Competence Modeling Sample Clauses
The Competence Modeling clause defines the standards and methods used to assess and document the skills, knowledge, and abilities required for specific roles or tasks within an organization. Typically, this involves outlining a framework or set of criteria against which employee competencies are measured, such as proficiency levels, required certifications, or demonstrated experience. By establishing clear benchmarks for competence, this clause ensures that personnel assignments are based on objective qualifications, thereby supporting effective workforce planning and reducing the risk of mismatched skills.
Competence Modeling. 2.1 What does an institution mean when it says an employee / prospective employee is competent if he / she fits a managerial competency framework or occupational competency profile? The institution is in fact expressing competence as a future-oriented ideal that they require to achieve their strategic objectives [The institution is in effect giving a depiction of the desired or required knowledge, skills and attributes for an individual in a specific position]. For competence to be useful, the associated competence should be greater than the observed performance as it will allow the individual growth towards this „ideal‟.
2.2 There is however a risk in expressing a required competence that a current or prospective employee should adhere to in the future, as the future is, by definition, uncertain. Managers cannot know how an employee will perform in the future nor can they know how employees that they did not select, did not promote, did not award a qualification to, might perform.
2.3 Moreover, managers do not make their expressions in a social vacuum. They do so within a social context in which there are various actors, various stakeholders, with different interests accountabilities, different things they are trying to achieve and various ways in which others will hold them accountable. If managers are selecting employees they shall similarly have to justify their decisions to others. Relevance thus becomes an obvious issue that affects the level of confidence in such a decision. Various human resources procedures and systems need to be established to maintain the relevance of the expression of competence to the requirements of the employer. Confidence is the basis on which the various parties implicated in the decisions and actions taken within a competence system will seek to account to others for those decisions and actions.
Competence Modeling. 2.1. Competence is a future-oriented ideal that the employees require in achieving the institution’s strategic objectives. The institution is in effect giving a depiction of the desired or required knowledge, skills and attributes for an individual in a specific position. For competence to be useful, the associated competence should be greater than the observed performance as it will allow the individual growth towards this „ideal‟;
2.2. The dept. of CoGTa has decided on:
2.2.1. A managerial competency framework as an expression of required managerial competencies; and
2.2.2. Occupational competency profiles as expression of occupation / post competency requirements.
Competence Modeling. 2.1. Competence is a future-oriented ideal that the employees require in achieving the institution’s strategic objectives. The institution is in effect giving a depiction of the desired or required knowledge, skills and attributes for an individual in a specific position. For competence to be useful, the associated competence should be greater than the observed performance as it will allow the individual growth towards this „ideal‟;
2.2. The dept. of ▇▇▇▇▇ has decided on:
2.2.1. A managerial competency framework as an expression of required managerial competencies; and
2.2.2. Occupational competency profiles as expression of occupation / post competency requirements.
3. Compiling the Personal Development Plan attached as the Appendix.
3.1. The aim of the compilation of Personal Development Plans (PDPs) is to identify, prioritise and implement training needs;