels – 03 to 01).

Table 20: Task Survey Results for Economic Officers (Senior Levels – OC, MC, & CM).

Table 21: Task Survey Results for Management Officers (All Levels).

Table 22: Task Survey Results for Management Officers (Entry Levels – 06 to 04).

Table 23: Task Survey Results for Management Officers (Mid Levels – 03 to 01).

Table 24: Task Survey Results for Management Officers (Senior Levels – OC, MC, & CM).

Table 25: Task Survey Results for Political Officers (All Levels).

Table 26: Task Survey Results for Political Officers (Entry Levels – 06 to 04).

Table 27: Task Survey Results for Political Officers (Mid Levels – 03 to 01).

Table 28: Task Survey Results for Political Officers (Senior Levels – OC, MC, & CM).

Table 29: Task Survey Results for Public Diplomacy Officers (All Levels).

Table 30: Task Survey Results for Public Diplomacy Officers (Entry Levels – 06 to 04).

Table 31: Task Survey Results for Public Diplomacy Officers (Mid Levels – 03 to 01).

Table 32: Task Survey Results for Public Diplomacy Officers (Senior Levels – OC, MC, & CM).

Table 33: Environmental Demands Survey Results for All Officers (All Levels) Table 34: Environmental Demands Survey Results for All Officers (Entry Levels – 06 to 04) Table 35: Environmental Demands Survey Results for All Officers (Mid Levels – 03 to 01) Table 36: Environmental Demands Survey Results for All Officers (Senior Levels – OC, MC, & CM) Table 37: Knowledge Survey Results for Consular Officers (All Levels) Table 38: Knowledge Survey Results for Consular Officers (Entry Levels – 06 to 04) Table 39: Knowledge Survey Results for Consular Officers (Mid Levels – 03 to 01) Table 40: Knowledge Survey Results for Consular Officers (Senior Levels – OC, MC, & CM) Table 41: Knowledge Survey Results for Economic Officers (All Levels) Table 42: Knowledge Survey Results for Economic Officers (Entry Levels – 06 to 04) Table 43: Knowledge Survey Results for Economic Officers (Mid Levels – 03 to 01) Table 44: Knowledge Survey Results for Economic Officers (Senior Levels – OC, MC, & CM) Table 45: Knowledge Survey Results for Management Officers (All Levels) Table 46: Knowledge Survey Results for Management Officers (Entry Levels – 06 to 04) Table 47: Knowledge Survey Results for Management Officers (Mid Levels – 03 to 01) Table 48: Knowledge Survey Results for Management Officers (Senior Levels – OC, MC, & CM) Table 49: Knowledge Survey Results for Political Officers (All Levels) Table 50: Knowledge Survey Results for Political Officers (Entry Levels – 06 to 04) Table 51: Knowledge Survey Results for Political Officers (Mid Levels – 03 to 01) Table 52: Knowledge Survey Results for Political Officers (Senior Levels – OC, MC, & CM) Table 53: Knowledge Survey Results for Public Diplomacy Officers (All Levels) Table 54: Knowledge Survey Results for Public Diplomacy Officers (Entry Levels – 06 to 04) Table 55: Knowledge Survey Results for Public Diplomacy Officers (Mid Levels – 03 to 01) Table 56: Knowledge Survey Results for Public Diplomacy Officers (Senior Levels – OC, MC, & CM) Table 57: General Skill Survey Results for All Officers (All Levels) Table 58: General Skill Survey Results for All Officers (Entry Levels – 06 to 04) Table 59: General Skill Survey Results for All Officers (Mid Levels – 03 to 01) Table 60: General Skill Survey Results for All Officers (Senior Levels – OC, MC, & CM) Table 61: General Skill Survey Results for Consular Officers (All Levels) Table 62: General Skill Survey Results for Consular Officers (Entry Levels – 06 to 04) Table 63: General Skill Survey Results for Consular Officers (Mid Levels – 03 to 01) Table 64: General Skill Survey Results for Consular Officers (Senior Levels – OC, MC, & CM) Table 65: General Skill Survey Results for Economic Officers (All Levels) Table 66: General Skill Survey Results for Economic Officers (Entry Levels – 06 to 04) Table 67: General Skill Survey Results for Economic Officers (Mid Levels – 03 to 01) Table 68: General Skill Survey Results for Economic