Difference between revisions of "Competency management"

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==Definition==
 
==Definition==
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{{PAGENAME}} is {{ {{PAGENAME}} }}
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{{ {{PAGENAME}} }}
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'''Source:''' [[Mapping organisational competency in nuclear organisations]] - June 2013 draft
+
  
 
==Summary==
 
==Summary==
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One paragraph
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Competency management should be integrated into the [[Management system|management system]] of the organization. Competency management involves methods for ascertaining both [[Competency|individual]] and [[Organizational competency|organizational competencies]] and subsequently connecting them with the main business processes of the organization. Eleven essential components of competency management have been identified for [[Nuclear organization|nuclear organizations]]:
 +
* Align competencies with the mission of the organization
 +
* Align competencies with external requirements ([[Qualification|qualification]])
 +
* Support organisational change (Integrated management system, IMS)
 +
* Understand organisational capability ([[Organizational competency mapping|gaps and needs assessment]])
 +
* Manage competency risk ([[Organizational competency mapping|gaps and needs assessment]])
 +
* Manage externally-sourced competencies ([[Qualification|qualification]])
 +
* Develop new competencies ([[Organizational competency mapping|gaps and needs assessment]])
 +
* Build teams (organizational behavior)
 +
* Recruitment strategy ([[Organizational competency mapping|gaps and needs assessment]])
 +
* Improve organizational competency
 +
* Performance metrics (KPI's)
  
 
==Description==
 
==Description==
 +
 +
===Overview===
 +
The organization shall
 +
* determine the necessary competence of person(s) doing work under its control that affects its quality performance;
 +
* ensure that these persons are competent on the basis of appropriate education, training, or experience;
 +
* where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken;
 +
* retain appropriate documented information as evidence of competence.
 +
: NOTE Applicable actions can include, for example, the provision of training to, the mentoring of, or the reassignment of currently employed persons; or the hiring or contracting of competent persons.
  
 
===Competency management in the management system===
 
===Competency management in the management system===
−
Competency management is a part of a management system. Figure 1 summarises the integration of competency management into a [[Management system|management system]] (developed based on [1]).
+
Most [[Nuclear organization|nuclear organizations]] have built a [[Management system|management system]] which integrates all elements of an organization into one coherent system to enable the organization’s objectives to be achieved.  Also competency management should  be integrated in this overall management. Fig 1 summarises the integration of competency management into a [[Management system|management system]] (developed based on [1]).
 +
[[File:Management system and CM.png|thumb|right|500px|Fig 1. Competency management in management system. Reference:developed based on [1]]]
  
−
[[File:Capability-Comeptency-interaction.png|thumb|right|500px|Figure 1: Organisational Competency interaction. Reference:developed based on [1]]]
+
In order to meet its business objectives, an organization should align its competencies with the mission, vision and strategy. This requires that also the competency management processes and their key performance indicators should be aligned with the overall business objectives.
−
 
+
−
====Mission, vision, strategies====
+
−
 
+
−
Competency management aligns competencies with mission, vision and strategy of the organisation.
+
−
 
+
−
====Organisational competency====
+
−
The four elements of organisational competency and their interaction is described in the article on [[Organisational competency|organisational competency]]
+
−
 
+
−
====Performance indicators and critical success factors====
+
  
 +
<!---
 
====Competency based management====
 
====Competency based management====
 
Figure 2 summarises the interface between competency based management and KM (developed based on [1]).
 
Figure 2 summarises the interface between competency based management and KM (developed based on [1]).
 
[[File:Competency-based-management.png|thumb|right|500px|Figure 2: Competency Based Management – KM Interface. Reference:developed based on [1]]]
 
[[File:Competency-based-management.png|thumb|right|500px|Figure 2: Competency Based Management – KM Interface. Reference:developed based on [1]]]
 +
--->
  
−
===Essential components of competency management===
+
===Essential components of managing organizational competency===
−
Figure 3 summarises the eleven items an organisation must take care of in order to manage its competencies well. For discussion on how to construct a [[Competency map|competency map]] which informs the the methods for managing the components, see the article on [[Organisational competency mapping|organisational competency mapping]]
+
Fig 2 summarises the eleven items an organization must take care of in order to manage its competencies well. For discussion on how to construct a [[Competency map|competency map]] which informs the methods for managing the components, see the article on [[Organizational competency mapping|organizational competency mapping]]
  
−
[[File:Components-of-competency-management.png|thumb|right|500px|Figure 3: Components of good competency management.]]
+
[[File:Components-of-competency-management.png|thumb|right|500px|Fig 2. Components of good competency management.]]
  
