Competency Management Framework

Competency
Management
Framework

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Trained Workforce or
Competent Workforce?

How? Competency Wheel

The Competency Wheel de nes the process from Job Competency Model to
Individual Development Plan

Job Competen cy Wheel
Competency
Model (JCM) Conduct
Assessment
Implement (self and cross
IDP assessment)

Agree Competency Agree
Individual Competency
Development Review
Plan (IDP) Gap Status
Analysis

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How do we de ne
Competencies?

Competency is the combination of Awareness, Awareness
Knowledge, Skills and Attitude that enables
Performance to the required Standard in the job. Attitude Knowledge
What is expected in the workplace.
Skills
Aligned with key business objectives and values
that help foster an organization’s success.

A standard to guide candidates in what to know
and do to perform their jobs safely and effectively.

Pro ciency Level De nitions

Awareness Knowledge Skilled Expert

Basic Knowledge of Detailed knowledge such Advanced and detailed Very high level of
Concepts and principles that can explain to others knowledge of concepts knowledge and
of the subject. theoretical principles and and principles and their application in a subject.
practical applications. application. Recognized Company
Basic knowledge of and/or industry
technical subjects, Contribute to activities, Resolve routine issues contributor to new ideas,
procedures and their process by assisting or without assistance processes and concepts
applications. doing (under supervision). can assist others or in their eld of expertise.
coach others. Build a culture of
Able to locate information Participate in routine knowledge, sharing and
or places. implementation of Perform tasks and drives enhancements of
subject. activities without organizational knowledge
supervision and have base.
performed the task or Champion by example
activity a number of times. and coaching the
concepts, continuous
Share and transfer improvement of people
information, best and processes.
practices, and lessons
learned.

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The
Competency Management
Framework

Purpose of a Competency Management Framework

To ensure availability of a Competent
Workforce that operates and maintains
facilities safely and effectively

To provide the training framework and
development roadmaps to ensure the
competence of the workforce

How

De ne the Job Competencies
Assess candidates against the job positional
duties:
Identify development areas (skill gaps)
Develop competence by closing gaps
through 'right training — right time'

Organizational Goals & Structure

Company Strategy and Plans

State of Current Workforce Recruitment, Training and
Development
Manpower
Planning Competency
Management

Competent Workforce

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Bene ts of Competency-based
Talent Management

HR CONSISTENCY IMPROVED SHAREHOLDER VALUE ORGANIZATIONAL ALIGNMENT

Ccreate a common vocabulary used Companies scoring in the top quartile Effectively focus work behaviors on both
of talent management that leverage achieving speci c business outcomes
across all people-related issues. competencies outperform their and attaining organization vision, values
Provide the basis for a more objective industry’s mean return to shareholders and critical success factors.
dialogue about performance, by 22%.
development and career-related Selecting for the right competencies at
issues. an executive level is worth $3 million in
Continuously reinforce what is pro t per executive.
important.

ENHANCED HR PROCESSES EFFECTIVE EMPLOYEE DEVELOPMENT EMPLOYEE SATISFACTION

Selection, career, promotion and Consistently identify the most appropriate 15-25% higher morale as measured in
succession decisions enhanced by learning and development activities and employee surveys.
using competency framework. tools so that performance can be 20% higher goal completion by individuals
5-10% higher rate of hiring successful enhanced in ef cient manner. and teams.
candidates.
15-20% higher retention of desired
employees.

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Competency Development
Process

UETMT Step-by-Step Competency Development Process

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Process Overview

? Do you want a Trained Workforce or a Competent Workforce?

Competency solutions should develop workforce capability - making a real difference in capability and performance.

This must be based on identifying the competencies (Knowledge, Skills and Attitudes ) that lead to measurable and
sustainable development of individuals and teams.