Officers (Senior Levels – OC, MC, & CM) Table 69: General Skill Survey Results for Management Officers (All Levels) Table 70: General Skill Survey Results for Management Officers (Entry Levels – 06 to 04) Table 71: General Skill Survey Results for Management Officers (Mid Levels – 03 to 01) Table 72: General Skill Survey Results for Management Officers (Senior Levels – OC, MC, & CM) Table 73: General Skill Survey Results for Political Officers (All Levels) Table 74: General Skill Survey Results for Political Officers (Entry Levels – 06 to 04) Table 75: General Skill Survey Results for Political Officers (Mid Levels – 03 to 01) Table 76: General Skill Survey Results for Political Officers (Senior Levels – OC, MC, & CM) Table 77: General Skill Survey Results for Public Diplomacy Officers (All Levels) Table 78: General Skill Survey Results for Public Diplomacy Officers (Entry Levels – 06 to 04) Table 79: General Skill Survey Results for Public Diplomacy Officers (Mid Levels – 03 to 01) Table 80: General Skill Survey Results for Public Diplomacy Officers (Senior Levels – OC, MC, & CM) Table 81: Core Precept Survey Results for All Officers (All Levels) Table 82: Core Precept Survey Results for All Officers (Entry Levels – 06 to 04) Table 83: Core Precept Survey Results for All Officers (Mid Levels – 03 to 01) Table 84: Core Precept Survey Results for All Officers (Senior Levels – OC, MC, & CM) Table 85: Core Precept Survey Results for Consular Officers (All Levels) Table 86: Core Precept Survey Results for Consular Officers (Entry Levels – 06 to 04) Table 87: Core Precept Survey Results for Consular Officers (Mid Levels – 03 to 01) Table 88: Core Precept Survey Results for Consular Officers (Senior Levels – OC, MC, & CM) Table 89: Core Precept Survey Results for Economic Officers (All Levels) Table 90: Core Precept Survey Results for Economic Officers (Entry Levels – 06 to 04) Table 91: Core Precept Survey Results for Economic Officers (Mid Levels – 03 to 01) Table 92: Core Precept Survey Results for Economic Officers (Senior Levels – OC, MC, & CM) Table 93: Core Precept Survey Results for Management Officers (All Levels) Table 94: Core Precept Survey Results for Management Officers (Entry Levels – 06 to 04) Table 95: Core Precept Survey Results for Management Officers (Mid Levels – 03 to 01) Table 96: Core Precept Survey Results for Management Officers (Senior Levels – OC, MC, & CM) Table 97: Core Precept Survey Results for Political Officers (All Levels) Table 98: Core Precept Survey Results for Political Officers (Entry Levels – 06 to 04) Table 99: Core Precept Survey Results for Political Officers (Mid Levels – 03 to 01) Table 100: Core Precept Survey Results for Political Officers (Senior Levels – OC, MC, & CM) Table 101: Core Precept Survey Results for Public Diplomacy Officers (All Levels) Table 102: Core Precept Survey Results for Public Diplomacy Officers (Entry Levels – 06 to 04) Table 103: Core Precept Survey Results for Public Diplomacy Officers (Mid Levels – 03 to 01) Table 104: Core Precept Survey Results for Public Diplomacy Officers (Senior Levels – OC, MC, & CM) Table 105: Computer Application Learning Required Survey Results for All Officers (All Levels) Table 106: Computer Application Learning Required Survey Results for All Officers (Entry Levels – 06 to 04) Table 107: Computer Application Learning Required Survey Results for All Officers (Mid Levels – 03 to 01) Table 108: Computer Application Learning Required Survey Results for All Officers (Senior Levels – OC, MC, & CM) Table 109: Computer Application Learning Required Survey Results for Consular Officers (All Levels) Table 110: Computer Application Learning Required Survey Results for Consular Officers (Entry Levels – 06 to 04) Table 111: Computer Application Learning Required Survey Results for Consular Officers (Mid Levels – 03 to 01) Table 112: Computer Application Learning Required Survey Results for Consular Officers (Senior Levels – OC, MC, & CM) Table 113: Computer Application Learning Required