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Organisational competencies should be '''aligned with the mission, vision, strategy and business processes''' of the organisation. The typical methods to acchieve this include creating a scheme of competencies and long-term [[Workforce planning|workforce plan]] based on the mission, vision and strategy and using the national workforce plan.
+
Organizational competencies should be '''aligned with the mission, vision, strategy and business processes''' of the organization. The typical methods to acchieve this include creating a scheme of competencies and long-term [[Workforce planning|workforce plan]] based on the mission, vision and strategy and using the national workforce plan.
  
−
Organisational competencies should also be '''aligened with external requirements and regulations'''. The typical methods to achieve this include forming an independent governance and audit committee, integrated [[Quality management system|quality management system]], [[Nuclear safety committee|nuclear safety committee]], maintaining and reviewing the minimum staffing required for [[Safe operation|safe operation]] ([[Nuclear baseline]]) and implementing a management of change process.
+
Organizational competencies should also be '''aligened with external requirements and regulations'''. The typical methods to achieve this include forming an independent governance and audit committee, integrated quality management system, nuclear safety committee, maintaining and reviewing the minimum staffing required for safe operation (nuclear baseline) and implementing a management of change process.
  
−
An organisation should '''support the processes of organsational change and transformation''' by aligning the competencies with the new requirements. This includes developing a forward looking business plan, employee development policy, strategy and plan and a change management plan.
+
An organization should '''support the processes of organsational change and transformation''' by aligning the competencies with the new requirements. This includes developing a forward looking business plan, employee development policy, strategy and plan and a change management plan.
  
−
An organisation should '''understand its own organisational capability''' e.g. by creating and maintaining a [[Human capital index|human capital index]].
+
An organization should '''understand its own organizational capability''' e.g. by creating and maintaining a human capital index.
  
−
'''Managing competency risks''' is an essential part of competency management. The typical methods for acchieving this include creating a map of competency risks at the levels of department, business unit, function or organisation, creating a risk-based competency retention plan followed up with [[Retention|knowledge retention]] and [[Transfer|transfer]] actions and creating a long-term workforce plan, substitution plan (short term) and a [[Succession planning|succession plan]] (long term).
+
'''Managing competency risks''' is an essential part of competency management. The typical methods to achieve this include creating a map of competency risks at the levels of department, business unit, function or organization, creating a risk-based competency retention plan followed up with [[Retention|knowledge retention]] and [[Sharing|transfer]] actions and creating a long-term workforce plan, substitution plan (short term) and a [[Succession planning|succession plan]] (long term).
  
−
An organisation should '''manage its externally sources competencies''' which includes maintaining the capability to outsource, ensure that [[Outsourced|outsourced]] capabilities are maintained and managing the risk to outsourced competency. The typical methods to acchieve this include developing "[[Intelligent customer]]" roles and an outsourcing policy to manage outsourced competency.
+
An organization should '''manage its externally sources competencies''' which includes maintaining the capability to outsource, ensure that outsourced capabilities are maintained and managing the risk to outsourced competency. The typical methods to achieve this include developing "Intelligent customer" roles and an outsourcing policy to manage outsourced competency.
  
−
Organisation should '''develop its technical and functional competencies'''. The typical methods acchieving this include performing [[Job-task analysis|job-task analysis]], maintaining role and training profiles, having a process for performance assessment and appraisal, analysing learning needs, evaluating the impact of [[Learning|learning]], developing a competency development programme which includes e.g. [[Coaching|coaching]], [[Mentoring|mentoring]], [[Training|training]] and directed reading.
+
Organization should '''develop its technical and functional competencies'''. The typical methods to achieve this include performing [[Job-task analysis|job-task analysis]], maintaining role and training profiles, having a process for performance assessment and appraisal, analysing learning needs, evaluating the impact of [[Learning|learning]], developing a competency development programme which includes e.g. [[Coaching|coaching]], [[Mentoring|mentoring]], [[Training|training]] and directed reading.
  
−
An organisation should also '''[[Teamwork|Build teams]] and team level competencies''' as a part of  its competency management. The methods for acchieving this typically include maintaining and using the organisational structure chart, creating and maintaining, individual and team role and task descriptions, creating and promoting [[Network|networks]] and [[Communities of practice|communities]] and using the business Unit plans.
+
As a part of  its competency management, an organization should also '''[[Teamwork|build teams]] and team level competencies'''. The methods for achieving this typically include maintaining and using the organizational structure chart, creating and maintaining, individual and team role and task descriptions, creating and promoting networks and [[Community of practice|communities]] and using the business unit plans.
  
