Championing Continuous Improvement Demonstrating Innovation Driving Results Managing Meetings Managing Time Testing & Troubleshooting Demonstrating Accountability Demonstrating Persistence Driving Vision & Purpose Managing Projects Navigating Organizations Using Data Demonstrating Initiative Displaying Expertise Managing Budgets Managing Resources Negotiating Agreements Working Safely Accepting Direction Acting with Ethics & Integrity Demonstrating Courage Demonstrating Self-Awareness Learning Actively Working with Financial Information Adapting to Change Displaying Professionalism Following Policies & Procedures Managing Ambiguity Pursuing Professional Development Acting Decisively Developing Plans Leveraging Technology Managing Risks Solving Problems Demonstrating Business Acumen Leading Change Making Accurate Judgements Managing Stakeholders Thinking Creatively Exhibiting Social Awareness Influencing Others Managing from a Distance Managing Systems Thinking Critically Building & Supporting Teams Demonstrating Appreciation Focusing on Customers Leading Effective Teams Managing Performance Networking Thinking Strategically Communicating Effectively Developing Performance Fostering Engagement Managing Conflict Managing the Employee Lifecycle Training Others Valuing Diversity

SCS Competency Model

Competency Table

Last Update: 11/27/23

Download the SCS Competency Model or click on a competency to learn more.

About the SCS Competency Model

The SCS Competency Model was established in 2015 and is a comprehensive set of 58 capabilities that identifies and defines the specific skills, behaviors, knowledge, and abilities required for successful performance in a particular role or job within the State. It outlines the essential traits and characteristics that individuals need to effectively carry out their responsibilities and contribute to the overall success of each agency.

The SCS Competency models include a set of competencies with 3 proficiency levels that are necessary for various positions or functions. These competencies could encompass a wide range of areas, including technical skills, soft skills, leadership abilities, problem-solving capabilities, communication skills, adaptability, and more.

The purpose of a competency model is to:

  1. Define Expectations: Clearly outline what is required for successful performance in a particular role.
  2. Guide Selection and Recruitment: Assist in identifying and hiring individuals with the necessary skills and attributes.
  3. Support Training and Development: Aid in designing training programs and professional development initiatives to help employees grow and improve.
  4. Performance Management: Serve as a basis for assessing and evaluating employee performance.
  5. Career Development: Help employees understand the skills and behaviors needed to progress in their careers.

The SCS Competency model is a dynamic tool that can evolve as roles, industries, and agencies change, ensuring it remains aligned with the evolving needs of the business and the market.

What is a competency?

A competency refers to a set of demonstrable qualities, characteristics, skills, knowledge, or behaviors that an individual or an organization possesses and utilizes effectively to perform a specific task or function. Competencies can vary widely depending on the context. They might include technical skills, soft skills, abilities, knowledge, behaviors, or a combination of these elements, and they are often tied to successful performance in a particular role or job.

Competencies can be both innate (natural talents or predispositions) and acquired (learned through education, training, or experience). They play a vital role in assessing and determining the qualifications, suitability, and success of individuals within their respective roles or in achieving organizational objectives.

What is a competency map?

Competency mapping is the process of identifying and defining the knowledge, skills, and personal attributes required for individuals to perform effectively in a specific role within an organization. Competency maps are used to define and meausre the capabilities and qualities needed for success. They are valuable tools for talent acquisition, aligning employee development with organizational objectives, and ensuring that employees possess the right skills and attributes to perform effectively in their roles.

What do the cluster colors mean?
  • PEOPLE: This cluster contains competencies that address how individuals collaborate and seek to understand others.
  • RESULTS: This group contains competencies that relate to identify and achieving goals.
  • SELF: This group contains competencies that reflect the ability to recognize, understand, and improve the ways individuals prepare and present themselves.
  • THOUGHT: This group contains competencies that relate to thought processes and knowledge.
What is the difference between "Buy" and "Grow" competencies?
Buy vs. Grow Competencies

Buy competencies are either difficult to develop or are in low market supply. As such, special attention should be paid to these competencies during recruitment and selection. Best practice indicates at a minimum using a weighted scale to ensure that mastery of these competencies is weighted heavier in the decision scale than a grow competency.

Grow competencies are easier to develop. Theoretically, the hiring manager may therefore place these competencies at a lower priority than those listed in the buy category when recruiting or selecting candidates. PLEASE NOTE, however, that if competency mastery is desired immediately, or if there is minimal time and/or resources to develop, grow competencies should be treated as equal priority to buy competencies.

What is the difference between a core competency and a preferred competency?

Core competencies are the critical competencies SCS has identified in the work tasks as outlined in job specification.

Preferred competencies are any competencies selected by an agency based on the specific needs of the position, team, or organization.

What are the "State 9" and the "Super 3"?

SCS has developed two competency maps. The first competency map, referred to as "The State 9" is a set of competencies related to the superior performance amongst high-performing State Employees. The second comptency map, "The Super 3" is a set of competencies related to the superior performance in supervisory positons. These maps are indicated by special icons.

 SCSLA   = The State 9

Super3 = The Supervisory 3

Competency Definitions


Championing Continuous Improvement:

The ability to systematically drive or promote continuous improvement.

Demonstrating Accountability:

The ability to accept ownership for your actions, behaviors, performance, and decisions.

Demonstrating Initiative:

The ability to assess information and take action independently to help the organization achieve its goals.

