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<\/h2><\/div><\/div><\/div><\/div><\/div><\/div><\/h2><\/div><\/div><\/div><\/div><\/div><\/div>Competence management ensures safe and high-quality operations in organisations<\/h1><\/h1><\/div><\/div><\/div><\/div><\/div>Systematic competence management lays the foundation for an organisation\u2019s safe and high-quality operations. Safety and quality are built through cooperation in which every employee\u2019s competence and attitudes matter.<\/p>\n
Depending on the sector and organisation, competence requirements may be based on<\/p>\n
\n- legal or regulatory requirements<\/li>\n
- established industry-specific competence requirements<\/li>\n
- work supervision competences<\/li>\n
- machine or equipment operating skills; or<\/li>\n
- process or method knowledge.<\/li>\n<\/ul>\n
When is it necessary to develop competence management?<\/h2>\n
Limited visibility to an organisation\u2019s competences may be revealed, for example, by increased deviations, incidents and near misses, by supervisors not being able to find enough competent people to do the work, or by a high level of overtime.<\/p>\n
Other possible indicators include employees\u2019 overstress, problems with coping at work and sick leaves, as well as a prolonged time to fill competence gaps left by retired or resigned employees. If an organisation lacks systematic competence management processes, supervisors may also find it difficult to answer certain key questions.<\/p>\n<\/div>
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<\/h2><\/div><\/div><\/div><\/div><\/div><\/div>Competence management ensures safe and high-quality operations in organisations<\/h1><\/h1><\/div><\/div><\/div><\/div><\/div>Systematic competence management lays the foundation for an organisation\u2019s safe and high-quality operations. Safety and quality are built through cooperation in which every employee\u2019s competence and attitudes matter.<\/p>\n
Depending on the sector and organisation, competence requirements may be based on<\/p>\n
\n- legal or regulatory requirements<\/li>\n
- established industry-specific competence requirements<\/li>\n
- work supervision competences<\/li>\n
- machine or equipment operating skills; or<\/li>\n
- process or method knowledge.<\/li>\n<\/ul>\n
When is it necessary to develop competence management?<\/h2>\n
Limited visibility to an organisation\u2019s competences may be revealed, for example, by increased deviations, incidents and near misses, by supervisors not being able to find enough competent people to do the work, or by a high level of overtime.<\/p>\n
Other possible indicators include employees\u2019 overstress, problems with coping at work and sick leaves, as well as a prolonged time to fill competence gaps left by retired or resigned employees. If an organisation lacks systematic competence management processes, supervisors may also find it difficult to answer certain key questions.<\/p>\n<\/div>
<\/div><\/div><\/div><\/div>
Competence management ensures safe and high-quality operations in organisations<\/h1><\/h1><\/div><\/div><\/div><\/div><\/div>Systematic competence management lays the foundation for an organisation\u2019s safe and high-quality operations. Safety and quality are built through cooperation in which every employee\u2019s competence and attitudes matter.<\/p>\n
Depending on the sector and organisation, competence requirements may be based on<\/p>\n
\n- legal or regulatory requirements<\/li>\n
- established industry-specific competence requirements<\/li>\n
- work supervision competences<\/li>\n
- machine or equipment operating skills; or<\/li>\n
- process or method knowledge.<\/li>\n<\/ul>\n
When is it necessary to develop competence management?<\/h2>\n
Limited visibility to an organisation\u2019s competences may be revealed, for example, by increased deviations, incidents and near misses, by supervisors not being able to find enough competent people to do the work, or by a high level of overtime.<\/p>\n
Other possible indicators include employees\u2019 overstress, problems with coping at work and sick leaves, as well as a prolonged time to fill competence gaps left by retired or resigned employees. If an organisation lacks systematic competence management processes, supervisors may also find it difficult to answer certain key questions.<\/p>\n<\/div>
<\/div><\/div><\/div><\/div>
Systematic competence management lays the foundation for an organisation\u2019s safe and high-quality operations. Safety and quality are built through cooperation in which every employee\u2019s competence and attitudes matter.<\/p>\n
Depending on the sector and organisation, competence requirements may be based on<\/p>\n
- \n
- legal or regulatory requirements<\/li>\n
- established industry-specific competence requirements<\/li>\n
- work supervision competences<\/li>\n
- machine or equipment operating skills; or<\/li>\n
- process or method knowledge.<\/li>\n<\/ul>\n
When is it necessary to develop competence management?<\/h2>\n
Limited visibility to an organisation\u2019s competences may be revealed, for example, by increased deviations, incidents and near misses, by supervisors not being able to find enough competent people to do the work, or by a high level of overtime.<\/p>\n
Other possible indicators include employees\u2019 overstress, problems with coping at work and sick leaves, as well as a prolonged time to fill competence gaps left by retired or resigned employees. If an organisation lacks systematic competence management processes, supervisors may also find it difficult to answer certain key questions.<\/p>\n<\/div>
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