 
'''Developing a recruitment strategy''' supports importing new competencies. The typical methods for acchieving this include developing a [[Recruitment|recruitment]] process and plan and having processes for reassignment, redeployment and job rotation.
 
'''Developing a recruitment strategy''' supports importing new competencies. The typical methods for acchieving this include developing a [[Recruitment|recruitment]] process and plan and having processes for reassignment, redeployment and job rotation.
  
−
Organisations can also improve their competencies through '''[[Benchmarking|benchmarking]]'''. The typical methods for achieving this include improving job descriptions and role profiles,
+
Organizations can also improve their competencies through '''[[Benchmarking|benchmarking]]'''. The typical methods for achieving this include improving job descriptions and role profiles,
 
restructuring posts, processes and systems based on the found good practices.
 
restructuring posts, processes and systems based on the found good practices.
  
−
'''Developing organisational performance metrics''' is a way to evaluate the the effect of competencies on performance. The typical methods for achieving this include developing performance assessment and evaluation methodologies.
+
'''Developing organizational performance metrics''' is a way to evaluate the the effect of competencies on performance. The typical methods for achieving this include developing performance assessment and evaluation methodologies.
  
−
'''Source:''' [[Mapping organisational competency in nuclear organisations]] - June 2013 draft
+
===Management of individual competencies===
−
 
+
For [[Nuclear organization|nuclear organizations]], demonstrating staff competency to regulators and clients in a
−
==Description==
+
−
All [[Stakeholders|nuclear organizations]] should have an integrated [[Management system|management system]] for the organization and performance of their activities (Reference to IAEA Guides). Competence management should be a part of this and be integral in the overall management. In particular, the planning processes of competence management should be seen as integral to the regulatory body’s overall strategic planning and governance.
+
−
 
+
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===Management commitment===
+
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Senior management should be committed to ensuring that regulatory body has and maintains competence appropriate to its needs. In particular, since learning is a lifelong process, the management should be committed to the ongoing development of a professional, competent, versatile and motivated workforce.
+
−
 
+
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===Competence policy===
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−
Senior management should establish a vision and policy for competence management resulting in goals, strategies and plans for their delivery. The policy should deal with establishing and maintaining adequate competences within the organization. It should deal with short term and long term aspects of developing adequate competence to meet the overall strategic plan of the regulatory body and should also seek to meet the personal aspirations of staff for their own development.
+
−
 
+
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===Planning===
+
−
The [[Management system|management system]] should include an overall governance and strategic planning process applicable to both short term and long term needs. The strategic plan for developing and maintaining competence should cover training and development, staffing plans, use of external support and other methods of meeting competence needs, particularly to narrow competence gaps. It should also identify the responsibilities and the organization, levels of authority, responsibilities and accountabilities for competence management processes with each manager (and the staff themselves) accountable for all aspects of the competence building of their staff.
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−
 
+
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===[[Graded approach]]===
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−
 
+
−
By the systematic analysis of competence needs and gaps, organisations are able to establish an appropriate competence profile. (The methodologies described in SARCoN imply a [[Graded approach|graded approach]] by enabling regulatory bodies to take account of the level of competencies needed and compare it to the levels of the competencies of individual staff members).
+
−
 
+
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===Documentation===
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−
 
+
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Documentation and records arising from competence management, training and staff personal appraisals are kept as part of the organizational capital.
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−
 
+
−
===Processes for competence management===
+
−
Typical processes are:
+
−
* Competence needs analysis processes
+
−
**Processes associated with regulatory function analysis
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−
** Task analysis process leading to needed competence
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−
** Gap analysis process
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−
* Human resources processes
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−
** Processes associated with [[Recruitment|recruitment]]
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−
** Processes associated with reorganization (reallocation of duties within the organization or replacement of staff members)
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−
** Personal development plan
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** Personal performance review and assessment processes
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−
* Processes associated with [[Training|training]] and [[Human resource development|development]]
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−
** Processes to establish training and development plans
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−
** Processes for the delivery of training and development activities
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−
** Processes for the evaluation of training and development activities
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−
** Processes associated with managing outsourcing
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−
** Processes associated with reviews and audits of competence management
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−
** Processes associated with knowledge capture and management
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−
 
+
−
Competence management processes interface strongly with other processes, in particular with strategic planning, management processes such as responsibility assignment process and financial and resources processes.
+
−
 
