About this role

TQ 1: Professional Achievements Specific Technical/Professional Achievement focuses on personal technical achievement which demonstrates innovative research and/or breakthrough successes. While achievement may take the form of participation in group efforts, the candidate under review should be distinguished from the accomplishments of the team as a whole and evaluated in terms of the impact of individual skills and knowledge on the team effort.

Competencies: - Expertise and Depth: Demonstrates recognized expertise and depth and/or breadth in the aspirant's field. Consistently demonstrates specific technical achievements and accomplishments (i.e. developed techniques and methods, inventions, or legal, fiscal, and/or other major contributions) that evidence mission impact that can be directly tied to an articulated mission need. - Problem Solving - Identifies and solves critical and/or sensitive problems by finding opportunities for improvement and addressing them through practical, sustainable responses resulting in significant Agency and/or IC-wide impact.

Adapts to changing situations/priorities by modifying plans, programs and/or policies as appropriate, positively affecting major organizations and/or customers/stakeholders and/or redirecting activities towards new strategic thrusts. - Flexibility - Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles. - Innovative Research - Demonstrates innovative research and/or breakthrough successes by applying knowledge of the scientific principles, methods and processes used; develops new insights into situations; questions conventional approaches; encourages new ideas and innovations; designs and implements new or cutting-edge programs/processes.

- Applied Expertise to Multiple Domains -Demonstrates understanding of various disciplines and concepts; utilizes that knowledge to approach increasingly complex problems from multiple directions TQ 2: Technical/Professional Development of Others Technical/Professional Development of Others focuses on the transfer of skills to others, especially to the next generation of experts. Covered in this category are not only concrete skills and knowledge, but such intangibles as how to approach problems, how to balance risk against the chance of success, factors in building problem-solving teams, how to communicate effectively, and the like.

Developing skills in others can be accomplished in a multitude of ways beyond mentoring, including but not limited to, building curriculum, teaching, or transferring knowledge through papers and talks. Competencies: - Developing Others - Establishes mentoring relationships with one or more individuals by providing guidance, direction, and advice through formal or informal mentoring. Ensures their skills are transferred to others in support of the development of the next generation of experts in their domain.

Actively supports hiring, promotion processes, retention and other agency wide initiatives to support building and sustaining an expert workforce. - Contributes to a culture that promotes collaboration and productivity. - Participation in the Community - Leads and influences boards, committees, panels, etc. of significance to the growth of a technical community of significance to NSA; actively participates in efforts aimed at conveying knowledge, such as seminars and conferences, teaching at the NCS, conducting on-the-job training, etc.

- Ability to Communicate - Demonstrates executive level writing and oral communication skills; demonstrates effective listening and grounds communication in language and framing that exhibits understanding of the audience and allows the relaying of complex topics.. TQ 3: Technical/Professional Leadership/Decision Making Technical/Professional Decision Making focuses on the extent to which the employee is developing as a technical leader.

At the highest levels this leadership should be unquestioned. In this area also fall such intangible components of leadership as perseverance and dependability Competencies: - Standing in Field - Demonstrates experience as a strong and credible technical leader. Provides high-impact expert advice to top management, peers and/or customers, partners or national leaders. - Ability to Influence - Provides high-impact expert advice to top management, peers and/or customers, partners or national leaders.

Persuades others; builds consensus through give and take; gains cooperation from others to obtain information; displays persistence to find solutions and accomplish goals. Communicates confidently and skillfully with internal and external audiences. - Role in Decision Making - Makes sound and timely decisions to carry out ideas, develop systems or execute programs. TQ 4: Continued Technical/Professional Development Continued Technical/Professional Development focuses on the continuous enhancement of technical/professional skills and knowledge.

Formal training, "stretch" assignments, research and writing projects, interaction with other experts, and other activities appropriate to the particular discipline should be evaluated as part of the appraisal process. Competencies: - Complexity - Seeks opportunities to increase understanding of complex and highly technical subjects, including participating in specific areas to deepen area of expertise. - Broadening of Vision - Acquires expertise in other disciplines, leading to additional opportunities and impacts.

Examines biases and seeks insights to avoid stereotypical responses and behavior. - Ongoing Education - Demonstrates continual learning through formal training, 'stretch' assignments, research and writing projects, interaction with other experts, and other activities appropriate to the particular discipline. TQ 5: LEADING THE INTELLIGENCE ENTERPRISE This core qualification is comprised of the Intelligence Community (IC)-specific "joint" competencies of Collaboration and Integration, Enterprise Focus, and Value-Centered Leadership.

Competencies: - Collaboration and Integration - Share information and knowledge to achieve results by creating an environment that promotes employee engagement, collaboration, integration, information and knowledge sharing, and the candid, open exchange of different points of view. - Enterprise Focus - Demonstrate a deep understanding of how the mission, structures, leaders, and cultures of the various DoD and IC components interact and connect.

- Value-Centered Leadership - Advance and reinforce DoD and IC core values: A Commitment to selfless service and excellence in support of the IC's mission, as well as to preserving, protecting, and defending the Nation's laws and liberties; the integrity and Courage (moral, intellectual, and physical) to seek and speak the truth, to innovate, and to change things for the better, regardless of personal or professional risk; and Collaboration as members of a single IC-wide team, respecting and leveraging all members of the IC, their background, their sources and methods, and their points of view.

Source listing: usajobs