Survey Results for Economic Officers (All Levels) Table 114: Computer Application Learning Required Survey Results for Economic Officers (Entry Levels – 06 to 04) Table 115: Computer Application Learning Required Survey Results for Economic Officers (Mid Levels – 03 to 01) Table 116: Computer Application Learning Required Survey Results for Economic Officers (Senior Levels – OC, MC, & CM) Table 117: Computer Application Learning Required Survey Results for Management Officers (All Levels) Table 118: Computer Application Learning Required Survey Results for Management Officers (Entry Levels – 06 to 04) Table 119: Computer Application Learning Required Survey Results for Management Officers (Mid Levels – 03 to 01) Table 120: Computer Application Learning Required Survey Results for Management Officers (Senior Levels – OC, MC, & CM) Table 121: Computer Application Learning Required Survey Results for Political Officers (All Levels) Table 122: Computer Application Learning Required Survey Results for Political Officers (Entry Levels – 06 to 04) Table 123: Computer Application Learning Required Survey Results for Political Officers (Mid Levels – 03 to 01) Table 124: Computer Application Learning Required Survey Results for Political Officers (Senior Levels – OC, MC, & CM) Table 125: Computer Application Learning Required Survey Results for Public Diplomacy Officers (All Levels) Table 126: Computer Application Learning Required Survey Results for Public Diplomacy Officers (Entry Levels – 06 to 04) Table 127: Computer Application Learning Required Survey Results for Public Diplomacy Officers (Mid Levels – 03 to 01) Table 128: Computer Application Learning Required Survey Results for Public Diplomacy Officers (Senior Levels – OC, MC, & CM) Table 129: Computer Application Learning Required Survey Results – Analysis of Write-In Comments Table 130: Comparison of Importance on the Common Tasks across Career Tracks Table 131: Comparison of Importance on the Knowledge Areas Common across Career Tracks Table 132: Comparison of Importance on the General Skills across Career Tracks Table 133: Comparison of Importance on the Core Precepts across Career Tracks Table 134: Comparison of Importance on the Common Tasks across Grade Levels Table 135: Comparison of Importance on the Common Knowledge Areas across Grade Levels Table 136: Comparison of Importance on the General Skills across Grade Levels Table 137: Comparison of Importance on the Core Precepts across Grade Levels Table 138: Comparison of Importance on the Common Tasks between Domestic and Overseas Assignments Table 139: Comparison of Importance on the Common Knowledge Areas between Domestic and Overseas Assignments Table 140: Comparison of Importance on the General Skills between Domestic and Overseas Assignments Table 141: Comparison of Importance on the Core Precepts between Domestic and Overseas Assignments Table 142: Comparison of Importance on the Environmental Demands between Domestic and Overseas Assignments Table 143: Comparison of Importance on the Common Tasks between Hardship and Non-Hardship Assignments Table 144: Comparison of Importance on the Common Knowledge Areas between Hardship and Non-Hardship Assignments Table 145: Comparison of Importance on the General Skills between Hardship and Non-Hardship Assignments Table 146: Comparison of Importance on the Core Precepts between Hardship and Non-Hardship Assignments Table 147: Comparison of Importance on the Environmental Demands between Hardship and Non-Hardship Assignments Table 148: General Skills Comparison between 2018 and 2007 Table 149: Core Precepts Comparison between 2018 and 2007 Table 150: Most Important Common Career Track Knowledge for Entry-Level Hiring (Grades 06 to 03) Table 151: Most Important General Skills for Entry-Level Hiring (Grades 06 to 03) Table 152: Most Important Core Precepts for Entry-Level Hiring (Grades 06 to 03) Table 153: Most Unprepared Common Tasks for Entry-Level Officers Example tasks and knowledge areas for one job follow:

