This publication outlines the concepts and models supporting the requirements for understanding organizational competence within the nuclear context. It aims to help in the development of organizational competencies in countries with an existing nuclear power capability and those wishing to embark on a nuclear power programme. The publication summarizes necessary processes for mapping organizational competencies, as well as tools and techniques used for assessing them. Specific information provided in this publication will help organizations to determine competence needs based on strategic/corporate objectives and business processes, and to identify their existing success factors.

• 1. INTRODUCTION
  • 1.1. Background
  • 1.2. Objective
  • 1.3. Scope
  • 1.4. Structure
• 2. ORGANIZATIONAL COMPETENCIES
  • 2.1. Intellectual capital
  • 2.2. Core, collective and individual competencies
  • 2.3. Combined model
• 3. MANAGEMENT OF ORGANIZATIONAL COMPETENCIES
  • 3.1. Management of organizational competencies within the overall management system
  • 3.2. Essential components for managing organizational competencies
    • 3.2.1. Align competencies with the mission, vision, strategy and business processes
    • 3.2.2. Align competencies with external requirements and regulations
    • 3.2.3. Support organizational change and transformation
    • 3.2.4. Understand organizational capability
    • 3.2.5. Address knowledge loss risk
    • 3.2.6. Manage externally sourced competencies
    • 3.2.7. Develop managerial, technical and functional competencies
    • 3.2.8. Build teams
    • 3.2.9. Develop a recruitment strategy
    • 3.2.10. Improve organizational competencies through benchmarking
    • 3.2.11. Develop organizational performance metrics
  • 3.3. Management of individual competencies
  • 3.4. Competency loss risk mapping
• 4. MAPPING ORGANIZATIONAL COMPETENCIES
  • 4.1. Presenting the results
  • 4.2. Understanding the context
  • 4.3. Methods and approaches
    • 4.3.1. Hierarchical competency mapping
    • 4.3.2. Mapping organizational competencies based on the role and typical tasks
    • 4.3.3. Competency loss risk assessment
• 5. TECHNIQUES FOR ASSESSING ORGANIZATIONAL COMPETENCIES
  • 5.1. Self-assessment
  • 5.2. Operational benchmarking
  • 5.3. Audit and peer review
  • 5.4. Key performance indicators
  • 5.5. Standard organizational performance models
• 6. SUMMARY
• REFERENCES
• Annex I INTEGRATIVE COMPETENCY MODEL
• Annex II MAINTAINING ORGANIZATIONAL COMPETENCY: ‘INTELLIGENT CUSTOMER’ CAPABILITY AT MAGNOX, UNITED KINGDOM
• Annex III COMPETENCY MODEL OF RESEARCH ENGINEERS SPECIALIZING IN RESEARCH REACTORS (ROSATOM TECHNICAL ACADEMY)
• ABBREVIATIONS
• CONTRIBUTORS TO DRAFTING AND REVIEW