+
−
===Measurement, assessment and improvement===
+
−
Metrics to measure the performance of each process should be developed, in particular for the following:
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* Effectiveness of training and development
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* Delivered [[Training|training]]
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* Personal performance
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* [[Recruitment]], reorganization and outsourcing
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−
* Review and audits
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−
 
+
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Assessment relating to competence management should take place at several levels: the personal level, the level of individual organizational subdivisions, at the level of the whole organization.
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−
 
+
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Opportunities for improvement may be identified from the following:
+
−
* The results of assessments, corrective and preventive actions, and reviews of competence management;
+
−
* Feedback from stakeholders in competence management;
+
−
* Experience from outside organizations;
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−
* Technological developments necessitating new competences.
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−
 
+
−
'''Source:''' [[Mapping organisational competency in nuclear organisations]] - Nov 2012 draft
+
−
 
+
−
==Description==
+
−
For [[Research and development and technical support organisations|nuclear R&D organizations]], demonstrating staff competence to regulators and clients in a
+
 
very important management practice. A related activity is the actual process of maintaining and
 
very important management practice. A related activity is the actual process of maintaining and
−
enhancing competence throughout the entire organization. IT tools are available to help do this.
+
enhancing competency throughout the entire organization. IT tools are available to help do this.
 
The functionality of most systems available on the market allows:
 
The functionality of most systems available on the market allows:
 
* The management of personnel data (name, address, job position, qualifications, certifications, experience etc.);
 
* The management of personnel data (name, address, job position, qualifications, certifications, experience etc.);
 
* The construction of competency frameworks;
 
* The construction of competency frameworks;
 
* Allocation of competencies to roles;
 
* Allocation of competencies to roles;
−
* Competence of individuals to be recorded;
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* Competency of individuals to be recorded;
 
* [[Training]] requirements to be allocated and training records maintained;
 
* [[Training]] requirements to be allocated and training records maintained;
 
* Role and task information to be captured;
 
* Role and task information to be captured;
 
* Gap analysis reporting
 
* Gap analysis reporting
  
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For R&D organizations, the advantages of implementation of such a system include:
+
The advantages of implementation of such a system include:
 
* Means of measuring and thus improving [[Competency|competence]] in a systematic manner;
 
* Means of measuring and thus improving [[Competency|competence]] in a systematic manner;
 
* Enables expert competencies to be identified and made available to others in the organization;
 
* Enables expert competencies to be identified and made available to others in the organization;
Line 143: Line 98:
 
* Validity periods for refresher and update training are provided with automatic warnings of expiry;
 
* Validity periods for refresher and update training are provided with automatic warnings of expiry;
  
 +
====[[Competency loss risk assessment]]====
 +
 +
<!---
 
Some examples of skills/competency systems are given below, together with the links to the
 
Some examples of skills/competency systems are given below, together with the links to the
 
relevant web-sites:
 
relevant web-sites:
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'''Source:'''
 
'''Source:'''
 
[[Knowledge Management for Nuclear Research and Development Organizations]]
 
[[Knowledge Management for Nuclear Research and Development Organizations]]
 +
--->
  
 
==References==
 
==References==
−
[1] S. Gardielliano, Intergative Organizational Competency - A practical and cost-efective model.
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[1] S. Gardielliano, Integrative Organizational Competency - A practical and cost-effective model.
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+
−
==External links==
+
  
 
==Other related articles==
 
==Other related articles==
−
 
 
[[Asset management]]
 
[[Asset management]]
 +
 +
[[Assessment of organizational competency]]
  
 
[[Competency]]
 
[[Competency]]
  
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[[Organisational competency]]
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[[Competency map]]
  
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[[Assessment of organizational competency]]
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[[Organizational competency]]
  
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[[Competency map]]
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[[Organizational competency mapping]]
  
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[[Organisational competency mapping]]
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[[Competency loss risk assessment]]
  
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[[Category:Business processes]]
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[[Category:Management system/function]]
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[[Category:Tools]]
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Latest revision as of 16:01, 21 December 2015

Kent.png


Definition

A collection of processes used to identify and evaluate the current strengths and needs as well as predict the future needs within an organisation and finally to implement the required corrective actions.

Summary

Competency management should be integrated into the management system of the organization. Competency management involves methods for ascertaining both individual and organizational competencies and subsequently connecting them with the main business processes of the organization. Eleven essential components of competency management have been identified for nuclear organizations:

Description

Overview

The organization shall

  • determine the necessary competence of person(s) doing work under its control that affects its quality performance;
  • ensure that these persons are competent on the basis of appropriate education, training, or experience;
  • where applicable, take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken;
  • retain appropriate documented information as evidence of competence.
NOTE Applicable actions can include, for example, the provision of training to, the mentoring of, or the reassignment of currently employed persons; or the hiring or contracting of competent persons.