Table 25: Task Survey Results for Political Officers (All Levels)

1. Communicating and Coordinating with Department of State

• Communicate and coordinate with colleagues in the Department at all levels to exchange information and seek consensus.

• Communicate and coordinate with overseas Mission (or with contacts in Washington) to share information, solicit feedback, and resolve differences at lowest possible level.

• Communicate and coordinate with colleagues at USUN and other multilateral and regional organizations (OAS, APEC, etc.)

• Attend senior staff meetings to exchange statuses on relevant issues.

2. Communicating and Coordinating with Other USG Agencies, Non-Government Organizations (NGOs), Private Individuals and Groups, and other US Citizens within the Mission

• Communicate and coordinate work with other USG agencies and Congress.

• Communicate and coordinate with the Department of Defense on military issues.

• Facilitate coordination among USG agencies on foreign policy issues.

• Communicate and coordinate with non-government organizations and special interest groups.

• Communicate and coordinate work with other government agencies on security and terrorism issues (e.g., Homeland Security, Defense, Justice, FBI, law enforcement, CDCl, NSC, etc.).Provide guidance to the Intelligence Community on collection priorities.

• Coordinate efforts of USG agency representatives at international meetings.

• Monitor the activity of other USG agencies and NGOs in the host country/region to ensure no conflicts with foreign policies and initiatives.

3. Gathering Information on Country/Region/Issue of Interest

• Collect data on current economic, political, military, and social situations.

• Communicate with foreign officials, private citizens, media representatives, and organization leaders.

• Discuss activities/developments with colleagues and other subject matter experts to determine facts and gain awareness of alternative views.

• Travel to different parts of the country or sites (e.g., factories, refugee camps, military sites) to observe conditions and meet with host country nationals.

• Communicate with think tanks, academia, political parties, labor unions, experts, private industry, international organizations, religious leaders, military leaders, etc., to exchange information and viewpoints.

4. Participating in Meetings and Committees

• Attend internal meetings (e.g., country team meetings, Emergency Action Committee meetings, bureau meetings) to receive and provide information.

• Participate on boards or committees (e.g., Housing Board, Commissary Board, Hiring Committee, etc.).

• Attend external meetings, conferences, lectures, seminars, and other events to exchange information or advocate policies (e.g., US and foreign government representatives, US business representatives, non-governmental organizations).

5. Keeping Informed of Current Events

• Read information from Department, other USG agencies, and related sources.

• Read domestic and international press, other periodicals, etc.

• Read intelligence information.

• Read e-mail, social media platforms, news sites, etc.

• Watch local news reports, natural disaster, and weather information.

• Talk to informal sources (e.g., neighbors, domestic workers, taxi drivers) for views on political/social change.

6. Cultivating Relationships with Contacts and Maintaining Contact Information

• Develop relationships with colleagues in other USG agencies to exchange information or ideas, keep abreast of policy changes, and facilitate cooperation on programs.

• Cultivate relationships with target individuals and institutions (e.g., foreign government officials, diplomats, NGO representatives, academics, members of the media, etc.) via functions, visits, meetings, telephone, e-mail, etc.

• Host or attend representational functions to develop relationships with contacts, obtain information, promote USG foreign policy, etc.

• Seek new and more efficient sources of contact information.

• Maintain an up-to-date list of information associated with issues, events, or services in the country or region.

• Identify key leaders and influential personalities in host country, analyze them, and draft biographical reports.

• Nominate foreign contacts for US visit programs, conferences, workshops, etc.

