Difference between revisions of "Assessment of organizational competency"

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===Methods of competence assessment===
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===[[Assessment tools|Methods of competence assessment]]===
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How can the competence of an individual organization be assessed?  There are several methods that can be used for assessment and the main methods are described below.
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====Self-assessment of human, organizational and technical capital====
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[[Self-assessment]] in this area first involves identifying the key factors and [[Good practice|good practices]] which relate to the above aspects.  A maturity model can then be designed based on best practice and a simple scoring scale established which considers current and future desired performance.  Gap analysis is then used to help identify strengths and weaknesses. 
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For the different types of nuclear organization, the organizational competency information provided  in Appendices A to D can be used to help construct the analysis models.
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====Operational benchmarking (with similar organizations)====
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This is a [[Benchmarking|benchmarking]] methodology which directly compares human, organizational and technical capital between similar organizations.  It can be carried out within a single country if there exists two or more organizations performing a similar function.  If this is not possible (e.g. for a regulatory body) then inter-country collaboration will be needed.  The benchmarking process involves a detailed analysis of the three areas and identifies good practices in each of the organisations. 
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It is outside the scope of this document to describe the details of the benchmarking process.  Many good references exist which describes this technique (See reference 4)
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====Audit and [[Peer review|peer review]]====
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This is similar to the benchmarking process but involves an industry expert or experts familiar with the subject matter that is capable of auditing the human, organizational and technical capital areas.  As with QA and similar audits, an approach using a pre-established check-list is recommended.
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====Use of key performance indicators (KPIs)====
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KPIs can be used to directly measure parameters related to human, organizational and technical capital.  Such a method will often yield a trend of information that can readily be used to assess performance and guide future improvement policy.
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====Standard organizational performance models (e.g. EFQM)====
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The EFQM model (reference 5) provides an already well-established route for determining organizational performance.  Although this is not quite the same as organizational competence, many of the areas of the model (e.g. the effectiveness of organizational processes) relate directly to organizational capital
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'''Source:''' [[Mapping organisational competency in nuclear organisations]] - Nov 2012 draft
 
'''Source:''' [[Mapping organisational competency in nuclear organisations]] - Nov 2012 draft

Revision as of 12:48, 14 August 2013

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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?

Methods of competence assessment

Source: Mapping organisational competency in nuclear organisations - Nov 2012 draft

References

[4] Benchmarking for Competitive Advantage. Robert J Boxwell Jr, New York: McGraw-Hill. 1994. pp. 225. ISBN 0-07-006899-2. http://www.amazon.com/Benchmarking-Competitive-Advantage-Robert-Boxwell/dp/0070068992.

[5] The EFQM Excellence Model http://www.efqm.org/en/tabid/132/default.aspx

Related articles

Organisational competency

Competency management

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