Difference between revisions of "Competency"
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| − | Competency can be defined as groups of related knowledge, skills and attitudes (KSAs) needed by a person to perform a particular job [1]. Fig 1 depicts an iceberg model of competency. Self-concept, values, personality are under the surface and not directly observable, but they affect professional behaviour [3]. | + | Competency can be defined as groups of related [[Knowledge|knowledge]], [[Skill|skills]] and [[Attitude|attitudes]] (KSAs) needed by a person to perform a particular job [1]. Fig 1 depicts an iceberg model of competency. Self-concept, values, personality are under the surface and not directly observable, but they affect professional behaviour [3]. |
Competency is the part of an individual's KSAs which can be observed and evaluated. It represents a [[Human resource management|HRM]] based view on managing knowledge embedded in individuals and is closely related to qualification of individuals. | Competency is the part of an individual's KSAs which can be observed and evaluated. It represents a [[Human resource management|HRM]] based view on managing knowledge embedded in individuals and is closely related to qualification of individuals. | ||
Revision as of 07:27, 10 August 2014
Definition
Competency is Generic task or a function. The ability to put skills, knowledge and attitudes into practice in order to perform activities or a job in an effective and efficient manner within an occupation or job position to identified standards.
Summary
Description
Overview
Competency can be defined as groups of related knowledge, skills and attitudes (KSAs) needed by a person to perform a particular job [1]. Fig 1 depicts an iceberg model of competency. Self-concept, values, personality are under the surface and not directly observable, but they affect professional behaviour [3].
Competency is the part of an individual's KSAs which can be observed and evaluated. It represents a HRM based view on managing knowledge embedded in individuals and is closely related to qualification of individuals.
The concept of competency is often mixed with the related job-task [1]. When describing competencies, a difference should be made between the required task and the competencies which allow a person to perform the task to a standard. These competencies may include knowledge and skills which are not directly connected to the specific task. For example to perform a maintenance task a person usually needs to understand the safety relevance of the task.
Competency management
Development of competency
Training
On-job training
Education
Evaluation of competency
Qualification
Tools
Competency model
Competency map
Competency loss risk assessment
References
[1]Training the staff of the regulatory body for nuclear facilities: A competency framework, IAEA-TECDOC-1254, 2001, http://www.iaea.org/ns/tutorials/regcontrol/refs/20trainingstaff.pdf
[2]Competency Assessments for Nuclear Industry Personnel, IAEA, 2006, http://www-pub.iaea.org/MTCD/Publications/PDF/Pub1236_web.pdf
[3] Choi, Young-Joon,Plans for Competency-Based Human Resources Management in KINS, In International Conference on Human Resource Development for Nuclear Power Programmes: Building and Sustaining Capacity Strategies for Education and Training, Networking and Knowledge Management, IAEA CN‐215, 2014, pp. 59-62.