7. Compiling and Analyzing Data or Information

• Collect information to both monitor and to respond to requests.

• Determine potential sources, reliability, and deficiencies in information relevant to making USG policy decisions.

• Review analyses and reports prepared by other agencies, governments, international organizations, and non-governmental organizations.

• Analyze motivations, actions, or positions of foreign governments to identify trends, provide information for negotiations, develop appropriate responses, etc.

• Conduct research to identify issues of concern related to a particular initiative.

• Compile, cull, identify relevance, and summarize large amounts of information quickly, and ensure record of relevant facts and inputs.

• Compile statistics and other data on issues of concern.

• Synthesize multiple inputs, viewpoints, and/or components into a comprehensive document or plan.

8. Assisting Department of State Colleagues

• Provide background information and guidance to colleagues in Department and other USG agencies on issue(s) regarding your primary responsibility.

• Assist colleagues on projects.

• Serve as back-up for colleagues.

• Serve as duty officer.

9. Providing Support to Senior Level Officers

• Brief senior Department of State and other senior USG officials on political developments within country/region of interest.

• Assist senior Department of State and other senior USG representatives in preparing for meetings, briefings, official visits, and other events.

• Serve as back-up for high-level officials/supervisors.

• Accompany senior Department of State principals or other senior USG officials to important events to serve as resource person.

• Provide policy guidance and other information to assist decision makers in developing strategic plans for addressing issues of interest.

• Provide informal advice to senior officials concerning issues of interest.

10. Making Arrangements for Official Visits and Other Events

• Identify needs, interests, and objectives of visitors.

• Communicate with government representatives (foreign and domestic) and other organizations to define and coordinate official visits, meetings, conferences, summits, and other events.

• Arrange face-to-face meetings, calls, and appointments with contacts, staff, USG and foreign government representatives, and others.

• Arrange support for official visits, conferences, seminars, training, and other events (e.g., meeting rooms, travel, lodging, interpreting services, visitor visas, invitations, itineraries, credentials, speaking engagements, appropriate press, customs, processing of clearances, etc.).

• Oversee and manage staff preparatory activities surrounding high-level official visits and other events.

• Serve as Control Officer for USG visitors (e.g., Presidential, Ministerials, Codels, Staffdels, etc.).

• Organize USG representation to international meetings.

• Develop and use standard operating procedures for high-level visits.

11. Preparing and Reviewing Written Documents

• Write reports, analyses, e-mails, or presentations summarizing key issues, recommendations, and options for use by senior officials, including congressionally mandated reports (e.g., trafficking in persons, international religious freedom, human rights, narcotics, terrorism, etc.).

• Draft cables, briefings, e-mails, presentations, and other summary documents to report on meetings, demarches, and other issues/events.

• Draft memos, e-mails, or presentations to Department principals providing analysis and background and requesting decisions.

• Draft talking points, speeches, testimony, etc., for senior officials.

• Report on political, economic, and social trends and developments in the country/region.

• Write materials for use by self or others to disseminate information concerning USG foreign policy to US and foreign audiences.

• Edit and clear on all types of oral and written communications to ensure clarity, accuracy, persuasiveness, and consistency with format and policy.

• Take notes in meetings.

12. Scheduling and Prioritizing Work

• Negotiate work requirements with supervisor.

• Prioritize work to reflect deadlines or criticality.

• Maintain a system to organize emails, documents, tasks, and projects.

• Prioritize developments, news, or events that require the attention of senior officials because of the potential impact on US interests.

• Adjust priorities as often as necessary to cope effectively with a changing environment.

13. Managing Office/Section/Organizational Unit

• Gather information from supervisors and other senior Department of State officials regarding administrative and management issues.

• Oversee the development and implementation of policies and programs.

• Manage programs including planning, acquiring resources, developing infrastructure, coordinating tasks, etc.

• Supervise reporting program in area of responsibility.

• Manage projects by planning, coordinating, and monitoring people, tasks, and resources.