The only effective way to do this is with the 4 Pillars of Competency concept:

1. Determine and de ne the competency requirements of the job
2. Identify the learning solutions to close competency gaps
3. Manage the competencies and learning in an easy to use software
4. Implement the sustainable processes to ensure continuous improvement and business value of the competency solution

Furthermore the solution must be:

• Useful: answer the business need
• Usable: makes sense and can be implemented effectively
• Sustainable: processes to ensure that the solution remains relevant

Competency-based Human Capital Management (HCM):

The development of the workforce for today and the future is essential to business success, continuity and improvement in
all industries, but especially the Oil & Gas industry.

A company may choose to focus on only one or two of the element shown in the matrix below, such as Effective Employee
Development and or Organizational Alignment, such as succession planning for key role, or national (Omani) workforce
growth and development.

The important consideration is that the solution adopted meets the immediate and future needs of the business.

HR CONSISTENCY IMPROVED SHAREHOLDER VALUE ORGANISATIONAL ALIGNMENT

Creates a common vocabulary used Companies scoring in the top quartile Effectively focus work behaviors on
across all people-related issues. of talent management that leverage both achieving specific business
Provide the basis for a more objective competencies outperform their outcomes and attaining organization
dialogue about performance, industry’s mean return to shareholders vision, values, and critical success
development, and career-related Selecting for the right competencies at factors.
issues. an executive level is worth in profit per
Continuously reinforce what is executive. EMPLOYEE SATISFACTION
important
15-25% higher mTorale as measured in
ENHANCED HR PROCESSES EFFECTIVE EMPLOYEE DEVELOPMENT employee surveys.
20% higher goal completion by
Selection, career, promotion, and Consistently identify the most individuals and teams.
succession decisions enhanced by appropriate learning and development
using competency framework. activities and tools so that performance
5-10% higher rate of hiring successful can be enhanced in an efficient
candidates. manner.
15-20% higher retention of desired
employees.

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Process Overview

Overview and Concepts

A Job Competency Model (JCM) is a competency framework that is based on Competency Units (CU), each of which has a
set of competency statements (descriptors) that de ne four levels of competence, Awareness, Knowledge, Skilled, Expert

Competency Unit (CU) example shown below for Petrochemical Engineer. The yellow boxes indicate the Job Level Requirement (JLR), so in this
example the job requires the Skilled level. The bottom row shows the linked Learning Solutions (e.g. EQ-ARO-104-K, an e-learning module, and
W-ARO-014-S, a Work Experience.)

ARO: CCR PLATFORMING (ENGINEER) AREA 1

General Statement: Know the unit process description, main components, philosophy of operation, troubleshooting, and improvement opportunities

Awareness Knowledge Skilled Expert

• Identify the potential hazards related to the • Describe the operation conditions that favor • Apply relevant EQUATE EH&S policies to • Review existing processes and develop
operation and maintenance of the unit. desire catalytic reforming prevent any inherent hazards with the CCR solutions for CCR PLATFORMING to
platformer increase productivity or reduce costs.
• Identify the function of CCR and catalyst type • Describe the causes which lead to catalyst
poison and decreasing catalyst performance • Perform a test run, technical evaluation or • Provide Technical advice for benchmark
• Identify the specifications of the feed to troubleshooting of CCR Platforming. studies and recommend based on
reactor and outlet stream • Elaborate on what causes reaction killed and benchmarking gaps
how it can be controlled • Evaluate how catalytic reforming is achieved
• Identify the terms catalytic reforming, for converting naphtha to aromatic. • Plan and create methods to improve
endothermic reaction, reaction selectivity, • Describe the controlling of heat which production processes.
Catalyst regeneration, and Conversion ratio. required for reaction • Assess how CCR Plat forming system can be
improved. • Ensure compliance with approved production
• Identify the function of the heater • Explain the proper actions taken in to control methods and quality standards
catalyst reactivity / catalyst deactivation / • Evaluate how to maximize the yields and
• identify the main parameter for controlling the catalyst degradation profits by running the platformer in the • Develop engineering standards, policies,
catalytic reforming optimal mode strategies and best practices.
• Explain the indications and effect of poisons
• Identify the heat recovery and how it is apply on reactor catalysts, and proper action to • Quantify the effect of temperature of inlet • Establish, track and continuously improve a
in the CCR system. avoid it. feed on the catalytic reforming root cause analysis program for unit
problems
• List the poisons reactor catalysts • Describe start up and shutdown steps for • Compare the actual performance of Catalyst
reactor on a regular basis • W-ARO-014-E
• List pre-start checks for reactor start up and
shutdown • Explain the function of chloride base ,how to • Review the operating manuals or procedures, • UOP-CCR002
control the rate and corrosion recommend improvements and explain your
• Identify the reason for chloride injection recommendations
• EQ-ARO-104-K
• Recognize how catalyst transfer from • W-ARO-014-S
regeneration system to reacting beds
• UOP-CCR001
• EQ-ARO-104-A

