Beruflich Dokumente
Kultur Dokumente
Conduct of TNA
Conduct of training
Based on what is perceived to be a need at the moment. K, S & C standards are limiting, inadequate or non existent K,S & C standard varies from person to person
In-house training modules are limited. Training pathway per individual not complete Based on some public seminars In-house modules or course outline not complete
Conduct of TNA
Conduct of training
K, S & C standards defined per position TNA based on K, S & C as defined / required for the position
In-house training modules are defined per position Training pathway per individual complete Public seminars to complement in-house training
In-house pool of trainers organized, trained and competent With training manual for facilitators
Evaluation a must for all positions supervisors & up Evaluation system in place (to include written/oral tests, rating thru observation, coaching, counseling, etc.)
A Model on Competency
PEOPLE-HANDLING
COMMUNICATION Listening & organizing Giving Clear Information Getting unbiased info RELATING TO OTHERS
SUPERVISION Training, Coaching, Delegating Appraising people & performance Disciplining & Counseling BUILDING YOUR TEAM
COMPETENCIES
ADMINISTRATIVE
TASK HANDLING
COGNITIVE Problem I.D. and Solving Making Decisions, Weighing Risk Thinking Logically/Analytically THINKING CLEARLY
Time Mgt. & Prioritizing Settling Goals & Standards Planning & Scheduling Work MANAGING YOUR JOB
PEOPLEHANDLING
COMPETENCIES
COMMUNICATION Listening & organizing Giving Clear Information Getting unbiased info RELATING TO OTHERS
SUPERVISION Training, Coaching, Delegating Appraising people & performance Disciplining & Counseling BUILDING YOUR TEAM
Can be improved thru training & coaching High agreement on desired behavior from one org. to another
TASK HANDLING
ADMINISTRATIVE Time Mgt. & Prioritizing Settling Goals & Standards Planning & Scheduling Work MANAGING YOUR JOB
COGNITIVE Problem I.D. and Solving Making Decisions, Weighing Risk Thinking Logically/Analytically THINKING CLEARLY
QUALITIES
LEADERSHIP Autocratic and democratic forces empowerment/employee involvement Business ethics & social responsibility
SUPERVISION The managerial grid (task-people) theory x & y (parent-child & adult-adult stewardship vs. entrepreneurs (caretaker vs. risk takers)
STYLES
PERSONAL Sensor, intuitor, feeler, thinker (Jung) achievement, affiliation, power Drive, influence, conformity, evenness. Handling stress, conflict
ORGANIZATIONAL hierarchy vs. matrix; degree of goal clarity; responsibility, mobility, personal growth, mgt. credibility, fairness of employee relations, etc.
VALUES
ENVIRONMENTAL MGT. SYSTEM Overview of the EMS OCPs and OTPs at Work Area Emergency Preparedness & Response Auditing the EMS Documenting the EMS QUALITY MGT. SYSTEM Overview of the QMS Documenting the QMS Auditing the QMS Procedures/Instructions/Forms and Records at Work Area Statistics USE OF OFFICE EQUIPMENT Typewriting Computers Calculators & Adding Machines Fax Machines Photocopiers
MAINTENANCE Condition-Based Monitoring Mechanical Maintenance Electrical Maintenance Electronics & Instrumentation SAFETY Overview of OHSAS 18000 Documenting the SMS Auditing the SMS Safety Risk Assessment Safety OCPs and OTPs at Work Area Safety PPEs First Aid Emergency Preparedness & Response STATISTICAL / QC TOOLS Control Charts Pareto Histogram Interpreting results
AUDITING THE EMS Knowing the Elements of ISO 14001 Knowing ISO 14010, 14011, & 14012
Knowledge of ISO 14001 (pass written exam) Knowledge of ISO 14010, 14011, & 14012 (pass written exam Preparing Audit Plans Acceptable Audit Plans (pass after evaluation) Preparing Audit Trails Acceptable Audit Trails (rated as passing after evaluation) Preparing Audit Checklists Acceptable Audit Checklists (rated as passing after evaluation Conducting Opening/Closing Meetings Acceptable Skills in Opening/Closing Meetings (rated as passing after observation) Conducting the Audit Acceptable audit conduct (rated as passing after evaluation) Raising Non-conformances/observations Acceptable Non-conformances/observations (rated as passing after evaluation) Preparing audit reports (CARs and Acceptable audit reports (passing after evaluation) categorized audit summary) Linking Quality Objectives with Mgt Sees & links audit results with bigger picture. Reports System effectiveness. include evaluation of the Mgt. System effectiveness. (Pass afetr evaluation of report)
COMPETENCY DEVELOPMENT DOES NOT END AT THE TRAINING ROOM ALONE IT IS: Developed by putting to practice what has been learned Honed in the work area by placing the right environment for it to be developed Enhanced by coaching, mentoring and counseling Evaluated by superiors through time - (observation is most effective) IT CAN BE:3 Linked with the performance appraisal Linked with pay scale Linked with personnel movements