• Contribute to Mission Resource Request, Integrated Country Strategy, or Bureau Strategy to achieve foreign policy and management objectives.

• Seek necessary resources (e.g., telecommunications, buildings) for work unit.

• Analyze spending for activities and staffing requirements to develop budget and staffing plans.

• Prepare budget for a program or organizational unit.

• Track post expenditures against budget and regulations.

• Develop and apply productive communication and meaningful dialog that are sustaining for all phases of a high-stress assignment.

• Follow up on tasks assigned to subordinates to ensure timely completion to provide guidance and resources, if necessary.

• Set and model standards for workplace behavior and interaction among staff.

• Set a positive tone in the workplace and promote activities to proactively contribute to strong morale.

• Identify the full range of supportive resources available to both employees and family members related to an unaccompanied tour.

14. Determining Staffing Requirements

• Gather information on workload and staffing required for present or future needs.

• Document need and advocate for additional positions.

• Assign work to staff according to task criticality and staff availability, expertise, skills, and work requirements.

• Adjust section tasks when priorities shift, crises occur, events change, etc.

• Utilize creative staffing to fill personnel gaps using interns, Temporary Duty, fellows, etc.

• Participate in recruiting.

• Develop work requirements and job descriptions.

15. Training and Instructing Others

• Identify training needs for staff.

• Provide on-the-job training to subordinates and colleagues.

• Assist entry-level officers and others in developing writing skills by editing and providing feedback on quality, style, and consistency with USG standards.

• Educate staff on information that affects their work.

• Ensure employees are up to date on mandatory skills.

• Allow employees time away from the office to participate in training courses.

• Seek input from subordinates/colleagues to develop new ideas, foster a sense of teamwork, and promote cross-training.

16. Evaluating, Rewarding, and Addressing Subordinate Performance

• Monitor work activities of subordinates to evaluate quality of work, quantity of work, compliance with laws and regulations, strengths, weaknesses, security compliance, etc.

• Complete annual performance evaluations for employees.

• Provide counseling sessions for subordinates to review performance evaluations, set performance goals, and discuss problems, etc.

• Provide regular informal feedback to subordinates to highlight successes, areas for improvement, etc., and to assist them with resolving problems.

• Provide 360 reviews of an employee’s work to others upon request.

• Nominate employees for awards.

• Document both exceptional and poor performance.

17. Providing and Seeking Mentoring

• Counsel junior colleagues and seek counseling from senior colleagues on career paths, development opportunities, training, and how to get promoted.

• Work with junior employees to improve their ability in all work areas (e.g., contact development, public speaking, running meetings, issue advocacy, intra- and inter-Departmental communications).

• Provide and seek management and leadership opportunities, special assignments, and other experiences to encourage skill development.

• Teach executive skills, such as leadership, strategic view, visionary outlook, etc.

• Provide and seek counseling/mentoring in person if possible rather than via email.

18. Resolving Complaints or Disputes within an Organizational Unit

• Facilitate resolution of internal disputes or complaints within Office, Section, Bureau, or Mission, including with other agencies.

• Monitor office dynamics and morale of staff to identify office disputes.

• Bring in HR early in the process to ensure proper procedures are followed.

19. Managing Foreign Assistance Programs and Safeguarding Integrity of Department Resources

• Develop proposals to get funding.

• Assist with strategic development of foreign assistance plans.

• Assist in reviewing, evaluating, and selecting funding proposals.

• Monitor programs to ensure federal award recipients are meeting program goals and objectives, and take corrective action as needed (including sanctions).

• Monitor USG-funded programs, evaluate effectiveness and consistency with policy objectives, and suggest changes.

• Coordinate and resolve federal assistance administration issues with Grants Officers.

• Maintain accurate and complete records and files, and submit necessary reports

• Assist in timely close-out of awards.

• Work with public-private partnerships to fund projects.

• Assist with inspections of grants by the Office of the Inspector General (OIG).