Competency Unit (CU) example shown below for Maintenance Technician. The yellow boxes indicate the Job Level Requirement (JLR), so in this example
the job requires the Skilled level. The bottom row shows the linked Learning Solutions (e.g. RMD-110-A, an e-learning module, and W-RMD-110-S, a
Work Experience/On-Job Training.)

LUBRICATION SYSTEM

General Statement: Know how to lubricate equipment, the purpose of lubricating and types of lubricants and greases.

Awareness Knowledge Skilled Expert

• Define the purpose of lubrication • Explain the properties of lubricants. • Evaluate the correct precautions when • Ensure that personnel can identify different
using different types of grease. types and grades of lubricants and their
• List the substances used for lubrication of • Explain the different types of lubricants. properties.
mechanical moving parts. • Evaluate the reasons for a bearing running
• Identify the different types of greases. at high temperature. • Ensure that personnel can choose between
• Define advantages and limitations of using grease or oil as a lubricant, and
various lubrication methods and their • Explain the advantage of grease. • Demonstrate how to prevent foaming select lubricants for different purposes.
limitations. taking place in a lubricant.
• Explain the factors affecting choice of oil or • Coach others in safe handling of lubricants.
• Define lubrication terms like viscosity, pour grease to lubricate bearings. • Replace lubricant safely in machinery. • Advise on lubricant analysis.
point, viscosity index, flash point etc. • Analyze the causes for engine oil
• Explain foaming of a lubricant. • Evaluate the reason for high temperature
• Identify the function of lubrication. of bearing. degradation and contamination.
• Assist in replacing a lubricant in machinery.
• List the main component of grease. • Perform the replacement/top up of lubricant • W-RMD-110-E
• Explain how to differentiate between safely in machinery.
• Identify the pour point of a lubricant. different lubricants and their properties
• Evaluate the different types of lubrication
• Identify types of lubricant film. • Advantages and limitation in using failure and suggest the proper solution.
synthetic lubricants.
• Identify the term “MSDS” • Review the hazards and control measures
• Explain various types of contaminations associated with the lubrication job.
• Define oil contamination
• Explain different types of filtration methods.
• Identify oil filtration system.
• Explain various additives and their
advantages.

• EQ-TF-105-K • EQ-RMD-110-K • W-RMD-110-S

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Typical Project Phases

Manpower Planning Track
Phase 1

A. Strategic Planning Session
B. Manpower Plan Development

Competency Development & Management Track

Phase 2 Phase 4 Phase 6

job Assessments Training
Description and Skill Delivery
Gap
Review job Analysis
Competency
IDP
Model Development
Dev.

Phase 3 Phase 5

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Detailed Process

Phase 1: Phase 2: Phase 3A: Phase 3B: Phase 4: Phase 5: Phase 6: Phase 7:
Competency Develop Perform Analyze Prepare Identi cation Organization System
Career Assessment Assessment Individual Training Review Integration
Model Ladder Results Development Needs
Developing (Skill Gaps) Plans(IDPs)

