HR-Survey > Competency Model > Technology Use/Management

Technology Use/Management Comments

Definition: Technical Skills refers to a manager's ability to apply specialized knowledge, tools, and systems to deliver high-quality solutions, assign work effectively, and drive innovation through sound technical skills. It includes deep expertise across relevant domains, the ability to analyze data and risks, and the use of appropriate tools, equipment, and design methods to implement scalable, secure, and efficient systems. Technical also encompasses the creation, documentation, and sharing of information and knowledge, along with training others and fostering continuous improvement through metrics, feedback, and structured planning. A technically strong manager plays key roles across the organization--advising, supporting, and coordinating efforts that ensure operational excellence, compliance, and long-term capability growth.

360-Feedback Surveys Measuring Technology Use/Management Skills:
Survey 1 (4-point scale; Competency Comments)
Survey 2 (4-point scale; Competency Comments)
Survey 3 (5-point scale; Competency Comments)
Survey 4 (5-point scale; radio buttons)
Survey 5 (4-point scale; words)
Survey 6 (4-point scale; words)
Survey 7 (5-point scale; competency comments; N/A)
Survey 8 (3-point scale; Agree/Disagree words; N/A)
Survey 9 (3-point scale; Strength/Development; N/A)
Survey 10 (Comment boxes only)
Survey 11 (Single rating per competency)
Survey 12 (Slide-bar scale)
Survey 13 (4-point scale; numbers; floating anchors)
Survey 14 (4-point scale; N/A)

The statements below can be used in your self-assessment (self-feedback) or performance appraisal as examples to demonstrate your "Technology Use/Management" skills. Having good Technology Use/Management means you can turn technology into a true performance advantage--improving workflows, strengthening decision-making, and enabling people to do their best work. You can evaluate tools thoughtfully, integrate systems so they work together, and guide teams through change with clarity and confidence. You can allocate resources wisely, ensure responsible and secure use, and measure whether technology is actually delivering the outcomes the organization needs. Most importantly, you can build a culture where innovation feels natural, employees feel supported, and technology becomes a catalyst for long-term adaptability and success.

Implements

Implements focuses on the technical execution side of Technology Use/Management. It's about selecting, configuring, and deploying the technology itself--turning concepts, prototypes, and best practices into working systems that improve productivity, compliance, engineering output, or product delivery. Someone strong in Implements is hands-on with tools and processes, understands how to operationalize new technologies, and builds solutions that maximize technical capability. Their work is oriented toward building, integrating, and optimizing the technology so the organization can use it effectively at scale.

I am proficient in the use of technical systems and processes.
I understood and are committed to implementing new technologies.
I quickly turned pilot and prototype ideas into full products.
I implemented technology controls to reduce costs and meet compliance needs.
I adopted the implementation of new technology into the workplace.
I adopted best practices for technology use.
I implemented automated code generation and testing.
I used technology to boost engineering productivity.
I promoted transparent communication about upcoming technology changes.
I implemented AI throughout the production process.
I maximized the use of new technology to deliver products and services.
I created flexible solutions to problems maximizing the use of new technology.
I developed strategies to maximize implementation of technical solutions to problems within the department.

Facilitates Tech Change

Facilitates Tech Change focuses on the human transition required for technology to actually take hold. It's about preparing people, aligning workflows, coordinating across functions, addressing resistance, and ensuring that adoption sticks after go-live. Someone strong in this area shapes communication, creates transition plans, supports leaders, gathers feedback, and reinforces new behaviors so the workforce can successfully absorb the change. Their work is oriented toward guiding people and the organization through the disruption that technology introduces, ensuring the implementation is not just technically correct but socially and operationally sustainable.