20. Upholding Standards of Ethical Conduct and Financial Disclosure Requirements

• Place loyalty to the United States Constitution, Government, and its citizens, to the laws, and ethical principles above private gain.

• Identify a conflict of interest and describe how to remedy the conflict.

• Identify an appearance of violating impartiality.

• Identify when an employee has misused his or her official position.

• Identify the ethics rules that affect your outside activities.

• Identify when it is and when it is not appropriate to accept a gift from an outside source or co-worker.

• Explain ethical considerations to junior or local staff and lead by example.

• Explain ethical obligations that apply when an employee seeks employment outside the government.

• Describe the rules and reporting obligations for completing a financial disclosure statement.

• Complete required annual ethics training.

• Complete required financial disclosure forms.

• Identify any instances of fraud, waste, or abuse of government resources.

21. Managing Sensitive and/or Classified Information

• Maintain security of sensitive or classified information in compliance with security regulations and the Foreign Affairs Manual (e.g., locking information in designated places, securing computer, transporting information).

• Learn and assign appropriate security classification to documents.

• Sanitize the contents of sensitive or classified information.

• Learn and apply declassification rules.

• Identify personally Identifiable Information (PII) protections that are required by law or regulation and recognize the importance of protecting PII, and varying levels of sensitivities based on context and content.

• Recognize how to safeguard and protect PII in all formats in full accordance with statutory requirements, established policies, and relevant sections of the Foreign Affairs Manual.

• Identify and appropriately report breaches or potential breaches of PII in accordance with the Department’s Breach Response Policy.

• Respond to Freedom of Information Act (FOIA) requests by searching for documents and records, reviewing, cutting, considering legal issues and policy issues, etc.

22. Maintaining Security

• Evaluate security concerns and determine appropriate precautions.

• Negotiate with security officers regarding what locations are safe to travel outside the embassy, precautions to be taken, etc.

• Adapt Political programming to security issues and requirements.

• Engage sensibly in a high-threat physical and operational security environment.

23. Responding to Emergency Situations

• Perform a designated role in an emergency action plan (e.g., contacting employees and/or US citizens, serving as liaison with appropriate officials, destroying classified documents, verifying US citizenship or other qualifications of persons seeking US government sponsored evacuation) and participate in Emergency Action Committee (EAC) meetings as needed.

• Conduct emergency preparedness drills, participate in first responder or other related trainings.

• Continuously monitor safety and security and be prepared for an incident.

• Designate an alternate safety or security officer in the section or office to ensure that multiple people have knowledge of safety and security regulations and procedures, and there is more than one office/section point of contact.

24. Using Computers

• Keep abreast of new communication, information processing, and other technologies and software used by the Department.

• Use Microsoft Office applications (e.g., Word, Excel, Outlook, PowerPoint, SharePoint).

• Use the internet and intranet to gather information.

• Identify information that should be placed in a computer database to facilitate analysis, compilation, and reporting of statistics and trends.

• Maintain computerized databases and hard copy files of documents relevant to areas of responsibility.

• Learn how to figure out problems with computers and what assistance and training is available.

• Learn how to identify “fake news” and planted false information.

• Verify, confirm, and verify again source information before using in reports.

25. Maintaining Cybersecurity

• Ensure staff receives a general cybersecurity awareness briefing from the Information System Security Officer (ISSO) prior to being granted access to Department computer systems.

• Ensure staff successfully completes the annual Cybersecurity Awareness Course (PS800) within 10 business days of initial systems logon, when required by system changes, and annually thereafter.

• Ensure staff complete the Annual Counterintelligence and Insider Threat Awareness course (EX250) on recognizing and reporting potential indicators of insider threat.

• Ensure the secure operation of federal information systems.

• Identify PII protections that are required by law or regulation and recognize the importance of protecting PII, and varying levels of sensitivities based on context and content.

• Recognize how to safeguard and protect PII in all formats in full accordance with statutory requirements, established policies, and relevant sections of the Foreign Affairs Manual.

