How Can I Evaluate and Document the Competence of an Employee?

K

Ken K

#11
I believe that competency has to be evaluated from time to time. Situations change: people get moved to other jobs and get rusty, people age and lose agility (I can attest to that one!) and tools, materials, and technology change. One time training will not ensure that the trainee remains competent over time.
Excellent point RosieA. Couldn't agree more.

They built a matrix showing the tasks and the names and then rate the employees on each task
Good idea Dave. This will work especially well for test methods and specifications the lab technicians use.
 
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#12
RosieA said:

I believe that competency has to be evaluated from time to time. Situations change: people get moved to other jobs and get rusty, people age and lose agility (I can attest to that one!):biglaugh: and tools, materials, and technology change. One time training will not ensure that the trainee remains competent over time.
Absolutley true, Rosie.

Implementing a new technology on a large scale (Like swapping to an entirely new process) could render the competence of the entire staff obsolete, and make massive traning and/or education efforts necessary.

And please, don't get me started on lost agility :vfunny: .

/Claes
 
#13
Why just time to time

I believe that competency has to be evaluated from time to time
I kinda disagree here, well maybe not disagree, but I think competency needs to be evaluated on a continual, on-going basis. Folks lose skills gradually, and depending on the frequency of the evaluation, there could be too long of a gap in the evaluation. This is especially true in changing circumstances such as new processes, job change, etc.
 

Mike S.

Happy to be Alive
Trusted Information Resource
#14
db makes a good point I think. Our training/competence procedure basically states that after a person is deemed qualified to perform certain tasks their performance is continually monitored by their Supervisor/Manager by direct observation of their work, by review of inspection records, customer complaints, etc. as well as during the yearly "review". Their qualified status remains in place unless/until the Supervisor/Manager finds evidence of loss of ability or poor performance, or the employee volunteers that they need some remedial training, or until a significant process change is made which automatically triggers new training and re-qualification. It seems to incorporate the best of both worlds -- no unnecessary action is taken simply because of a passage of a certain amount of time (wasted time/money) but action is taken, regardless of time passage, if there is evidence of need.
 
#15
Excellent!

Mike, this is an excellent example of developing a system that meets the requirements and meets your needs as well.
 
K

Ken K

#16
I kinda disagree here, well maybe not disagree, but I think competency needs to be evaluated on a continual, on-going basis.

Dave, don't you feel employee's are evaluated on a continual basis, but it's only officially documented, say, once a year?

I highly doubt if an employee's performance drops or job skills diminish, a manager would wait until their review comes up to discuss it.
 
#17
Dave, don't you feel employee's are evaluated on a continual basis, but it's only officially documented, say, once a year?
I'm not certain I am in favor of officially documenting performance once a year. The standard doesn't require it, so unless you have some business need, why do it? My post was because I hear folks say that annual performance reviews are the only way to evaluate the "effectiveness of the action taken". I havn't have a performance review in three years (and that is when raises are administered). Perhaps that's why I'm kinda dow on them. ;)
 

gpainter

Quite Involved in Discussions
#18
I think that this whole competence issue( i think that it should be evaluated on a regular basis) is laying the way for more certification schemes for professional certification. When you see competence and skills mentioned, I think of $$$$$ schemes and continual education. I think the standard is heading toward the continual learning beyond your four cores mentioned in 6.2.1, which is excellent but am sure it will be exploited.
 
#19
Mike S. - Our training/competence procedure basically states that after a person is deemed qualified to perform certain tasks their performance is continually monitored by their Supervisor/Manager by direct observation of their work, by review of inspection records, customer complaints, etc. as well as during the yearly "review".
I agree with Mike. It is not just a matter of once and done. Through our process sign off procedures the supervisors are observing/monitoring the product at various steps. We also have the various quality checks and, unfortunately, customer complaints to use to determine the "competency".

The question for me is what do you do when the person is moved over from their main machine to fill in on a different machine? We have discussed putting together a refresher checklist on particular items that the experienced operators have found to be problem areas. The supervisor or trainer would go over the sheet before the person starts on the machine. Thoughts??
 

Mike S.

Happy to be Alive
Trusted Information Resource
#20
Nav,

There was a thread to this effect a few weeks ago on temporary or fill-in operators that had lots of good ideas in it. A search should net you some good ideas.
 
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