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NAEP Competency Model
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Source: The Art and Science of Competency Modeling: Best Practices in Developing and Implementing Success Profiles, Korn/Ferry Institute, 2010.
Competencies are the skills, behaviors, and attitudes that lead to high performance.
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NAEP Competency Model
Professional Position LevelChief Procurement
Officer / Vice President /
Assistant Vice President /
DirectorAssociate Director
/ Assistant Director
Strategic Procurement
Specialist / Manager /
Category Lead
Supplier Diversity Manager /
Commodity Manager / Senior
BuyerProcurement
Systems Manager Pcard
AdministratorProcurement
Analyst Buyer BuyerProcurement
Analyst
Procurement Assistant (non-
exempt )
Ethics & Values l l l l l l l l l l l
Functional/Technical Skills
Ability to explain value concepts, e.g., Total Cost of Ownership (TCO) l l l l
Best Practices knowledge l l l l
Commodity knowledge and technical expertise l l l l l l l l
Promotes sustainability in the institution’s processes and systems l l l l l l l l l l l
Supplier relationship management skills l l l l l l
Technology skills (e.g., eprocurement, search tools, MS Offi ce suite) l l l l l l l l l l l
Understands and engages strategic sourcing principles l l l lUnderstands fundamentals of contract law, contracting authority, working with counsel l l l l l l
Organizational Agility l l l l l
Planning l l l l l l l
Priority setting l l l l l l l l l l
Self-Development l l l l l l l l l l l
Communication l l l l l l l l l l l
Conflict Resolution l l l l l l l l l l
Customer Focus l l l l l l l l l l l
Negotiating l l l l l
Valuing Diversity l l l l l l l l l l l
Action Oriented l l l l
Creativity l l l l l l
Drive for Results (drives accountability, responsibility & ownership) l l l l
Problem Solving l l l l l l l l l l
Process Management l l l l l l l l l l
Risk Management l l l l l l l
Strategic Agility l l l l
Building Effective Teams l l l l l
Change Agent l l l
Decision Making l l l l l l l l l l
Developing Others l l l l l lHiring & Staffi ng (HRM skills including recruitment strategy, onboarding, succession planning) l l
Integrity & Trust l l l l l l l l l l l©2013 NAEP Do not reproduce or distribute without permission from NAEP
Lead
Oth
ers
Build
Rel
ation
ship
s
Created by the Professional Development Committee in 2012 and updated in 2013
NAEP Competencies for Procurement ProfessionalsIn
crea
se P
erfo
rman
ceD
rive
Res
ults
Advanced Mid-Level Entry-LevelEthics & Values
Functional/Technical Skills
Ability to explain value concepts, e.g., Total Cost of Ownership (TCO)
Best Practices knowledge
Commodity knowledge and technical expertise
Promotes sustainability in the institution’s processes and systems
Supplier relationship management skills
Technology skills (e.g., eprocurement, search tools, MS Offi ce suite)
Understands and engages strategic sourcing principles
Understands fundamentals of contract law, contracting authority, working with counsel
Organizational Agility
Planning
Priority setting
Self-Development
Incr
ease
Per
form
ance Communication
Conflict Resolution
Customer Focus
Negotiating
Valuing DiversityBuild
Rel
ation
ship
s
Action Oriented
Creativity
Drive for Results (drives accountability, responsibility & ownership)
Problem Solving
Process Management
Risk Management
Strategic Agility
Dri
ve R
esul
ts
Building Effective Teams
Change Agent
Decision Making
Developing Others
Hiring & Staffi ng (HRM skills including recruitment strategy, onboarding, succession planning)
Integrity & Trust
Lead
Oth
ers
Professional Position LevelChief Procurement
Officer / Vice President /
Assistant Vice President /
DirectorAssociate Director
/ Assistant Director
Strategic Procurement
Specialist / Manager /
Category Lead
Supplier Diversity Manager /
Commodity Manager / Senior
BuyerProcurement
Systems Manager Pcard
AdministratorProcurement
Analyst Buyer BuyerProcurement
Analyst
Procurement Assistant (non-
exempt )
Ethics & Values l l l l l l l l l l l
Functional/Technical Skills
Ability to explain value concepts, e.g., Total Cost of Ownership (TCO) l l l l
Best Practices knowledge l l l l
Commodity knowledge and technical expertise l l l l l l l l
Promotes sustainability in the institution’s processes and systems l l l l l l l l l l l
Supplier relationship management skills l l l l l l
Technology skills (e.g., eprocurement, search tools, MS Offi ce suite) l l l l l l l l l l l