I provided structured support during rollout (such as office hours, pilot groups, or transition guides) to reduce disruption.
I aligned technology changes with existing policies, workflows, and performance expectations.
I coordinated with HR, IT, and leadership to align change activities across the organization.
I created clear transition timelines and milestones so employees understood when changes will occurred and what actions are expected at each stage.
I prepared teams for transitioned by outlining expected impacts on workflows, roles, and responsibilities.
I gathered real-time feedback during rollout (through surveys, check-ins, or user groups) and adjusted the implementation plans to address emerging issues before they escalated.
I identified sources of resistance and proactively addressed concerns to maintain momentum.
I ensured leaders and supervisors were equipped to support their teams by providing talking points, FAQs, and guidance on how to coach employees through the change.
I communicated upcoming technology changes early and clearly.
I ensured post-implementation stabilization by monitoring adoption, resolving issues, and reinforcing new practices.
I recognized and reinforced early positive behaviors such as successful adoption, creative problem-solving, or peer support.

Integration

Integration is about creating a unified, connected technology ecosystem across the organization. A manager strong in Integration ensures that systems talk to each other, data flows cleanly across departments, and tools, naming conventions, and processes are standardized so work moves seamlessly from one team or platform to another. The emphasis is on interoperability, cross-department alignment, enterprise-wide consistency, and building a cohesive digital environment where AI, communication tools, and production systems reinforce each other. Integration is fundamentally about connecting systems and structures so the organization operates as one coordinated whole.

I used technology in decision making and problem solving.
I worked with IT and process owners to close gaps that slowed down collaboration or decision-making.
I integrated AI in the design and production processes.
I coordinated system upgrades and integrations to align downstream tools, roles, and processes.
I mapped end-to-end workflows to identify where systems must connect.
I ensured data, tools, and processed are interoperable, reducing duplicate work and enabling teams to move seamlessly across platforms during daily operations.
I standardized technology practices across teams and locations, ensuring that shared systems, naming conventions, data structures, and communication channels functioned as a unified ecosystem.
I integrated AI usage across various sectors and divisions enabled new capabilities.
I prioritized digital transformation in the department.
I ensured technology initiatives were integrated across departments, reducing silos and enabling enterprise-wide data flow, collaboration, and decision-making.
I fostered an environment that minimizes the impact of disruptive technological changes within the department.
I adopted new methods of communicating with employees.
I integrated technology effectively into the work environment.

Evaluates

Evaluates focuses on judgment, comparison, and determining value. A manager operating in this mode is weighing options, assessing whether tools are worth keeping or replacing, validating vendor claims, reviewing workflows for improvement opportunities, and determining whether technologies deliver the expected return. It's about making informed decisions by comparing alternatives, assessing cost/benefit and risk, checking alignment with strategic goals, and deciding which technologies should move forward. Evaluates is fundamentally about deciding what is good enough, what should change, and what direction the organization should take based on evidence, standards, and strategic fit.

I selected appropriate technology solutions to meet the department needs.
I encouraged teams to experiment with new tools and approaches.
I evaluated team capacity to absorb new technology work (such as testing, piloting, data cleanup, or system transitions) and adjusted assignments to prevent overload during digital change.
I selected the appropriate technology to meet the needs of the team.
I assessed whether existing tools could be enhanced, reconfigured, or better utilized before recommending new investments.
I identified areas where AI could have the greatest impact on production capabilities.
I evaluated operational workflows to determine where technology could meaningfully improve efficiency, accuracy, or throughput.
I reviewed technical requirements, integration needs, and vendor claims to validate that proposed technologies met functional, security, and compliance standards for the department.
I benchmarked current tools against industry best practices and emerging technologies to identify gaps, modernization opportunities, and competitive advantages.
I evaluated technology decisions through a strategic lens of scalability, adaptability, and competitive advantage.
I evaluated the long-term scalability, sustainability, and total cost of ownership of technology options.
I redefined technology used metrics and governance.
I monitored performance data, user feedback, and system outcomes to determine whether current technologies were delivering expected value.
Assessed the cost/benefit and risks associated with implementing technology in the department.
Assessed current technology usage and implementation.

Analytical

Analytical focuses on deep examination, interpretation, and understanding of underlying patterns. A manager strong in this area digs into data, identifies root causes, models downstream impacts, forecasts scenarios, and interprets complex system behavior. Analytical work is about breaking problems apart, understanding why something is happening, predicting what will happen next, and using structured analysis to inform decisions. It is fundamentally about sense-making: uncovering insights, diagnosing issues, and generating the analytical foundation that later supports evaluation, planning, or implementation decisions.