-Review and -Describe the -Form the -Record gather -Identify and -Identify training -UETMT -Establish clear
evaluate jobs place on the interview team results into the link training needs of identi es lines of
Organization ladder grid -Prepare CMS system resources to individuals competency communication
Individual -Set the assessment -Generate competency and the large libraries to be with the SAP
Duties/Skills/ education and interview indivdual gap models groups of reviewed by system integrator
Responsibilities competency process analysis reports individuals nominated person to pull the data
standards -Prepare covered by the from both systems
-Develope / -Schedule and -Review and individual competency -Libraries sent to It will be required
customize the -Show the run individual validation of development assessment organization in for organization to
competency potential for interviews results with plans process. word w/tracking clearly de ne and
statements support mobility -Conduct organization -Review/feedback describe the data
associated with -Show the supervisors supervisors -Build training by organization requirments which
the relevent job potential for assessments -Update system resource (edits/additions/ are to be
families horizontal mobility (CMS) database database deletions) integrated in this
manner.
-Consolidate the -Identi cation of -Auto veri cation -Generate -UETMT
nal listing of job job titles in each by CMS individual & incorporates
titles by job family -Schedule and organizational feedback
organization -Career path conduct gap reports -UETMT creates
manager and mapping veri cation individual JCMs in
UETMT interviews CMS and exports
specialists -Recommendation into excel
for job titles move -Veri ed
-Prepare job between job assessment -Review/feedback
competency families results by organization
model for each department
job title (salary heads on coverage
grade) in the of JCMs (change
technical/non- JLR and include /
technical divisions exclude CUs)

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Clear Reporting
Output

Example Overall Status

Overall Status Report Company Overall

A few features and descriptions:

An average employee meets 46.8% of the

Meets Requirement Online Report competency requirements self, supervisor
Needs Improvement
Focus Area and veri cation assessments complete

46.8 16.3 36.9

Business Units (GAP Status / Assessments)

Regions GAP Status
(Employees)
Evaluation No. Total Open Focus Pending Ready Closed
for

Access

Company 46.8 16.3 36.9 55 17,305 17,305 12,160 0 0 0
Overall

Job Area 1 39.9 19.9 40.5 30 10,784 10,784 7,379 0 0 0

Job Area 2 53.7 13.0 33.3 25 6,521 6,521 4,781 0 0 0

Job Area Report

A few features and descriptions:

Online Report

Regions Assessment GAP Status
(Employees) No. EA SA Total
Evaluation Open Ready
Focus Pending for Closed

Access

Company 46.8 16.3 36.9 55
Overall 39.9 19.9 40.5
Job Area 1 23.4 22.7 54.0 30 30 30 10,784 10,784 7,379 0 00
41.0 19.2 39.9 00
Electricians 54.6 17.1 28.2 55 5 2,352 2,352 1,655 0 00
00
< 3 years experience 21 21 21 7,402 7,402 5,025 0

Technicians 44 4 1,030 1,030 699 0

< 3-10 years experience

Trainers

> 10 years experience

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Clear Reporting
Output

Final Assessment Result Employee XXXX Assessor XXXX
Name Name
Meets the Requirement 25/06/2013
Close to Requirement Job Title Senior Technician Veri er Name 215
Focus Area Job Area XXXX Date

Competency Based Assessment GAPS Results

Business Competencies 50.0 100 7.17.1
33.3
Health and Safety Enviornment Competencies 52.6 85.7
General Technical Orientation (basic) 33.3 16.7 26.3
Electrical Workshop Practice
Plant Electrical Equipment 100
Non-Technical 21.1
66.7
Individual Development Plan

Individual Development Plan

Employee: xxxx

Job Title: Senior Electrical Technician

Overall: 52.6 10.5 16.8

Meets the Requirement Course Name Duration Completed
Close to Requirement
Focus Area Electrical Systems 2 Days
Electrical Drawing 3 Days
Schematic and Wiring Diagrams 2 Days
Lighting and Power Systems 3 Days
Lightning Protection 3 Days
Earthing Systems 5 Days
Power Distribution Systems 5 Days
Low Voltage Switchgear & Circut Breakers 5 Days
AC Induction Motors 15 Days
High Voltage Switchgear & Circut Breakers 5 Days

Motor Control Centers

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Clear Reporting
Output

Online Assessment Report

A few features and descriptions:
Individual Report of Competency against
job-related competencies

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A few features and descriptions:

We will provide use of an online
competency assessment system

This system would be tailored and
will enable employees and supervisors
to access the system and see data
appropriate to their level of access
thus maintaining con dentiality

The system will enable to trial online
IT funtionalities which it may be able
to use going forward

Competency Management Framework

Certi cation and Quali cation
Tracking – An Essential
Business Process!