Understands and engages strategic sourcing principles l l l lUnderstands fundamentals of contract law, contracting authority, working with counsel l l l l l l
Organizational Agility l l l l l
Planning l l l l l l l
Priority setting l l l l l l l l l l
Self-Development l l l l l l l l l l l
Communication l l l l l l l l l l l
Conflict Resolution l l l l l l l l l l
Customer Focus l l l l l l l l l l l
Negotiating l l l l l
Valuing Diversity l l l l l l l l l l l
Action Oriented l l l l
Creativity l l l l l l
Drive for Results (drives accountability, responsibility & ownership) l l l l
Problem Solving l l l l l l l l l l
Process Management l l l l l l l l l l
Risk Management l l l l l l l
Strategic Agility l l l l
Building Effective Teams l l l l l
Change Agent l l l
Decision Making l l l l l l l l l l
Developing Others l l l l l lHiring & Staffi ng (HRM skills including recruitment strategy, onboarding, succession planning) l l
Integrity & Trust l l l l l l l l l l l©2013 NAEP Do not reproduce or distribute without permission from NAEP
Lead
Oth
ers
Build
Rel
ation
ship
s
Created by the Professional Development Committee in 2012 and updated in 2013
NAEP Competencies for Procurement ProfessionalsIn
crea
se P
erfo
rman
ceD
rive
Res
ults
Advanced Mid-Level Entry-Level
Professional Position Level BuyerEthics & Values l
Functional/Technical Skills
Ability to explain value concepts, e.g., Total Cost of Ownership (TCO)
Best Practices knowledge
Commodity knowledge and technical expertise l
Promotes sustainability in the institution’s processes and systems l
Supplier relationship management skills
Technology skills (e.g., eprocurement, search tools, MS Office suite) l
Understands and engages strategic sourcing principles
Understands fundamentals of contract law, contracting authority, working with counsel l
Organizational Agility
Planning
Priority setting l
Self-Development l
Communication l
Conflict Resolution l
Customer Focus l
Negotiating
Valuing Diversity l
Action Oriented
Creativity l
Drive for Results (drives accountability, responsibility & ownership)
Problem Solving l
Process Management l
Risk Management
Strategic Agility
Building Effective Teams
Change Agent
Decision Making l
Developing Others
Hiring & Staffing (HRM skills including recruitment strategy, onboarding, succession planning)
Integrity & Trust l
Lead
Oth
ers
Build
Rel
ation
ship
sIn
crea
se P
erfo
rman
ceD
rive
Res
ults
Competency Key Behaviors
Ethics and Values
o Adheres to an appropriate (for the setting) and effective set of core values and beliefs during both good and bad times
o Acts in line with those valueso Rewards the right values and disapproves
of otherso Practices what he/she preaches
Workforce Planning
Recruitment & Selection
Onboarding Performance Management
Training & Development
Career Planning Transition
Seven stages of an employee life cycle
Align competencies to organizational goals
Competencies
Strategic Vision & Goals
Employee Actions & Behaviors
Organizational Success
Recruitment & Selection
Source and retain the right individuals to place procurement in the best position for success
INTERVIEW GUIDE – Buyer (Entry-level)
CANDIDATE NAME ________________________________________________________________
_________________
POSITION/LOCATION ________________________________________________________________
_______________
DATE ________________________________________________________________
____________________________
INTRODUCTORY QUESTIO
NS
What do/did you like most about your current/most recent p
osition?
If you had the opportunity, what would you change about your current/most
recent position?
Why did you leave/why are you considering leaving your current employer?
What about this position (Buyer)
encouraged you to express interest?
Help new hires adjust to the social and performance aspects of their jobs
Observe, evaluate, coach and provide feedback based upon desired competencies
Create an ongoing professional development plan for each individual based upon competencies for his/her position
Career Planning
Determine desired career goals and identify any gaps in education, experience, competencies and other credentials that exist
Transition
Develop a succession plan so you are prepared for a smooth transition
Resources
• Attend Procurement Academy – competencies mapped to three tiers
• Watch 20-minute video on NAEP website• Download competency model materials from
Member’s only page• Participate in one-hour roundtable discussion
on September ____
Questions and Answers
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