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

R

RosieA

#21
DB,
I agree. Every organization needs to define what "from time to time" means in their own environment.

I guess my point is that competency is a living issue, not a static one.

(This is a response to your post on page one of this thread)
 
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E

energy

#22
Re: Minimal documentation

db said:

They built a matrix showing the tasks and the names and then rate the employees on each task (whether they perform it or not). The rating is:

0 = Unaware of task
1 = They have awareness, but cannot perform
2 = They can perform, but need supervision
3 = They can perform without supervision
4 = They can instruct others

A number 4 doesn’t have to be an expert, and a number 3 might be an expert. To get to number 4 the employee must be able to show they have the ability to train others (patience, communicative skills, etc)
I ran across these definitions of competency in a monthly news letter that we get. I've modified it somewhat to make it more relevant:

1. Unconscious Incompetence: "We don't know that we don't know."

The Foreman wants to write a procedure like he sees others write. But he doesn't know that he doesn't know how to write it.

2. Conscious Incompetence: "We know that we don't know."

This same Foreman tries to write a procedure and falls unconscience due to a brain drain. He has immediately gone from Stage 1 to Stage 2.

3. Conscious Competence: "We work at what we don't know."

Here we made a conscious effort at learning a new skill. Now the foreman learns how to use a dictionary and starts to construct basic sentences and is consciously thinking of where he is going to put the period.

4. Unconscious Competence: "We don't have to think about knowing it."
Here the skill happens automatically at an unconscious level.
The foreman gives the assignment to the MR. Now, he can whistle, talk, shout, chew gum and do other things with his mind at the same time. :bonk: :vfunny: :ko: :smokin:
 
#23
Would a "0" be just plain unconscious?

energy, you sparked my memory. I remember either reading, or hearing those one before. Perhaps mine were a convolution of them. I'm getting too old to figure out where I get things.
 
B

Bruce Wade

#24
When using the Conscious/Unconscious Competent/Incompetent analogy, I usually refer to learning to drive an automobile. I sometimes can even remember back that far…

We have invoked the model throughout the organization. We use it to explain to the operators why they are not, as skilled craftsmen, required by the ISO 9001:2000 and ISO 14001 standards to refer to the work instructions every time prior to putting ink/paper/plates etc. in/on the presses before running a job.

A newly hired apprentice, being unaware of the requirements of setting up the press (unconscious and incompetent) may underestimate the difficulty of the task and not perform the task. As he progresses, he becomes aware (conscious) of his level of incompetence and refers to the work instructions on every occurrence. And so on until the task(s) become(s) routine.

Using and understanding this analogy helps the operator feel more comfortable around the registrar/auditor as the operator fumbles through the manual to find an individual work instruction: “I don’t usually have to look this document up. You see I am a skilled, trained, competent and aware craftsman.”
 
A

abass

#25
How can we fulfill the Shall without performance appraisal

We are looking at ways of fulfilling 6.22 on competence for personnel without doing a formal performance appraisal, but possibly informal feedback or a "conversation." I am a disciple of Tom Coens and Mary Jenkins and their book, Abolishing Performance Appraisals: Why they Fail and What to do Instead (2001). But now that we are ISO certified we have some leaders thinking we must have performance appraisals to fulfill this shall. Any suggestions? (Tom and Mary did teaching and were from my area, before Tom Coens passed away.)
 
R

RosieA

#26
Hi abass,
Back on page 1 I talked about a method I used on my last job, where the Union outlawed performance appraisals.

It was a one page document, fille dout during the month of the employee's birthday, that had a simple assessment made by the employee's supervisor stating whether the employee remained competent for the job they were doing. Behind this were employee metrics, like their personal reject rate measured in ppm and productivity data. You really DO need to back up the assessment with something like this.

If they were not judged competent, the supervisor used the HR process to document the problems and corrective action.

Hope that helps.
 
M

mshell

#27
We use a competence profile that corresponds with the tasks and responsibilities listed in the job description so we are truly evaluating the ability of the employee to satisfy the requirements of their function. I am attaching a copy. I hope this helps.
 

Attachments

Q

QCAce

#28
abass said:
... But now that we are ISO certified we have some leaders thinking we must have performance appraisals to fulfill this shall. Any suggestions?
At my company we use an Access database to record the training records. The training record shows how competency was determined:
Attend - means only attendance was necessary, (implies that HR will have a record of an attendance sheet).
Certif - a certificate is given to the employee at completion of the training indicating that the trainer certifies they are competent.
Test - A test is given to demonstrate competence.
Demons Abil - means that a trainer has observed the employee on the job and deams them competent. The trainer must send an email to the database coordinator indicating this before the coordinator will put their initials and date in the database.

See that attached example of our training matrix.

I like to link competence to the training record itself, not to performance appraisals. Think of competence in terms of a one-time indication at that point in time.
Performance appraisals (if used) should focus on the process, not the people, right? Process metrics should indicate how well our processes are performing, and if the data indicates the people aren't doing well, perhaps the corrective action should drive for improved quality of the training.

Good luck.

Andy
 

Attachments

Raffy

Quite Involved in Discussions
#29
Concerns

Hi Andy,
Thanks for the file. But I had some additional concerns on this.
In our case, we haven't started the database for training and it was really a hard time especially these days in which the issue is competency. We had our training records but basically we don't know how to start all oevr again in evaluating the competency of each personnel in the company versus their job descriptions.
Does on your side, the test that you were saying is more of the written test? How about actual test? Do you manage to perform this on your end? How? Please advise. :confused:

Kindly enlighten me more on " I like to link competence to the training record itself, not to performance appraisals. Think of competence in terms of a one-time indication at that point in time."
Because on our end this is what happening and every evaluation that we need to do the answer is training and not performance appraisals which tells a merit increase on the personnel's salary.

What does a process metrics mean? Please advise.
Thanks in advance.
Best regards,
Raffy
 
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