JOB SUMMARY: Brief statement about the job and its role within the business

The Competency Development Specialist (contractor) will support advancing the Carnival's competency framework project the Lead. They will be responsible for designing, implementing, and evaluating competency-based assessments and development programs that align with organizational goals and promote individual growth. They will collaborate with stakeholders to analyze various jobs, help articulate competencies, create and implement a competency framework and models that are relevant, meaningful, and organizationally aligned.

ESSENTIAL FUNCTIONS
(Indicate up to 10 essential functions of the position and the percentage of time dedicated to each one. The functions should answer the questions: What? Why? How? Impact? Scope.

Importance

Major Action and Support Actions

% of Time
(Must equal 100%)

1.

Develop and Maintain Competency Frameworks
Effectively support in the creation and implementation of competency frameworks and assessments tailored to diverse shipboard job roles. These frameworks will establish clear benchmarks for skill and knowledge proficiency and performance expectations, ensuring alignment with expected behaviors for the respective role. This includes job analysis and task breakdowns, benchmarking across roles/industry, validating and articulating competencies.

20

2.

Model and implement Professional Development Records (PDR)
Assist in the development and implementation of competency-based assessment and development tools, including role-based knowledge and skill assessments (PDR), and assessor job aids. Guide subject matter experts through working sessions enabling data collection that will guide the development of PDRs. Enable systems and processes to operationalize delivery, assessment and recording of PDRs.

30

3.

Program monitoring, evaluation, and reporting
Support the effectiveness of competency development programs; this involves gathering feedback, and analyzing data to evaluate program success. Monitor fleetwide PDR implementation progress, evaluate for efficacy and efficiencies. Create relevant and appropriate reports and presentations, as required. Continually improve design and processes.

20

4.

Collaborate with Stakeholders
Engage with stakeholders to understand departmental objectives, needs and operational challenges. Foster buy-in, collaboration, and support by effectively communicating the vision and rationale behind competency development efforts. Collaborate and communicate effectively with project lead across L&D COE, HR and other stakeholder groups to operationalize, pilot and implement PDRs.

20

5.

Project Management and facilitating change.
Uses project management skills to plan, drive, communicate and implement initiatives. Supports and manages change of related programs through appropriate modes of communication; facilitates presentations, develops job aids and training to enable change.

10

6.

7.

8.

9.

QUALIFICATIONS (including competencies, skills, knowledge, certifications)

Aspect

Description

Minimum Education

? High School Diploma or GED
? Associate degree
? Bachelor's Degree

? Master's Degree a Plus
? J.D. Degree

Discipline/Major

Master's degree in organizational psychology, Organizational effectiveness, Human Performance, Human Resources, Education, or a related field.

Required Certifications

Required Years and Area of Professional Experience

Minimum of 1-2 years' experience with competency framework development and talent management being a main function.

Critical Professional Related Technical/Computer Skills

Proficiency in using learning management systems (LMS), intermediate use of e-learning tools; Proficiency in Office 365 for Business with SharePoint is required. Expertise in competency development, competency modeling, assessment methods, and performance management systems.

Other Requirements

Excellent communication, facilitation, and presentation skills.

Preferred Education

Ph.D. in Organizational Psychology

Preferred Experience and Type

Experience in competency development, talent management, or learning and development roles. Solid knowledge of competency modeling, assessment methods, and performance management systems. Ability to collaborate effectively with cross-functional teams and influence stakeholders at all levels of the organization. Analytical mindset with the ability to interpret data. Project management skills and the ability to multi-task.

Knowledge, Skills & Abilities

Proven track record in competency development, talent management, or learning and development roles, showcasing expertise in these areas. Deep understanding of competency modeling, assessment methodologies, and performance management systems. Strong analytical capabilities, adept at data interpretation, and skilled in making informed, data-driven decisions. Effective collaboration skills with cross-functional teams and demonstrated ability to influence stakeholders across all organizational levels. Proficient in project management, with the capacity to oversee multiple initiatives concurrently.

Ethics & Compliance

In addition to other responsibilities, this role necessitates unwavering commitment and active promotion of an ethical and compliant culture. More specifically, it demands integrity, honesty, and the respectful treatment of others. It also requires a proactive approach, encouraging individuals to voice concerns or report misconduct when observed.

DECISION-MAKING: What type of decisions does this job regularly make?
Select one by clicking the most appropriate box and giving an example of each.

? Strategic

Decisions affect the long-term direction and policy of the entire company. These decisions affect the short-term and long-term performance of CCL. Strategic decisions are high-risk because their outcomes are largely unknown and have a huge impact. These types of decisions are usually made at the top level of a company. Examples are: New services, acquisitions.

Examples:

? Tactical

Decisions focus on intermediate-term issues. The purpose of decisions made at this level are to help move CCL closer to reaching strategic goals. Outcomes are predictable. After a decision is made by Top Executive Leadership, the next phase is to take the needed steps to implement it. Examples are: The amount of money required to implement, which advertising agency to promote a new service or to provide an incentive plan to employees to encourage increased revenue.

Examples:

? Operational

Decisions focus on day-to-day activities within the company. Decisions made at this level help to ensure that daily activities proceed smoothly and therefore help to move the company toward reaching a strategic goal. They have short term consequences. Examples are Handling employee conflicts, purchasing materials needed for operations.

Examples:

? Standard

These decisions are those that are repetitive decisions on a recurring basis and are commonly related to daily activities. They are simple, relying on historical data and previous solutions. Examples are: reordering of standard office supplies, handling transactions.

Examples:

PHYSICAL DEMANDS:

TRAVEL:

? Must be able to remain in a stationary position at a desk and/or computer for extended periods of time.
? Requires regular movement throughout CCL facilities.
? Must be able to lift in excess of 50 pounds.
? May need to stand for long periods of time.

? No or very little travel likely
? Less than 25% with shipboard travel likely
? 25-50% with shipboard travel likely
? More than 50% with shipboard travel likely
? Less than 25% non-shipboard travel likely
?25-50% with non-shipboard travel likely
?More than 50% non-shipboard travel likely

WORK CONDITIONS:

?Work primarily in a climate-controlled environment with minimal safety/health hazard potential.
?Work may require employee to work inside and outside with exposure to changing climate and/or operate machinery.
?May be requested to work a different shift.
?Other job specific working conditions