SPONSORS OF COMPETENCY TRAINING FEATURE
KNOWLEDGE, SKILLS AND ATTITUDE
In this time of change in the Wind Energy Industry, ensuring that personnel have the right knowledge, skills and attitude to undertake their role is absolutely crucial.
Recruiting and retaining great talent has never been as important as it is during this time of massive growth, as is the ability to identify, transfer and develop competencies.
ASSESSED COMPETENCIES Many organisations have assessed and documented the competencies required for each job role, and employees are assessed against the competency framework. To identify the set of competencies for each job role it is important to assemble a group of employees who are currently doing the job - a combination of high performers, managers and supervisors. Using this method to identify the competencies will accelerate the ‘buy-in’ of all employees to a competency-based approach.
WHAT ARE THE CHARACTERISTICS OF A ROBUST COMPETENCY BASED APPROACH? Characteristics of this approach include...
• Competencies are identified by high performers currently doing the job role
Andrew Esson
COMPETENCY BASED TRAINING APPROACH A competency based training approach gives a robust framework to develop individuals to enhance performance, and therefore ultimately delivers a high quality standard of service to customers.
• During the development of the competency framework, it crucial that the organisation’s values and business strategy is carefully considered, as roles and therefore competencies may evolve based on the changing needs of customers/industry regulation etc
• The competency framework is launched internally and the benefits of this approach clearly communicated
• The competency framework needs to correlate with the organisation’s Performance Management System (appraisals)
• Employees are assessed against the framework to identify the current skills and knowledge gaps
• A blended programme of development activity is identified, this can include a combination of job shadowing, on- the-job coaching, training courses, formal education, self learning, e-learning, action learning centres etc.
The progress of monitoring and measuring performance against the framework is an ongoing process and therefore managers and supervisors need to be trained to maximise performance and productivity through this approach
A BELIEVER! Andrew Esson, Managing Director of Quick Hydraulics, who provides a wide range of services and products to the Industry (including Hydraulics Training), has seen for himself the massive advantages of People Development: “Developing the right skills in an organisation should be a fundamental building block of every organisation’s business strategy. By ensuring a clear understanding of the skills and competencies required to underpin the goals and objectives of the organisation, people development activities can be tuned to ensure a clear return on investment, through improved organisational effectiveness and employee motivation. While off the job training plays its part in this, often the most beneficial training is the competency based approach, tapping into and utilising the expertise which resides within the organisation”.
Eliesha Training Ltd
www.eliesha.com
“DEVELOPING THE RIGHT SKILLS IN AN ORGANISATION SHOULD BE A FUNDAMENTAL BUILDING BLOCK OF EVERY ORGANISATION’S BUSINESS STRATEGY”.
www.windenergynetwork.co.uk
95
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148