ISO 10015:2019 pdf download – Quality management — Guidelines for competence management and people development.
2 Normative references The following documents are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 9000:2015, Quality management systems — Fundamentals and vocabulary 3? Terms? and? definitions For the purposes of this document, the terms and definitions given in ISO 9000:2015 and the following apply. ISO and IEC maintain terminological databases for use in standardization at the following addresses: — ISO Online browsing platform: available at https:// www .iso .org/ obp — IEC Electropedia: available at http:// www .electropedia .org/ 3.1 competence ability to apply knowledge (3.4) and skills (3.3) to achieve intended results [SOURCE: ISO 9000:2015, 3.10.4, modified — The notes to entry have been removed.] 3.2 people development encouragement of employees to acquire new or advanced competence (3.1) by creating learning and training opportunities with circumstances to deploy the outcomes that have been acquired 3.3 skill learned capacity to perform a task to a specified expectation [SOURCE: ISO 30401:2018, 3.30] 3.4 knowledge human or organizational asset enabling effective decisions and action in context [SOURCE: ISO 30401:2018, 3.25, modified — The notes to entry have been removed.]
4 Competence management 4.1 General When considering competence needs, organizations should determine the competence required to achieve intended results, at the organizational, team, group and individual level, taking into account: a) the context of the organization: changes to external/internal issues and the needs and expectations of relevant interested parties significantly affecting competence needs; b) the potential impact of lack of competence on the processes and the effectiveness of the management system; c) recognition of individual levels of competence in relation to ability to perform specific roles; d) opportunities to utilize specific available competence in the design of work-related functions, processes and systems. Competence management should consider all processes, functions and levels of the organization. The determination of what is needed should begin by evaluating the current levels of competence, including any limitations, and maintaining documented information on specified competence needs as appropriate. The organization should determine its competence needs at planned intervals and in response to changes in its context. Organizations may choose to use external providers to carry out any activities, including an analysis to determine competence needs and assess current competence levels, as covered by this document. If an organization uses an external provider, it should ensure appropriate monitoring and evaluation of the activities.