It is expected that, as an individual progresses through his / her career, non-technical skills become increasingly important, particularly at the very senior level. A generic description of the key non-technical skills relevant is set out in the appendix for illustrative purposes only. The framework of non-technical skills discussed include: Leadership, Delivering results, Operational context, Organisational success and Working with others.
It is in the interest of the organisation and its employees to achieve job role competency. It is a good practice to assess and confirm competency at different stages of an employees career. It is desirable for organisation to have explicit criteria and procedures relating to the specific point at which an employee is assessed as competent, so that they can demonstrate when and why they consider that individual to be competent.
Over time, it is anticipated that the framework will evolve and the level of depth and quality will be enhanced.
What are the linkages to training framework
Core areas of knowledge, skills and experience form the basis of developing a training needs analysis and also the training courses and programmes.
By using this reference framework, training courses and programmes can be tailored based upon relevant factors such as number of employees requiring training for different areas of competency, the level of their current competency as determined by the relevant authorities within the central bank and the available resources for training.
As part of Kafa'a a generic training framework will also be developed to mirror this document to serve as a reference document for training and continuing professional development of employees of the organisation.
How will this framework benefit QCB
The generic competency framework will serve as a reference framework for competencies required across the variety of job families.
This reference document will be useful to help customise further on the generic competencies and make it specific to the organisation and its people.
The framework will also be a reference document for employees for their personal and career development.
Lastly, it sits at the heart of the training needs development activities. Each departmental head within QCB could use this framework and build the firm’s annual training plan.