38 SEPTEMBER-OCTOBER 2025 | THE FOREIGN SERVICE JOURNAL (CA), have instituted selection processes that focus on matching ability to need in roles and have more centralized control over assignment decisions. That bureau is, however, unusual in that there is less variation in assignments across roles. Unlike the models used by the European Union (EU) or the United Nations (UN), the department lacks behavioral anchors that show what “leadership” looks like at different levels. There’s no structured way to distinguish between competencies needed by a first-time section head and those expected of a deputy chief of mission. Nor is there a defined list of functional skills—such as cyber policy, media outreach, or crisis planning—even though these are central to modern diplomacy. The current framework is also poorly integrated. The recently rebranded Professional Development Program is a step in the right direction, but its framing within the promotion precepts limits its usefulness in assessing person-job fit across the wide range of Foreign Service officers and assignments. As a career management tool, there is no link to training paths and no standardized method for evaluating the level of competency achieved. Those making assignment decisions generally do not receive training in constructing their selection processes to identify, quantify, and evaluate individual competencies. Selection for assignments, therefore, can still depend heavily on referrals, informal vetting, and gut instinct. Most critically, the framework is static in a world that demands adaptability. As global threats evolve (e.g., AI governance, digital propaganda, shifting trade policies), the Foreign Service has no organizationwide system to identify which officers have the relevant skills or to develop them in a systematic way. There’s also no regular process for updating the competency framework, soliciting user feedback, or adapting to emerging needs. In a 21st-century organization, that’s a serious flaw. A New Model’s Benefits Adopting a competency-based system for Foreign Service assignments offers multiple benefits to the department, including: • Workforce Planning. Leaders can see what skills are available and where development is needed. • Mission Alignment. Officers with the right mix of technical and interpersonal skills can be matched more effectively to mission needs. • Leadership Development. Career paths become intentional and progressive. • Equity and Transparency. All officers compete based on ability, not access. The model would also benefit individual officers in numerous ways, including: • Clarity. Officers understand what’s required for roles they want and know how to build toward them. • Career Growth. Development becomes structured, not serendipitous. • Self-Direction. Officers can pursue roles that help them build competencies for future success. • Fairness. Officers lacking insider support can still compete on merit. • Engagement. Officers feel recognized and supported, improving retention and morale. Making the Shift Implementing a competency-based assignment system will require deliberate action. First, the State Department must develop a full competency taxonomy. This means defining a clear set of skills and behaviors, validating them through feedback, and mapping them to cones, specialties, functional roles, and career stages. Then the taxonomy must be integrated into core systems such as assignment tools, training pathways, and performance evaluation. Without this integration, the taxonomy will remain theoretical rather than practical. Supervisors and decision-makers must be trained to implement this approach effectively. They need to know how to assess and apply competencies in real selection decisions and performance evaluations. The process must limit exceptions—no bypassing requirements based on “service need” or expedience. Therefore, cultural change is essential. The Foreign Service has long relied on informal mentoring to navigate its systems. Replacing lobbying with structured selection will provoke resistance, especially from those who benefit from the status quo. Change management, transparency, and leadership modeling will be critical to maintaining the momentum necessary to make lasting change. Finally, rather than a onetime overhaul, the department should pilot a model that puts critical information in the hands Competency modeling— defining job requirements in terms of observable skills and behaviors—has become standard across the public and private sectors.
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