GB T 19025-2023 English Version Foreign Language Version Translated Version Quality Management Guide to Competency Management and Personnel Development.
GB T 19025-2023 Quality Management - Guidelines for Competence Management and People Development
GBT 19025-2023 English version Foreign language version Translation.
Instead of GB T 19025-2001
Quality Management Competency Management and Personnel Development Guidelines.
1 Scope. This document provides guidance for organizations to establish, implement, maintain and improve capacity management and personnel development systems to positively influence outcomes related to the eligibility of products and services and the needs and expectations of relevant parties.
This document applies to organizations of any type or size and does not add, alter, or otherwise modify the requirements of the GB T 19000 family or any other standard.
2 Normative references.
The content of the following documents constitutes an essential provision of this document by means of normative references in the text. References to documents with a date thereof, only the version corresponding to that date applies to this document; For undated references, the most recent version of the document (including all change orders) applies.
this document. GB T 19000-2016 Quality Management Systems Basics and Terminology (ISO 9000:2015, IDT).
3 Terms and Definitions.
The terms and definitions defined in GB T 19000-2016 and below apply to this document.
ISO and IEC terminology databases for standardization are:
ISO **Browse Platform:
IEC Electrocyclopedia:
4. Capability management.
4.1 General.
When considering capacity needs, it is advisable for organizations to identify the capabilities required to achieve desired outcomes at the organizational, team, group, and individual levels, taking into account:
(a) Organizational environment: changes in external and internal factors and the needs and expectations of stakeholders that have a significant impact on capacity needs;
b) the potential impact of insufficient capacity on the process and effectiveness of the management system;
c) Awareness of the level of competence of the individual in relation to the performance of a particular role;
d) Opportunities to leverage existing specific competencies in the design of job-related functions, processes and systems.
Competency management should take into account all processes, functions and levels of the organization. To identify the required capacity, it is advisable to first assess the current level of capacity, including any constraints, and to retain documented information on specific capacity needs, where appropriate. It is advisable for organizations to identify their capacity needs at planned intervals and in response to changes in their environment.
Organizations may choose to use external suppliers to implement any activities, including analysis to identify capacity needs and assess current levels of competency, as described in this document. If the organization uses external suppliers, it is advisable to ensure that activities are properly monitored and evaluated.
4.2 Identify capacity needs.
4.2.1 Organizational skills.
Competencies are directly influenced by the organizational environment.
When determining the type and level of competencies required, organizations may want to consider, such as:
a) external factors (e.g., legal and regulatory requirements, technological advances);
b) internal factors (e.g., mission, vision, strategic objectives, organisational values and culture, scope of activities or services, availability of resources, organisational knowledge);
c) The needs and expectations of interested parties (e.g., regulators, customers, society).
Where appropriate, it is advisable to maintain and/or retain documented information to support and prove:
Capacity Requirements: Organizational capacity requirements related to the organization;
team competency needs (the result of formed teams or informal group training);
personal competency needs (qualifications, performance appraisal results);
development programmes and other new activities;
Evaluate capacity development and the impact of related actions.
4.2.2 Team or group competencies.
Within an organization, different teams or groups will need different competencies depending on the activities they carry out and the desired outcomes.
When identifying the needs of different teams or groups, organizations may want to consider:
a) Leadership;
b) team or group objectives and expected outcomes;
c) Activities, processes and systems;
d) The structure of the team or group: hierarchy, number of people, roles and responsibilities;
e) Team or group culture and the ability to cooperate, collaborate and respect.
4.2.3 Personal Abilities.
It is advisable to identify individual competency requirements at all levels of the organization to ensure that each of the different roles or functions is effective.
To determine an individual's capabilities, organizations may wish to consider:
a) External capacity requirements;
b) Roles and responsibilities;
c) activities related to the role or function;
d) Behaviour (e.g., emotional intelligence, the ability to remain calm in a crisis, the ability to stay focused in a monotonous job, the ability to work with a team, a member of an organization, or with customers).
4.3. Assess current capacity and development needs.
The organization should be based on 4Competency needs identified at the organizational, team, group, and individual levels in 2 review their current level of competency to determine if or where action is needed to meet the competency needs.
Organizations should a) take into account the current level of competence;
b) compare it with the required level of competence;
c) Use risk-based thinking to prioritize actions to address capacity gaps.
5 Competency management and personnel development.
5.1 General.
Organizational competency needs can be met through the development of team, group, and individual competencies. Identified competency needs should be aligned with personnel development.
Relevancy. It is advisable to identify gaps, such as capability requirements for the foreseeable future, and plan for them.
Personnel development should be related to:
a) Competency needs identified for the acquisition of competencies at each level of the organization;
b) Competency needs identified by the individual as part of the individual's development goals.