I analyzed workflow bottlenecks to determine where technology could meaningfully reduce delays or errors.
I used scenario analysis and forecasting tools to compare technology options when making strategic decisions.
I used AI tools to synthesize data and documents.
I analyzed the feasibility, risks, and organizational readiness for adopting new technologies, including skills, processes, and cultural factors that influenced successful implementation.
I conducted root-cause analysis on technology-related failures or inefficiencies, distinguishing between system issues, processed gaps, and user-driven errors before recommending solutions.
I assessed the downstream impacts of technology decisions, modeling how changes in one system will affect data quality, workflow timing, staffing needs, or compliance requirements.
I established KPIs to measure AI adoption rates.
I evaluated patterns in cross-system data (e.g., throughput, error rates, cycle times) to identify where technology could create measurable performance gains or reduced operational risks.
I tracked the percentage of code generated with AI assistance by the team.
I applied complex rules and regulations to maintain optimal system performance.
I analyzed user feedback, performance data, and incident trends to determine whether technology was improving outcomes.
I anticipated changes caused by the introduction of new technology to Company problems.

Workflow Optimization

Workflow Optimization is about improving how work actually gets done within those systems. A manager strong in this area examines bottlenecks, engages frontline employees, tests different workflow configurations, and redesigns processes to reduce friction, eliminate unnecessary steps, and increase speed, accuracy, or quality. The focus is on refining tasks, sequences, and user experience--ensuring that technology simplifies work rather than complicating it. Workflow Optimization is fundamentally about improving processes and performance, using data and continuous refinement to make daily operations smoother, faster, and more efficient.

I coordinated workflow changes across interconnected teams or departments, preventing bottlenecks or misalignment.
I engaged frontline employees in diagnosing workflow issues, ensuring optimization efforts reflect real operational needs rather than assumptions.
I measured the impact of workflow changes to confirm improvements in speed, accuracy, or quality.
I ensured that technology solutions simplified work rather than add unnecessary steps or complexity.
I continuously refined processes as new capabilities or insights emerged.
I used workflow data (such as cycle times, error rates, or throughput) to guide continuous refinement.
I identified manual, repetitive, or error-prone tasks that can be automated, freeing staff time for higher-value work and reduced operational friction.
I tested multiple workflow configurations or tool settings to determine which arrangement produced the most efficient, accurate, or user-friendly process.
I collaborated with teams to map new workflows.
I analyzed existing workflows to identify inefficiencies that could be improved through technology.
I ensured that redesigned workflows maintain compliance, quality standards, and auditability.
I redesigned processes to take advantage of automation, analytics, or digital collaboration tools.

Governance and Responsible Use

Governance and Responsible Use focuses on protecting the organization--its data, its people, and its ethical standards. A manager strong in this area ensures that technology is used safely, legally, and responsibly by setting clear norms, monitoring compliance, and intervening when risks appear. The emphasis is on privacy, security, ethical AI use, regulatory alignment, and preventing misuse before it becomes a problem. Governance and Responsible Use is fundamentally about guardrails: establishing the policies, behaviors, and oversight mechanisms that keep technology trustworthy, compliant, and aligned with organizational values.

I ensured employees followed organizational policies for data handling, privacy, and responsible technology use.
I identified misuse or risky practices and intervened early to prevent issues.
I reinforced ethical guidelines for AI, automation, and digital tools within the team.
I ensured third-party tools, plugins, and AI services used by the team met security, privacy, and compliance criteria.
I established team norms for communication platforms, file sharing, and digital collaboration.
I monitored technology usage to ensure compliance with security and access protocols.
I partnered with IT or compliance teams when governance concerns arose.
I set clear expectations for responsible AI use, including when human oversight was required, how outputs should be validated, and what types of decisions should never be delegated to automated systems.
I conducted periodic audits of team technology practices to verify that data access, storage, and shared behaviors aligned with organizational standards and regulatory requirements.
I provided regular training and refreshers on digital ethics, cybersecurity hygiene, and responsible data stewardship.

