Re: 6.2.2 d...how to?
You should have the records of the following.
1. Competance requirement : What are all the skill & qualification needed for each operation or designation.
2. Skill matrix : What is the status of skill for each employee regarding to their requirement. and what is the gap.
This advice is only partially right.
1. Competence - the standard stipulates personnel shall be competent "on the basis of appropriate education, training, skills and experience. Narrowing that down purely to skill & qualification is overly narrow, and can be particularly inappropriate when considering people in management positions.
2. A skill matrix is simply
one possible way to meet certain aspects of the requirement. It definitely isn't either required or the only way.
PS what does a photo have to do with it? I'm confused over that one.
Depending on the context, I wouldn't necessarily insist that senior management's competence records be treated in exactly the same way as, say, people on a factory floor. To do so may peeve management and not really achieve the desired aim... which is simply to demonstrate that people performing work affecting product quality are competent for their work.
Consider the situation where the evidence of a competent CEO/MD was 'all around' in the sense that the organisation was humming along, achieving its aims, and excellent processes in place, with their metrics, data being collected and analysed in a timely fashion, and lots of evidence of sound management review, internal audit, timely and effective corrective/preventive action etc etc. And the MD had been in their role for a few years... I'd say the competency was obvious and the experience thing was clearly met!
