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Tobey, D. H.

Publications and source records attributed to Tobey, D. H..

6 records
All sourcesNASA NTRSDOE OSTI
DOE OSTI2015

SPSP Phase III Recruiting, Selecting, and Developing Secure Power Systems Professionals: Behavioral Interview Guidelines by Job Roles

The Secure Power Systems Professional Phase III final report was released last year which an appendix of Behavioral Interview Guidelines by Job Roles. This new report is that appendix broken out as a standalone document to assist utilities in recruiting and developing Secure Power Systems Professionals at their site. The complete list of knowledge, skills, and abilities required in each of the studied job roles was assembled into the Behavioral Interview Guidelines. The guidelines were developed to apply the results of Phases I and II in a format that can be used in part or in whole to align workforce capabilities with the strategic goals and tactical focus of a power grid organization. These guidelines may 1) be applied to develop performance reviews or to produce individual professional development programs for existing staff; 2) assist in specifying learning objectives for a training or education program; and 3) be easily incorporated into most human capital software to facilitate development of job descriptions that comply with guidelines established by the Society of Human Resource Management. The guidelines can be immediately applied by human resources professionals, recruiters, and hiring managers to assist in recruiting and interviewing candidates for new SPSP position openings.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2015

SPSP Phase III Recruiting, Selecting, and Developing Secure Power Systems Professionals: Individual and Team Performance Guidelines

The pending retirement of significant numbers of power system experts and a continuing trend of increasing complexity in modern power systems prompted the U.S. Department of Energy (DOE) to establish the three-phase Secure Power Systems Professional (SPSP) project. The project developed resources for job definition and competency analysis along with tools to guide assessment and curriculum design and to help identify and develop required knowledge, skills, and abilities in technical and operational aspects of power systems cybersecurity. The Secure Power Systems Professional Phase III final report was released last year which an appendix of Individual and Team Performance Guidelines. This new report is that appendix broken out as a standalone document to assist utilities in recruiting and developing Secure Power Systems Professionals at their site. Individual/Team Performance Guidelines were developed for each of the four job roles: the secure power systems engineer, incident responder, intrusion analyst, and security operator. They enable an “at-a-glance” view of the multidisciplinary and collaborative nature of SPSP job roles, for which skill sets were studied and then mapped to stories of critical incidents or vignettes. This afforded an enumeration of tasks required of each job role to effectively perform responsibilities and to meet bestpractice goals for that operation. Assignment of these tasks among the job roles, either as an individual responsibility or a collaborative responsibility, was validated during a job performance model analysis. The analysis identified 13 master vignettes from the collection of critical incident stories, many of which shared a common set of job responsibilities and tasks that were grouped into four vignette categories according to the task requirement for effective response to each event.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2015

SPSP Phase III Recruiting, Selecting, and Developing Secure Power Systems Professionals. Job Profiles

The Secure Power Systems Professional Phase III final report was released last year which an appendix of Job Profiles. This new report is that appendix broken out as a standalone document to assist utilities in recruiting and developing Secure Power Systems Professionals at their site. A major accomplishment during Phase III of the project was the development of psychometrically validated job profiles for four identified SPSP job roles: the secure power systems engineer, incident responder, intrusion analyst, and security operator. The job profiles were produced by integrating the results of Phases I and II to capture the relevant job requirements that would be necessary to accurately predict job performance. They can be immediately applied by human resources professionals, recruiters, and hiring managers to assist in the recruitment, selection, and training of SPSPs, as well as to identify needed skills to qualify and equip existing employees to work as SPSPs.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2014

Secure Power Systems Professional Phase III Final Report: Recruiting, Selecting and Developing Secure Power Systems Professionals

With significant numbers of power system experts retiring and a continuing trend of increasing complexity in modern power systems, there is a need throughout the power industry for cybersecurity awareness and competence in tasks that previously had no cyber components. To address these challenges, the U.S. Department of Energy established the Secure Power Systems Professional (SPSP) project to develop resources for job definition and competency analysis along with tools to guide assessment and curriculum design and to help identify and develop required knowledge, skills, and abilities in technical and operational power systems cybersecurity. The major accomplishments in Phase III of the project, which were built upon foundations laid in the first two phases, were (a) development and fielding of a Recruitment Guide for Human Resources and Hiring Managers and a Guide to Developing SPSPs; (b) development of psychometrically validated job profiles for identified SPSP job roles; (c) development of behavioral interview guidelines that list competencies necessary to perform each job role; and (d) development of guidelines that aid in evaluating individual and team performance and that inform strategic planning for organizations in selection, development and retention of SPSP professionals. The outcomes of the project can be immediately applied by human resources professionals, recruiters and hiring managers to assist in the recruitment, selection, and training of SPSPs, as well as to identify needed skills to grow existing employees into SPSPs.

97 MATHEMATICS AND COMPUTING↗