Difference between revisions of "Assessment of organizational competency"
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==Description== | ==Description== | ||
| + | |||
| + | ===Benefits of measuring organisational competence=== | ||
| + | Worldwide, the competence of individual organisations in the nuclear sector will vary considerably given factors such as: | ||
| + | * The purpose of the organization | ||
| + | * The current status of the nuclear programme in the host country where the organization resides | ||
| + | * The current maturity of the organization | ||
| + | * The social/economic conditions in the host country | ||
| + | * The number of redundant or competing organizations performing similar functions | ||
| + | * Other? | ||
| + | Given this background, assigning a competence “score” to an organization is meaningless without first establishing the purpose and benefits of the assessment. | ||
| + | For the host country the benefits are: | ||
| + | * Assurance that the necessary competence exits for developing and implementing a national nuclear power programme | ||
| + | * The ability to identify specific areas of strengths and weakness in the programme | ||
| + | * If weaknesses are identified, a targeted national plan can be established to address these in a systematic way. Such plans could be relevant to national educational initiatives and other similar initiatives for the industry | ||
| + | * Informed decision making to help with the prioritisation of funds and other resources at national level | ||
| + | * Others? | ||
| + | For the individual organization the benefits are similar to above but apply at organizational level. These include: | ||
| + | * Assurance that the necessary human, organizational and technical capital exists to help deliver the organization’s strategic goals and objectives | ||
| + | * The ability to identify specific areas of strengths and weakness in the organisation | ||
| + | * If weaknesses are identified, a targeted organisational corrective action plan can be established to address these in a systematic way. Such plans could be relevant to organizational educational and training needs and implementation. | ||
| + | * Informed decision making to help with the prioritisation of funds and other resources at organizational level | ||
| + | * Others? | ||
| + | |||
==References== | ==References== | ||
Revision as of 09:19, 13 August 2013
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Contents
Definition
Assessment of organizational competency is Using various methods and tools to identify the gaps in the current organizational competencies Source: [[]]
Summary
One paragraph which summarises the main ideas of the article.
Description
Benefits of measuring organisational competence
Worldwide, the competence of individual organisations in the nuclear sector will vary considerably given factors such as:
- The purpose of the organization
- The current status of the nuclear programme in the host country where the organization resides
- The current maturity of the organization
- The social/economic conditions in the host country
- The number of redundant or competing organizations performing similar functions
- Other?
Given this background, assigning a competence “score” to an organization is meaningless without first establishing the purpose and benefits of the assessment. For the host country the benefits are:
- Assurance that the necessary competence exits for developing and implementing a national nuclear power programme
- The ability to identify specific areas of strengths and weakness in the programme
- If weaknesses are identified, a targeted national plan can be established to address these in a systematic way. Such plans could be relevant to national educational initiatives and other similar initiatives for the industry
- Informed decision making to help with the prioritisation of funds and other resources at national level
- Others?
For the individual organization the benefits are similar to above but apply at organizational level. These include:
- Assurance that the necessary human, organizational and technical capital exists to help deliver the organization’s strategic goals and objectives
- The ability to identify specific areas of strengths and weakness in the organisation
- If weaknesses are identified, a targeted organisational corrective action plan can be established to address these in a systematic way. Such plans could be relevant to organizational educational and training needs and implementation.
- Informed decision making to help with the prioritisation of funds and other resources at organizational level
- Others?
References
[1]
