By Jon Holt
Competency is the power of a person to accomplish their operating actions. Many corporations may be able to exhibit potential (i.e. that sufficient methods are in position) yet fight to illustrate that they have got the fitting powerfuble employees to hold out those strategies. as a result, there might be a powerful hyperlink among strength and competence. certainly, competency can be regarded as an enabler of power. This booklet takes a realistic method of assessing competency opposed to a number of frameworks both separately or in a mix-and-match model and introduces one such overview approach, the common Competency evaluate version (UCAM). crucial studying for IT managers and administrators, crew leaders, experts and executives in technical companies
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Additional resources for A pragmatic guide to competency : tools, frameworks and assessment
This is made up of two main elements that are the ‘Skillset’ and the ‘Level of Responsibility’. The ‘Skillset’ here refers to the broad categorisation of all IT skills that is made up of a number of ‘Category(ies)’. Each ‘Category’ is made up of one or more ‘Subcategory(ies)’, each of which is made up of one or more ‘Skill(s)’. This basic structural hierarchy provides the two levels of categorisation (excluding the highest level, ‘Skillset’ which encompasses everything) and the actual skills themselves, which are the elements that are actually assessed.
These particular frameworks were chosen as they represent a broad spread of interest and will hopefully provide, at a minimum, one that is directly related to most readers’ professions. The idea here is to show that the techniques introduced and discussed in this book can be used for any framework and are not just limited to technical skills, but can be applied across the wider business. In order to understand each framework and to get it into a format that can be compared and contrasted, each of the frameworks has been modelled in order to identify areas of complexity, aid understanding and help to communicate the different key concepts.
Once this has been done more than once, it is possible to then see the competency trend, or the evolution of competency over time. A competency assessment only provides a single snapshot view of competency and cannot show how it changes over time. This evolution of competency is very powerful as it can demonstrate how a person’s skills and abilities have changed over time. The second reason why a repeatable process is necessary is because it is also desirable to compare the assessment results of more than one person.