Companies need to know if their personnel are current in regulatory, compliance, mandatory
certi cates and quali cations, as well needing to track similar information for more general
business reasons.

• Regulation
• Compliance
• License to Operate
• Qualification

The certi cation / quali cation tracker element of Comaea provides a powerful solution to
this problem. The selected screenshots illustrate some of the basic features, but to fully
understand how this would meet your speci c needs, please contact us for more details and
a demo.

Home Page Dashboard (below)

Customized content to present key information as required by that speci c user – such as a
global manager (hence global map shown), or any other level of manager / supervisor /

Certi cate View

In this view Administrators, and Managers, can easily overview Certi cates in the company. In the list Certi cates are shown
and the status indicates if Certi cates / Quali cations are:

Valid (not due to expire in the given time frame)
Renewal required within a given time frame
Expired (already beyond date)

Personnel View

The data can be viewed in a number of ways and in this view Administrators, and Managers, can easily overview Employees
and the certi cates they hold. In the list Certi cates are shown and the status indicates if Certi cates are Valid, Pending for
renewal or Expired.

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Certi cation and Quali cation
Tracking – An Essential
Business Process!

Typical Methodology for Competency Management Implementation

De ne Job Competency Models

The output of this Task is the set of JCMs and associated Learning Solutions

The JCMs can be created from the UETMT standard competency frameworks for technical competencies and
support competencies, such as soft-skills and behaviours. The proposed JCMs would be customized your
speci c requirements.

General Statement: Know the unit process description, main components, philosophy of operation, troubleshooting, and improvement opportunities

Awareness Knowledge Skilled Expert

• Identify the potential hazards related to the • Describe the operation conditions that favor • Apply relevant EQUATE EH&S policies to • Review existing processes and develop
operation and maintenance of the unit. desire catalytic reforming prevent any inherent hazards with the CCR solutions for CCR PLATFORMING to
platformer increase productivity or reduce costs.
• Identify the function of CCR and catalyst type • Describe the causes which lead to catalyst
poison and decreasing catalyst performance • Perform a test run, technical evaluation or • Provide Technical advice for benchmark
• Identify the specifications of the feed to troubleshooting of CCR Platforming. studies and recommend based on
reactor and outlet stream • Elaborate on what causes reaction killed and benchmarking gaps
how it can be controlled • Evaluate how catalytic reforming is achieved
• Identify the terms catalytic reforming, for converting naphtha to aromatic. • Plan and create methods to improve
endothermic reaction, reaction selectivity, • Describe the controlling of heat which production processes.
Catalyst regeneration, and Conversion ratio. required for reaction • Assess how CCR Plat forming system can be
improved. • Ensure compliance with approved production
• Identify the function of the heater • Explain the proper actions taken in to control methods and quality standards
catalyst reactivity / catalyst deactivation / • Evaluate how to maximize the yields and
• identify the main parameter for controlling the catalyst degradation profits by running the platformer in the • Develop engineering standards, policies,
catalytic reforming optimal mode strategies and best practices.
• Explain the indications and effect of poisons
• Identify the heat recovery and how it is apply on reactor catalysts, and proper action to • Quantify the effect of temperature of inlet • Establish, track and continuously improve a
in the CCR system. avoid it. feed on the catalytic reforming root cause analysis program for unit
problems
• List the poisons reactor catalysts • Describe start up and shutdown steps for • Compare the actual performance of Catalyst
reactor on a regular basis • W-ARO-014-E
• List pre-start checks for reactor start up and
shutdown • Explain the function of chloride base ,how to • Review the operating manuals or procedures, • UOP-CCR002
control the rate and corrosion recommend improvements and explain your
• Identify the reason for chloride injection recommendations
• EQ-ARO-104-K
• Recognize how catalyst transfer from • W-ARO-014-S
regeneration system to reacting beds
• UOP-CCR001
• EQ-ARO-104-A

