Bad KSA sample vs. Good KSA Sample

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by Amin Huffington

Dreamfedjob - Turning unemployed into employed.

One of the most common errors made in addressing KSAs is to start switching randomly or haphazardly. Applicants may jot down thoughts with no organization and structure, and in some cases, no relationship to the KSA.

What is written initially is put on paper and attached to the application package. Prior to responding to each KSA, brainstorm and think about what type of tasks you performed and why you performed them in relationship to the KSA. Think about for whom you performed the tasks.

Ask yourself whether you made any major accomplishments. When performing these tasks, did a significant impact on the work environment occur? By asking these questions, you think critically and objectively about the tasks you performed. In addition, it will help remind you to think “only” about tasks directly related to the KSA.

There will be times when a particular task performed will apply to more than one KSA. In those situations, you may discuss the same task under different KSAs, but be sure to show the direct relationship of the task to the additional KSAs and to show a different phase of the activity. To reinforce the idea of organizing your thoughts when responding to KSAs, ask yourself the five standard questions as a checklist regarding individual tasks performed:

1) What action was performed?
2) Why was the action performed?
3) For whom was the action performed?
4) What were the accomplishments?
5) Did the action produce a significant impact on others or the work environment?

ELEMENT: ABILITY TO COMMUNICATE ORALLY. (THE WRONG ANSWER)

As an Employee Development Specialist, I interact with a variety of people, from staff to managers regarding training needs. I provide training to staff on a variety of topics. I set up training for staff. I meet with vendors. I have had many employees thank me for providing them with a better understanding of their training needs. My supervisor told me I was doing a great job.

This first attempt provides limited detail regarding the tasks being performed. In addition, subjective information regarding how others feel about him is included.

Now, look at the applicant’s new and improved version below.

ELEMENT: ABILITY TO COMMUNICATE ORALLY. (THE RIGHT ANSWER)

As a Supervisory Employee Development Specialist, I interact with staff, managers and supervisors on a daily basis to convey information on training programs, provide guidance on training needs, and supervise employee development staff. Specifically, I perform the following tasks:

• Conduct numerous training classes, both formal and informal, to groups of 15 to 35 individuals on such topics as “Instructors Skills”, “Planning for Your Future”, “Career Growth”, “Using Lotus-1-2-3”, “Providing Guidance to Your Employees” and “Basic Functions of the PC”.
• Meet with managers, supervisors and vendors to discuss training that is needed for specific groups, divisions or sections. For example, the agency’s Administrative Division had an influx of new secretaries who lacked Lotus 1-2-3 experience, which was now needed for a major long- term project in the Division. After determining the Division’s training needs and meeting with managers, I provided training to all secretaries. This training contributed to the Division meeting projected deadlines for work output.
• Brief upper management on specific budget needs and operating costs for employee training. In addition, I gave a formal presentation to upper management for an agency wide training program. Although the agency was facing cuts in other program areas, I was able to persuade management to approve this training.
• Supervise and provide guidance to 5 employees in the Employee Development Division. In addition, I meet with subordinates several times during the rating period to discuss employee concerns, goals, progress reviews, and the final performance rating. This past rating period, I developed an “Improvement Plan” that encompassed additional on-the-job training and formal training classes for employees who were weak in specific areas. I guided them in meeting established goals. Due to the positive turn-around in employee performance, this “Improvement Plan” has been deemed a success by upper management.
• Completed the following training courses: 1) Effective Communication, 1/07; 2) Improving Supervisory Skills, 4/09; and 3) Negotiation with Others, 9/10.
• Selected as “Supervisor for the Quarter” 4/08 to 6/09 by staff due to my concerns, interests, and efforts in helping subordinates to improve their performance.

In the second KSA response, the applicant specifically discusses the type of people he interacts with, the purpose of those contacts, and what accomplishments have been achieved.