Competency management in the management system

Most nuclear organizations have built a management system which integrates all elements of an organization into one coherent system to enable the organization’s objectives to be achieved. Also competency management should be integrated in this overall management. Fig 1 summarises the integration of competency management into a management system (developed based on [1]).

Fig 1. Competency management in management system. Reference:developed based on [1]

In order to meet its business objectives, an organization should align its competencies with the mission, vision and strategy. This requires that also the competency management processes and their key performance indicators should be aligned with the overall business objectives.


Essential components of managing organizational competency

Fig 2 summarises the eleven items an organization must take care of in order to manage its competencies well. For discussion on how to construct a competency map which informs the methods for managing the components, see the article on organizational competency mapping

Fig 2. Components of good competency management.

Organizational competencies should be aligned with the mission, vision, strategy and business processes of the organization. The typical methods to acchieve this include creating a scheme of competencies and long-term workforce plan based on the mission, vision and strategy and using the national workforce plan.

Organizational competencies should also be aligened with external requirements and regulations. The typical methods to achieve this include forming an independent governance and audit committee, integrated quality management system, nuclear safety committee, maintaining and reviewing the minimum staffing required for safe operation (nuclear baseline) and implementing a management of change process.

An organization should support the processes of organsational change and transformation by aligning the competencies with the new requirements. This includes developing a forward looking business plan, employee development policy, strategy and plan and a change management plan.

An organization should understand its own organizational capability e.g. by creating and maintaining a human capital index.

Managing competency risks is an essential part of competency management. The typical methods to achieve this include creating a map of competency risks at the levels of department, business unit, function or organization, creating a risk-based competency retention plan followed up with knowledge retention and transfer actions and creating a long-term workforce plan, substitution plan (short term) and a succession plan (long term).

An organization should manage its externally sources competencies which includes maintaining the capability to outsource, ensure that outsourced capabilities are maintained and managing the risk to outsourced competency. The typical methods to achieve this include developing "Intelligent customer" roles and an outsourcing policy to manage outsourced competency.

Organization should develop its technical and functional competencies. The typical methods to achieve this include performing job-task analysis, maintaining role and training profiles, having a process for performance assessment and appraisal, analysing learning needs, evaluating the impact of learning, developing a competency development programme which includes e.g. coaching, mentoring, training and directed reading.

As a part of its competency management, an organization should also build teams and team level competencies. The methods for achieving this typically include maintaining and using the organizational structure chart, creating and maintaining, individual and team role and task descriptions, creating and promoting networks and communities and using the business unit plans.

Developing a recruitment strategy supports importing new competencies. The typical methods for acchieving this include developing a recruitment process and plan and having processes for reassignment, redeployment and job rotation.

Organizations can also improve their competencies through benchmarking. The typical methods for achieving this include improving job descriptions and role profiles, restructuring posts, processes and systems based on the found good practices.

Developing organizational performance metrics is a way to evaluate the the effect of competencies on performance. The typical methods for achieving this include developing performance assessment and evaluation methodologies.

Management of individual competencies

For nuclear organizations, demonstrating staff competency to regulators and clients in a very important management practice. A related activity is the actual process of maintaining and enhancing competency throughout the entire organization. IT tools are available to help do this. The functionality of most systems available on the market allows:

  • The management of personnel data (name, address, job position, qualifications, certifications, experience etc.);
  • The construction of competency frameworks;
  • Allocation of competencies to roles;
  • Competency of individuals to be recorded;
  • Training requirements to be allocated and training records maintained;
  • Role and task information to be captured;
  • Gap analysis reporting

The advantages of implementation of such a system include:

  • Means of measuring and thus improving competence in a systematic manner;
  • Enables expert competencies to be identified and made available to others in the organization;
  • Tangible demonstration of staff competence to clients and regulators, thus assuring regulatory compliance in this area;
  • Enables cost effective planning of training across the organization;
  • Validity periods for refresher and update training are provided with automatic warnings of expiry;

Competency loss risk assessment

References

[1] S. Gardielliano, Integrative Organizational Competency - A practical and cost-effective model.

Other related articles

Asset management

Assessment of organizational competency

Competency

Competency map

Organizational competency

Organizational competency mapping

Competency loss risk assessment

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