Competency and Competency Management Systems in FM - KS21. CIBSE maintenance task group: Stephen Gathergood Stephen Hunter Joanna Harris

Transcription

1 Competency and Competency Management Systems in FM - KS21 CIBSE maintenance task group: Stephen Gathergood Stephen Hunter Joanna Harris

2 CIBSE Guide M Chapter 15 Legislation Chapter 17 Training

3 Competency and Competency Management Systems in FM KS21 is not intended as a definitive work, nor is it a model solution to achieve and maintain competency in every case. It is however a useful guide for building owners, maintainers and operators, and facilities managers as to how they can demonstrate the effective management of individual competency and in so doing contribute to corporate competency. foreword by Geoff Prudence, Chair of the CIBSE FM Group

4 Why talk about Competency? Decline in skilled staff Multi-trades and mixed disciplines Emphasis of the competent person

5 Why? Raise awareness and understanding Provide a source of information Move the industry in the right direction

6 What you need to do: Manage business and safety risks Identify your skills gaps Develop people with the skills and competence required Protect ourselves and our organisation

7 KS21 Offers: CIBSE KS21 Publication Focused insight to competency. How competency fits within UK legislative framework. Considerations for competence roles. Importance of processes on employee retention: Competence management HR recruitment Talent acquisition Training (CPD) Benefits that a Competency Management Systems (CMS) can bring to an organisation.

8 Competencies versus Competent

9 Competency what is it?

10 Competency what is it? Confidence = Capability + Competence CORPORATE COMPETENCE

11 So what is competence? Competency explained the ability a person has to carry out a task to an effective standard. the combination of training, skills, experience, knowledge and their ability to apply them to perform a task safely; it will include personal factors, such as attitude and physical ability. the combination of practical and thinking skills, experience and knowledge, that may include a willingness to undertake work activities. Terms are used in Acts and Regulations. Augmented within ACOPs Further guidance may define or add detail to tasks requiring competence

12 The inference in appointments Job descriptions without definition Some specific appointments have adopted Ministry of Defence (MoD, 2017) and healthcare environments definitions Appointment is not competency Competence but must be auditable and demonstrable Senior Authorising Engineer (SAE) Authorising Engineer (AE) Approved or Appointed Person (AP) Competent Person (CP) Designated Person (DP) Responsible Person (RP) Deputy Responsible Person (DRP). Appointments increase responsibilities and liabilities and we must define boundaries

13 Competence Continuum

14 Risk and Proportionality The level of competence that is required by an individual or organisation to undertake a specific job, function or task should always be in proportion to the importance of that task and the risks associated with its delivery A director or board - determine the competency levels for their business activities Employing organisation > proof of competence

15 How do we manage competence?

16 Competence Journey Engineering Council = Professional and technical competence Appointing task specific competence: Formal or informal learning Relevant qualifications or certificates, where appropriate Training (up to date), with knowledge and practices Experience gained Formal appointment with defined scope and limitations Certification body can certify organisations or individuals Certification of organisational competence does not indicate any individual within that organisation is competent

17 Arrangements to control a cycle of activities that will assure and develop competent performance. The aim is to: Competence Management Ensure that individuals understand expectations. Appropriate training and development is provided. Competency is assessed over time to match the business needs. We know our business risks and I employ competent people to manage those risks. And we can prove it can t we?

18 CMS can provide employee motivation and confidence in both large or small organisations. Identify skills gaps. Benefits of CMS Provide confidence to customers. Supports ISO audits and industry accreditations. Reduces incidents, accidents and human errors. USP Best people Corporate competence Recognised standards Improved win rates Recruitment & Retention

19 Competence Management Systems Aim is to support effective gap analysis and succession planning Establish Identify work activities and risk Organisation need Ensure job descriptions match tasks and risks Implementation Identify gaps and areas of risk Maintain - Monitor performance; appraise against risk and identify training needs or development plans, Verify, audit and review - Periodically check it meets business needs and the levels of competency match those need CMS and the HR system should be integrated

20 Competence Management Systems

21 Performance Review If not exercised within an organisation competence can become diminished or lost. Corporate risk management should periodically be validated and can include: Suitability of roles (management and skills trades); Competency profiles associated to business needs; Peer feedback; Skill tests including IST s; Training needs analysis. Document all records, and Record all documents

22 Continuous Improvement Structured framework for personnel development and management Benchmarking individuals or roles using a CMS will give higher confidence of resource selection Avoid Costs Business disruption

23 In summary Identify and prioritise your business risks and tasks. Ensure your people are right for the roles assigned. Integrate HR processes with competency needs. Use clear terminology and documented system. Performance reviews and task based monitoring. Competence which is authorised by the organisation. Have a fully documented and auditable trail.

24 Take away points Thank you Job and person specifications (Clear scope of work with limitations) Recruitment, interview and selection process aligned to specified criteria of competence required Appropriate performance review process to check competence is being retained at required level or if gaps are identified triggers intervention Disciplinary/capability process

25 And finally a couple of extra slides with a slightly lighter feel..thank you

26 The Peter Principle (1969)

27 The Dilbert Principle (1995) Sunday February 5 th 1995 Dilbert by Scott Adams

28 Kruger and Dunning (1999) For a given skill, incompetent people will: Fail to recognise their own lack of skill or proficiency Fail to recognise capability and real skill in others Fail to recognise their limits or the extremity of their inadequacy, and Fail to recognise and acknowledge their own lack of skill, even after they have undertaken training in that particular subject area.