• Identify and appropriately report breaches or potential breaches of PII in accordance with the Department’s Breach Response Policy.

26. Updating Knowledge and Skills Needed to Do the Job

• Develop expertise on issues, regions, differing perspectives, legislation, sanctions, and laws both within and outside area of expertise.

• Improve foreign language skills both independently and by attending additional training/online courses.

• Attend seminars, symposia, workshops, conferences, training, online courses, and out-of-Department work experience to develop functional and leadership skills.

• MOOCs

27. Managing Career

• Identify, bid, advocate, and take steps to get the next assignment (e.g., ask others for recommendations).

• Advise and advocate for others to get their next assignment.

• Participate in 360 feedback programs, including providing candid feedback to others when requested. Contact your references in advance of requesting 360s through the 360 system.

• Draft your section of the Employee Evaluation Report (EER) focusing on what you accomplished and why it mattered; provide robust input for your rater and reviewer for their sections that emphasizes your impact; work with your supervisor to revise your work requirements as needed.

• Evaluate active bids on positions, interview candidates, coordinate hiring decisions within Bureau and post and with other bureaus and posts.

• Recruit candidates for hard-to-fill positions.

28. Performing Administrative Activities

• Prepare and approve administrative forms and other paperwork.

• Maintain a filing system for incoming and outgoing documents and ensure that records are retained or destroyed in accordance with guidelines.

• Implement internal controls (e.g., audits) to safeguard against waste, fraud, and mismanagement of funds and resources.

29. Evaluating Congruence with US Laws and Policies

• Monitor, assess, and report on foreign government compliance with various USG and international laws, agreements, treaties, or standards (e.g., court orders, customer service, worker’s rights, child labor, human rights and Vienna Convention standards).

• Monitor foreign governmental legislation and other significant events concerning country/region of interest’s foreign policy as it pertains to both the US and other third party countries.

• Assess whether foreign government or non-governmental organization policies will aid or thwart USG goals and objectives.

• Ensure USG compliance with international laws, treaties, standards, arrangements, etc., and with the policies of international organizations that serve the U.S. national interest.

• Assess relevance of current policies to existing conditions in country/region to determine likelihood of success.

• Analyze viability of proposed policy initiatives and regulations.

• Review statements, decisions, and actions of other countries to ensure consistency with US policies.

• Collaborate with other sections within the Department and other agencies.

• Weigh potential impact of policy decisions against overall implications for U.S. foreign policy in the host country.

30. Gathering Input to Develop US Foreign Policies and Strategies

• Solicit input from staff.

• Collaborate between the post and the country desk on policy formulation.

• Discuss issues and policy initiatives with colleagues in other bureaus, agencies, and non-governmental organizations.

• Identify ways to advance US interests internationally and within the countries/region of interest.

31. Communicating and Coordinating with the Congress

• Brief and respond to inquiries from members of Congress and their staffs on foreign policy issues.

• Evaluate and analyze legislation and determine reporting requirements.

• Prepare Congressional testimony and responses to “Questions for the Record.”

32. Developing US Foreign Policies and Strategies

• Determine most effective and achievable policies and strategies.

• Develop policy proposals and strategies.

• Set short- and long-term policy goals and metrics.

• Evaluate effectiveness of policies and strategies to determine adjustments.

33. Garnering Domestic Support for US Policy Objectives

• Advocate the bureau's positions on policy objectives with other sections.

• Advocate policy positions within the USG and ensure other agencies’ interests are integrated to forge consensus.

• Develop approach to garner public support of policy objectives.

• Interact with the interagency, including seeking input, understanding cultural differences, negotiating and developing strategy, and relationship building.

34. Garnering Foreign Support for US Policy Objectives

• Persuade foreign government officials to support policy, and communicate foreign government perspectives back to Washington.

• Persuade international organizations (e.g., political, labor, or government representatives from country of…