Strategic

Strategic focuses on long-horizon direction, competitive positioning, and shaping the organization's future through technology. A manager operating in this mode looks outward and forward--anticipating technological trends, identifying long-term opportunities, and ensuring technology choices strengthen the organization's mission, operating model, and future capabilities. Strategic is about building multi-year roadmaps, framing technology as a driver of transformation, and ensuring that investments, architectures, and innovations position the organization for sustained advantage.

I championed digital transformation as a core strategic priority.
I leveraged technology use to improve operational efficiency.
I created accelerated release cycles.
I identified strategic risks associated with technological stagnation or outdated systems.
I identified long-term business opportunities that could be unlocked through emerging technologies.
I viewed and adopted technology as a strategic priority.
I framed technology adoption as a strategic opportunity rather than a burden.
I built multi-year technology roadmaps that sequenced upgrades, integrations, and capability development.
I aligned technology investments with organizational strategy, mission, and future capability needs.
I anticipated how technological trends (such as automation, AI, or data analytics) will reshape workflows, roles, and customer expectations.
I used technology to redesign processes and operating models, rather than simply digitizing existing workflows.

Resources

Resources focuses on the practical allocation and stewardship of the people, budget, tools, and expertise required to make technology work day-to-day. A manager strong in Resources ensures teams have the right access, training, support, and funding; coordinates with procurement and IT; manages lifecycle costs; and reallocates resources away from low-value tools toward high-impact solutions. Resources is about operational enablement--acquiring, deploying, maintaining, and optimizing the tangible inputs that make technology usable and sustainable.

I coordinated with procurement, finance, and IT to efficiently acquire and deploy technology, reducing delays and ensuring responsible use of organizational funds.
I planned for the full lifecycle of technology resources (including maintenance, upgrades, and sustainability costs) to ensure long-term reliability and performance.
I used technology to optimize supply chains and acquisition of resources.
I ensured employees had the access, tools, and training needed to fully leverage available technologies.
I promoted investments in technology adoption and integration to enhance operation effectiveness.
I leveraged internal and external expertise (such as cross-functional partners, vendors, or consultants) to support complex technology needs.
I reallocated resources away from redundant or underperforming technologies, redirecting support toward solutions that improved productivity and outcomes.
I directed budget, staffing, and time toward technology initiatives that delivered the highest operational impact.
I allocated resources as needed to procure new technology.
I worked with the IT department to create innovative solutions to meet customer needs.
I help make sure employees have access to latest technology.

Outcomes and ROI

Outcomes and ROI focuses on proving that technology delivers value--operationally, financially, and strategically. A manager strong in this area defines success metrics, measures adoption and performance, conducts post-implementation reviews, quantifies gains, identifies hidden costs, and translates technical results into business insights. The emphasis is on validating impact, informing future investments, and ensuring continuous improvement. Outcomes and ROI is fundamentally about results: determining whether technology is worth the investment, whether it improved outcomes, and how those insights should shape future decisions.

I communicated results to leadership to inform future technology decisions.
I tracked adoption rates, usage patterns, and performance outcomes to evaluate effectiveness.
I translated technical outcomes into business-relevant insights so leaders could clearly understand the value, risks, and tradeoffs associated with technology decisions.
I identified unintended consequences or hidden costs (such as increased support needs, workflow disruptions, or data-quality issues) and adjusted plans to protect ROI.
I identified whether technology investments were producing expected operational or customer benefits.
I benchmarked technology performance against industry standards or peer organizations, ensuring the organization remained competitive and aligned with best practices.
I used data to recommend scaling, modifying, or retiring technologies based on value delivered.
I conducted post-implementation reviews with stakeholders to determine whether the technology delivered the intended operational, financial, or customer-experience improvements.
I incorporated lessons learned into future technology planning and implementation.
I used outcome data to refine technology governance, training, or workflow design, ensuring that improvements compound over time.
I defined clear success metrics for technology initiatives before implementation.
I quantified the time savings, error reduction, or productivity gains resulting from new technologies and used these insights to justify future investments.

