By enrolling select personnel they will receive access to an online and proctored competency assessment applicable to the regulatory expectations of their industry and jurisdictions (e.g. Occupational Health and Safety requirements). The assessment integrates data such as an individual’s self-assessment, experience, designations and assesses those individuals on all 4 levels of competency ... learn more.REQUEST MORE INFO
Initiate workplace feedback to identify role specific competencies, utilizing this feedback from colleagues, leaders and third party to assess technical and role-specific competency of personnel. Feedback ratings incorporate several aspects of personnel expectations, including technical; Health, Safety, Environment & Regulatory; Systems & Process, as well as Interpersonal and Leadership... learn more.REQUEST MORE INFO
Utilize assessment results and worksite feedback to deem competency based on organizational targets. Through combining regulatory competency expectations and feedback, organizations can extensively automate the assessment of personnel competency utilizing industry benchmarks and role/risk specific expectations... learn more.REQUEST MORE INFO
Competency metrics are accessible for select personnel, departments, divisions, subsidiaries as well as at an organizational level*... learn more.
*similar metrics are also available for contractors for use throughout the contract lifecycle (from pre-qual through work execution)REQUEST MORE INFO
The I-CAB Foundation functional competency assessments are developed with specific attention to the regulatory framework of each jurisdiction and the relevance of the regulatory requirements to an industry. On establishing this jurisdictional and industry-specific framework, assessments were created to assess all four levels of functional competency including recognition, comprehension, interpretation and application.
The four levels of functional competency measure an individual's ability to:
All assessments are accessible through an online, proctored interface that allows the identity of participants to be confirmed and all assessment activities to be recorded for review against assessment integrity standards. Recorded assessment sessions undergo two blind reviews, infraction adjudication and based on adjudication findings, an automatic appeal process if assessment integrity is in question.
The assessment results are continually updated based on changing factors such as amended regulatory requirements, recent judgments and new interpretations. Assessment results also incorporate data such as industry experience, educational background and competency-specific self-assessments to provide a reliable metric for the assessment of cumulative and individual competency specific to a job function and/or project.
Additional information on the I-CAB Foundation process can be found within the following technical paper.
An overview of the I-CAB Foundation’s funding and structure is provided in this video.
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The combination of feedback related to these four aspects, along with the use of personnel cognitive assessment data, will empower personnel with the information needed to further develop competency in a multitude of areas and address competency gaps tailored to their specific role. Feedback is derived from various parties, including peers, leaders and third party organizations (clients, etc.) allowing for various perspectives that can be used to strengthen ones competency within their job scope.
Group and/or corporate competency targets can be established company-wide, or even more specifically by project, department, user group, etc. Determining company-wide competency targets will enable a more accurate analysis on how personnel are performing against the average and peak targets set by their organization.
Assessment results can be used to analyze individual, team, and organizational competencies in different contexts:
Assumptions can be drawn that employees will move forward in professional development plans to satisfy needs of job security, esteem, and self-actualization (i.e., the desire to consistently improve and develop proficiency in specified areas). With that said, personnel will be more internally motivated to improve competencies if the pathway is clearly defined through a development plan, which is provided to the user following completion of their I-CAB competency assessment. Key to meaningful competency development plans is the setting of meaningful goals. The I-CAB Foundation’s Competency Assessment Model uses an established goal setting theory that provides enhanced understandings of motivations by recognizing that individuals are motivated to achieve clearly defined performance goals set by organizational leaders or the individuals themselves.
This theory denotes the importance of goal setting in motivational achievements, and further identifies the importance of linking goals to task performance. Clearly delineated goals through the use of company-wide competency targets, provision of feedback and the individual’s unique development plan, provide the clarity and direction needed for the employee to understand the task requirements and the efforts needed to perform the task competently.
There should be sufficient time provided to meet complex performance goals, and these timelines are accounted for in the I-CAB Foundation’s six-month development plan recommendation. Sufficient opportunities to adequately practice and integrate acquired knowledge should also be incorporated into development plans. This need for knowledge integration is one of the reasons a participant must wait a minimum of thirty days between assessments.
Cumulative competency metrics provided to administrators provide quantifiable data to allow for informed decision making where situations pertaining to competency that require attention can be more easily identified and addressed. Other benefits of accessing cumulative competency data include:
Metrics related to specific competency data is reported dynamically and therefore does not remain static. For those assessments with a significant regulatory component, the I-CAB Foundation’s monitoring of changes in legislation will often lead to a targeted degradation of the score to reflect a decrease in competence in relation to the revision of legislation. Should significant time pass relative to the competencies complexity, the participant’s score will also degrade. Conversely, improvements are typically gained as a result of strategies enacted in the development plan and made visible post reassessment.