Competency-Based Training Orientation

Existing versus Plan

Conduct of TNA

Design or selection of training program

Conduct of training

With informal or without post training. evaluation

Based on what is perceived to be a need at the moment. K, S & C standards are limiting, inadequate or non existent K,S & C standard varies from person to person

In-house training modules are limited. Training pathway per individual not complete Based on some public seminars In-house modules or course outline not complete

Some public seminar modules difficult to link to MVC competency requirements

Evaluation stds. limits to operations Stds. not complete

Competency-Based Training Orientation

Existing versus Plan

Conduct of TNA

Design or selection of training program

Conduct of training

With formal post training evaluation (documented)

K, S & C standards defined per position TNA based on K, S & C as defined / required for the position

In-house training modules are defined per position Training pathway per individual complete Public seminars to complement in-house training

In-house pool of trainers organized, trained and competent With training manual for facilitators

Evaluation a must for all positions supervisors & up Evaluation system in place (to include written/oral tests, rating thru observation, coaching, counseling, etc.)

Competency-Based Training Orientation

Defining Skills vs. Competency

SKILLS COMPETENCIES

How-to-do-it procedures & techniques

Specific to certain types of situation Taught without background philosophy or theory.

Combination of knowledge, skills & attitude. Integrated as a whole

Generic. Broad applicability

Foundation for building skills. Universal in nature. Theory-driven skills development

Prepares individual for a certain task

Example: Behavior Modeling

Prepares individuals for many tasks

Example: Behavior Modification

Competency-Based Training Orientation

A Model on Competency

PEOPLE-HANDLING

COMMUNICATION Listening & organizing Giving Clear Information Getting unbiased info RELATING TO OTHERS

SUPERVISION Training, Coaching, Delegating Appraising people & performance Disciplining & Counseling BUILDING YOUR TEAM

COMPETENCIES

ADMINISTRATIVE
TASK HANDLING

COGNITIVE Problem I.D. and Solving Making Decisions, Weighing Risk Thinking Logically/Analytically THINKING CLEARLY

Time Mgt. & Prioritizing Settling Goals & Standards Planning & Scheduling Work MANAGING YOUR JOB

Competency-Based Training Orientation

A Model on Competency and Integrating Mgt. Qualities

PEOPLEHANDLING

COMPETENCIES

COMMUNICATION Listening & organizing Giving Clear Information Getting unbiased info RELATING TO OTHERS

SUPERVISION Training, Coaching, Delegating Appraising people & performance Disciplining & Counseling BUILDING YOUR TEAM

Can be improved thru training & coaching High agreement on desired behavior from one org. to another

TASK HANDLING

ADMINISTRATIVE Time Mgt. & Prioritizing Settling Goals & Standards Planning & Scheduling Work MANAGING YOUR JOB

COGNITIVE Problem I.D. and Solving Making Decisions, Weighing Risk Thinking Logically/Analytically THINKING CLEARLY

QUALITIES

LEADERSHIP Autocratic and democratic forces empowerment/employee involvement Business ethics & social responsibility

SUPERVISION The managerial grid (task-people) theory x & y (parent-child & adult-adult stewardship vs. entrepreneurs (caretaker vs. risk takers)

STYLES

Harder to modify thru training & coaching

PERSONAL Sensor, intuitor, feeler, thinker (Jung) achievement, affiliation, power Drive, influence, conformity, evenness. Handling stress, conflict

ORGANIZATIONAL hierarchy vs. matrix; degree of goal clarity; responsibility, mobility, personal growth, mgt. credibility, fairness of employee relations, etc.

VALUES

Need OD intervention to give lasting results

Competency-Based Training Orientation

COMPETENCY AREAS WE CAN ADOPT/ INSTALL

COMMUNICATION Listening Gathering/processing info Giving Information Writing Public Speaking Facilitating Training Using the Telephone COGNITIVE Technical/Mfg. Operations Product Test & Inspection Use of Office Equipment QMS EMS Safety Problem Solving Techniques Statistical/ QC Tools Productivity Maintenance Marketing Skills HRD Systems Finance Systems Materials Systems Office Management 5S What would you add? . . . .

SUPERVISION Coaching Counseling Appraising people and performance Management Principles

ADMINISTRATIVE Planning/Work Scheduling (KRA) Time management Personnel Policies & Discipline Budgeting & Finance System/Policies CBA provisions

Competency-Based Training Orientation

LOOKING AT THE COMPETENCY DETAILS

ENVIRONMENTAL MGT. SYSTEM Overview of the EMS OCPs and OTPs at Work Area Emergency Preparedness & Response Auditing the EMS Documenting the EMS QUALITY MGT. SYSTEM Overview of the QMS Documenting the QMS Auditing the QMS Procedures/Instructions/Forms and Records at Work Area Statistics USE OF OFFICE EQUIPMENT Typewriting Computers Calculators & Adding Machines Fax Machines Photocopiers

MAINTENANCE Condition-Based Monitoring Mechanical Maintenance Electrical Maintenance Electronics & Instrumentation SAFETY Overview of OHSAS 18000 Documenting the SMS Auditing the SMS Safety Risk Assessment Safety OCPs and OTPs at Work Area Safety PPEs First Aid Emergency Preparedness & Response STATISTICAL / QC TOOLS Control Charts Pareto Histogram Interpreting results

Competency-Based Training Orientation

EXPLODING THE COMPETENCY DETAILS & SETTING STANDARDS

AUDITING THE EMS Knowing the Elements of ISO 14001 Knowing ISO 14010, 14011, & 14012

COMPETENCE STANDARD / (EVALUATION METHOD)

Knowledge of ISO 14001 (pass written exam) Knowledge of ISO 14010, 14011, & 14012 (pass written exam Preparing Audit Plans Acceptable Audit Plans (pass after evaluation) Preparing Audit Trails Acceptable Audit Trails (rated as passing after evaluation) Preparing Audit Checklists Acceptable Audit Checklists (rated as passing after evaluation Conducting Opening/Closing Meetings Acceptable Skills in Opening/Closing Meetings (rated as passing after observation) Conducting the Audit Acceptable audit conduct (rated as passing after evaluation) Raising Non-conformances/observations Acceptable Non-conformances/observations (rated as passing after evaluation) Preparing audit reports (CARs and Acceptable audit reports (passing after evaluation) categorized audit summary) Linking Quality Objectives with Mgt Sees & links audit results with bigger picture. Reports System effectiveness. include evaluation of the Mgt. System effectiveness. (Pass afetr evaluation of report)

Competency-Based Training Orientation

MINDSET NEEDED IN INSTALLING COMPETENCY-BASED TRAINING

COMPETENCY DEVELOPMENT DOES NOT END AT THE TRAINING ROOM ALONE IT IS: Developed by putting to practice what has been learned Honed in the work area by placing the right environment for it to be developed Enhanced by coaching, mentoring and counseling Evaluated by superiors through time - (observation is most effective) IT CAN BE:3 Linked with the performance appraisal Linked with pay scale Linked with personnel movements