Staffing

Staffing focuses on getting the right people in the right roles to support current and emerging technologies. A manager strong in Staffing anticipates how automation or AI will shift responsibilities, recruits or redeploys talent with the necessary technical capabilities, assigns people to initiatives based on strengths, and builds internal champions who can guide others. The emphasis is on role design, workforce composition, morale, and ensuring the team has the human capacity to absorb technological change. Staffing is fundamentally about structuring and positioning the workforce so the organization has the talent needed to implement, maintain, and evolve its technology ecosystem.

I collaborated with HR and IT to recruit or develop talent with specialized technical capabilities, ensuring the department could implement and maintain key systems.
I created staffing plans that aligned with long-term technology roadmaps.
I monitored how technology changes affected team morale, workload, and confidence, and intervened early with coaching, support, and workload adjustments to maintain engagement.
I ensured technology responsibilities were clearly defined within job roles.
I anticipated staffing impacts of new technologies, such as automation or AI, and proactively plan for role shifts, reskilling, or redeployment.
I assigned staff to technology initiatives based on strengths, expertise, and developmental needs.
I built internal "technology champions" or super-users who could mentor peers, model effective use, and provide first-line support during and after implementation.
I identified the technical skills required for current and emerging technologies and ensured the team had the right mix of talent to support them.
I created opportunities for staff to participate in technology pilots, evaluations, or design sessions.
I selected staff with appropriate technical backgrounds.

Training and Development

Training and Development focuses on building the skills of the people already in those roles. A manager strong in this area ensures employees receive ongoing upskilling, creates opportunities to learn new tools, designs targeted development plans to close competency gaps, and supports those who struggle with new technologies. The emphasis is on capability growth, AI fluency, hands-on learning time, and continuous improvement of technical proficiency. Training and Development is fundamentally about growing the workforce's skills, ensuring employees can confidently use, adapt to, and innovate with the technologies the organization adopts.

I supported technical training and development of employees.
I increased AI fluency in the department.
I encouraged cross-functional knowledge sharing about effective technology practices.
I supported employee training and development initiatives regarding implementation of technology.
I ensured workload distribution included the time required to learn, test, and adopted new technologies.
I ensured employees received ongoing training and upskilling opportunities so they could confidently use new tools and adapt to evolving digital demands.
I identified gaps between actual and needed technical competencies and provide recommendations for required training.
I adapted training to keep up to date with changes in technology.
I encouraged knowledge sharing among staffed to build collective technical capability, reducing reliance on single points of expertise.
I trained employees how to use software applications.
I provided comprehensive AI education for the team to ensure high levels of adoption and usage.
I supported employees who struggled with new technologies by providing coaching, resources, or peer support.
I trained customers/clients how to use software applications.
I identified skill gaps created by new tools or automation and partnered with HR or learning teams to design targeted development plans that prepared employees for evolving roles.
I encouraged learning new technologies.

Culture

Culture focuses on the mindsets, norms, and shared behaviors that shape how people relate to technology. A manager strong in Culture builds enthusiasm for digital tools, reduces fear or resistance, celebrates early adopters, and creates spaces where employees experiment, learn, and innovate together. The emphasis is on psychological readiness, openness, curiosity, and collective confidence in using technology. Culture is fundamentally about how people feel about technology--their attitudes, willingness to try new tools, and belief that digital transformation is part of who the organization is becoming.

I developed a culture of digital transformation drove higher rates of AI adoption and usage.
I built collaborative spaces--such as user groups, piloted teams, or innovation circles.
I celebrated early adopters and showcased successful technology used cases.
I modeled openness to new digital tools by using them personally.
I created an environment of rapid software development/innovation and release cycles.
I framed technology as a lever for innovation, growth, and differentiation.
I promoted a culture of continuous digital learning.
I recognized and addressed cultural barriers to technology use, such as resistance, fear, or outdated norms.

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