Enabling people to achieve their personal development goals and meet the competency needs of the organization will contribute to the active engagement of personnel and an effective quality culture. Guidelines for active participation are provided in GB T 19028 [2].
5.2 Planning.
When planning capacity development activities, it is advisable to organize:
a) Identify specific development goals (to address capacity gaps or meet individual development needs);
(b) consider relevant development activities;
(c) Establish guidelines for monitoring and evaluating development results;
(d) Consideration of risks and opportunities that may affect the effective implementation of development activities;
e) taking into account legal and regulatory requirements;
f) Identification of organizational resources, including financial factors;
g) Determine the organizational guidelines;
h) Identification of contractual arrangements with external suppliers;
i) Determine planning and schedule requirements;
j) Identification of appropriate suppliers;
k) Determine individual (or team group) availability, motivation and competence.
5.3 Program structure.
The structure of the capacity management and personnel development programme should include:
a) who is the target audience;
b) when the development goals will be achieved (e.g. within six months or before the specified date);
c) how specific activities will be carried out;
d) Where specific activities are to be carried out;
e) When and for how long specific activities will be carried out;
f) how development is evaluated;
g) How to acknowledge the achievement of goals (e.g. awards, certifications).
5.4 Action.
5.4.1 It is advisable to encourage teams, groups and individuals to participate in competency management and staff development planning activities to increase active participation and a sense of ownership.
5.4.2 Competency management and personnel development activities at the team or group level should include:
a) Develop and implement training programmes for teams or groups;
b) develop and deliver a range of targeted communications (e.g. communication, learning);
c) Participation in external conferences, professional forums and networking events;
d) To liaise with relevant professional or industry bodies;
e) provide a support structure to share knowledge and skills;
f) recruit staff to address specific gaps;
g) Restructuring to leverage capacity within the organization in a more effective and focused manner.
5.4.3 Individual-level development activities may include:
a) Individual learning programmes;
b) counselling, mentoring and supervision;
c) Personal development plan;
d) formal study for the purpose of obtaining qualifications;
e) Participation in external meetings, etc.;
f) Training (on-the-job training, classroom training, ** training);
g) Interpersonal activities.
5.5 Roles and Responsibilities.
5.5.1 It is advisable for organizations to identify and identify different roles and responsibilities in the implementation of development programmes.
The organization is responsible for: a) determining who will implement the development programme;
(b) Agree on the scope, objectives and target audiences of the development programme;
(c) Advance development programmes through the provision of the required resources;
d) Communicate the requirements of the programme to the relevant parties.
5.5.2 The implementers of the personnel development programme and its activities are responsible:
(a) Agree on personnel development programmes;
(b) ensure that personnel development programmes address relevant capacity gaps;
c) ensure that the event is appropriate for the target audience;
(d) Manage and implement all components of the programme in accordance with an agreed timetable;
(e) Ensure that monitoring and evaluation are carried out in accordance with the agreed modalities.
5.6 Evaluate the impact of capacity management and personnel development programmes.
5.6.1 General.
Organizations may want to establish methodologies for assessing the impact of capacity management and personnel development programmes and related activities, based on capacity needs.
In evaluating the results of capacity management and personnel development programmes, organizations should be:
a) ensure that the evaluation methodology is effective and agreed upon by the relevant stakeholders;
b) support the monitoring of programmes and their activities;
c) Analyze the results of monitoring;
d) Identify how capacity needs are addressed by increased capacity as a result of the programme;
e) Ensure that changes in learning and practice are implemented and maintained;
f) solicit feedback from all interested parties;
(g) Identification of capacity and development gaps that remain after the completion of the programme;
h) Identification of areas for improvement of the development programme and further activities required.
5.6.2 Evaluate at the organizational, group, team, or individual level.
The effectiveness of activities related to capacity management and personnel development can be evaluated both quantitatively and qualitatively. For example:
a) At the organizational level:
1) external and internal audits or key performance indicators;
2) Complaints and customer satisfaction levels;
3) Failure rate and productivity.
b) At the team or group level:
1) Employee engagement and retention;
2) The performance of the team or group against a goal or benchmark.
c) At the individual level:
1) monitoring and observation;
2) Appraisal and personal performance review;
3) Review of personal development plans and qualifications.
5.7. Identify future capabilities and personnel development needs.
It is advisable for organizations to identify future capacity and personnel development needs based on:
a) demographic, economic, political or social changes;
b) the organization's mission, vision, values and culture;
c) plan to launch a new product or service;
d) changes in legal and regulatory requirements;
e) Emerging knowledge;
f) market research to identify or ** new or changing requirements, needs and expectations;
g) technological development;
h) Changes in the needs and expectations of interested parties.