Demonstrating Innovation:

The ability to generate original ideas that create value, improve processes, or provide new products or services.

Demonstrating Persistence:

The ability to achieve goals by overcoming adversity.

Displaying Expertise:

The ability to exhibit specialized skills or knowledge gained from experience or training.

Driving Results:

The ability to identify important goals and work to achieve them.

Driving Vision & Purpose:

The ability to consistently communicate a compelling picture of the vision and purpose of the organization.

Managing Budgets:

The ability to be a good steward of state resources by effectively managing allocated funds.

Managing Meetings:

The ability to conduct a meeting and manage others to accomplish the results needed in the allotted amount of time.

Managing Projects:

The ability to initiate, plan, execute, manage, and close-out all project goals within the established timeline.

Managing Resources:

The ability to ensure resources such as time, money, and people are utilized appropriately to result in maximum business value.

Managing Time:

The ability to control your time to increase effectiveness, efficiency, or productivity.

Navigating Organizations:

The ability to identify what an organization values and how decisions are made to accomplish strategic goals.

Negotiating Agreements:

The ability to reach a consensus when parties may have conflicting interests or perspectives.

Testing & Troubleshooting:

The ability to perform routine maintenance and inspections and resolve operating malfunctions to ensure machines and tools are functioning as expected.

Using Data:

The ability to use relevant and valid data to inform a recommendation for action.

Working Safely:

The ability to maintain safety by following rules and procedures.

Working with Financial Information:

The ability to use financial data to guide, drive, and convey the financial standing and/or outlook of an organization.


Accepting Direction:

The ability to accept and follow directions from those higher in the chain of command.

Acting with Ethics and Integrity:

The ability to be consistent, honest, and a trustworthy steward of State resources.

Adapting to Change:

The ability to adjust plans, expectations, and behaviors in response to change.

Demonstrating Courage:

The ability to apply moral, disciplined, intellectual and/or empathetic courage to do something challenging, difficult, or uncomfortable.

Demonstrating Self-Awareness:

The ability to manage your personality, behavior, skills, and emotions.

Displaying Professionalism:

The ability to recognize how your actions impact the perceptions of both you and your organization.

Following Policies & Procedures:

The ability to comply with policies and procedures of the organization as well as State Civil Service rules, and all applicable federal and state laws.

Learning Actively:

The ability to acquire necessary knowledge and skills to improve performance and achieve organizational goals.

Managing Ambiguity:

The ability to perform as expected with partial information and/or in uncertain circumstances.

Pursuing Professional Development:

A personal commitment to take advantage of opportunities to increase your professional knowledge, skills, and abilities.


The ability to make decisions quickly and effectively.

Demonstrating Business Acumen:

The ability to understand how the organization operates to achieve its objectives.

Developing Plans:

The ability to prioritize tasks and competing demands to create accurate plans.

Leading Change:

The ability to initiate, manage, influence, and evaluate change.

Leveraging Technology:

The ability to use technology and its related processes to further organizational goals.

Making Accurate Judgements:

The ability to form an opinion objectively and decisively based on relevant information and in accordance with established standards.

Managing Risks:

The ability to identify, assess, and control risks and opportunities to fulfill the mission of the organization.

Managing Stakeholders:

The ability to identify and to respond to the sometimes competing perspectives, agendas, and expectations of different parties.

Managing Systems:

The ability to predict and manage the effects of actions on interrelated or interacting components of a team, department, or organization.

Solving Problems:

The ability to discover solutions to problems.

Thinking Creatively:

The ability to generate ideas, manipulate ideas, and make unconventional connections to develop original approaches.

Thinking Critically:

The ability to objectively question, analyze, interpret, and evaluate information to form a conclusion.

Thinking Strategically:

The ability to generate insights and identify opportunities for future growth of the organization.


Building & Supporting Teams:

The ability to combine your actions and efforts with others to work toward achieving a common goal.

Communicating Effectively:

The ability to relay information correctly and appropriately to connect people and ideas.

Demonstrating Appreciation:

The ability to show gratitude for contributions of others.

Developing Performance:

The ability to assist others in advancing their skills, knowledge, and performance levels over time.

Exhibiting Social Awareness:

The ability to identify and adapt your actions based on the situation and the personality, behavior, and emotions of others.

Focusing on Customers

The ability to serve the needs of those who support and/or rely on the services provided.

Fostering Engagement:

The ability to encourage others to invest in their work and the success of the organization.

Influencing Others:

The ability to have an intentional effect on aligning stakeholder opinions and behaviors with the goals of the organization.

Leading Effective Teams:

The ability to guide and motivate a team to create, plan for, and achieve goals.

Managing Conflict:

The ability to recognize and navigate disagreements in a rational, unbiased, and productive way.

Managing From a Distance:

The ability to manage others in telework status and/or across multiple locations.

Managing Performance:

The ability to direct and to evaluate the work of employees.

Managing the Employee Lifecycle:

The ability to manage the recruitment, hiring, onboarding, performance, development, retention, and succession of employees.


The ability to intentionally develop or maintain relationships with internal partners, external partners, and professional contacts.

Training Others:

The ability to facilitate the acquisition of work-related knowledge and skills in an effort to improve employee performance.

Valuing Diversity:

The ability to develop an awareness of DEIBA challenges and craft personal plans that contribute to improving organizational cultures and environments.