Competency Assessment, Gap Analysis and IDP

The JCMs will be uploaded to the Comaea Competency Management System, which will be used to:

Perform Competency Assessment to determine the current status of competency of individuals for their assigned
JCMs. This is conducted using the on-line Comaea competency software and comprises:

• Self-assessment by the individual
• Cross-assessment by a supervisor, manager or other assigned person
• Approval / verification as required

Review Gap Analysis to determine the difference between required level of competency and current level of
competency. This is usually conducted using the on-line competency software and comprises:

• Determining priorities for development
• Setting target levels for development

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Certi cation and Quali cation
Tracking – An Essential
Business Process!

Create Individual Development Plan (IDP) for each employee based on the Gap Analysis
and the approved Learning Solutions. This is usually conducted using the on-line
competency software and comprises:

• Assigning development for current job
• Assigning development for succession planning or accelerated development

Note: UETMT can be interfaced The images illustrate some of the
with ERP systems such as SAP basic features of the Comaea
and Oracle, as well as other LSO, CMS, but to fully understand how
LMS, e-recruit and other this would meet your speci c
systems. needs, please
contact us for more details and a
Competency Management Framework demo.

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What are Learning Solutions?

A Learning Solution (LS) is an approved method of developing a speci c competency
All Competency Units (CUs) in the Competency Management Framework will have one
or more LS
LS may be theory or application or a combination of the two
LS enable cost-effective development of competency gaps

Learning Solution 1 Assign Job Competency

Implement IDP 6 Model JCM

Agree Individual 5 2 Conduct Assessments

Development Plan (self and cross-assessment)
(IDP)
Competency
Framework

3 Agree Competency Status

4 Review Gap Analysis

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Learning Solution
Strategy

Learning Solution Strategy

What: Project strategy to de ne Learning Solutions to be
USEFUL-USABLE-SUSTAINABLE

70-20-10 de nes Learning Blended Solutions

How: Identify current content, practices and processes for training
and development (data collection and analysis)
Identify where existing can be used ‘as is’ within integrated
competency solution or where it can be adapted

Develop supporting process (including ODMS)
Draft / approve 70-20-10 Learning Solution for all JCMs

10%: Theory learning-e.g. courses / e-learning
20%: Practical learning-e.g. OJT
70%: Self-Led development-e.g. Work Experience

Learning Type to Competency Level

Competence Learning/Development Type Notes
Level
Some application (’doing’) in some
Awareness Theory only: Competency Units
courses, e-learning; reading Some Theory-courses-may be
required but primarily WE
Knowledge Theory: e-learning; reading Some Theory-courses-may be
Application: OJT/Work Experiences required at a very high level e.g. post
graduate, WE and cross-posting
Skilled Application: OJT/Work Experiences
projects; assignments

Expert Application: OJT/Work Experiences
projects; assignments

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Learning Solution
Process

Learning Solution Process

1 2 3 4
Data Draft Review Approve
Collection

WHO? Focus Groups? 5
WHAT? System
HOW?

Data Collection

What: Acquire data to de ne ‘as is’ in terms of content and

process; determine how it relates to LS / Competency
System

How: Interviews and questionnaires

Existing Training data - course lists, e-learning
Training records
Existing Structure: e.g OT Certi cation, mentoring, SML
Focus Groups

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Learning Solution
Styles

Learning Solution Styles

Theory E-learning
Courses (internal and external)
Reading

Application

Structured On-Job Training
Operator Training (OT) Certi cation

Work Experience based on Competency Statements
Trainer-Coach-Mentor role
Assignments (internal and external)
Peer-related activities (conferences etc.)

Work Experience

Generic WE for all Competency Levels except Awareness (and in some cases, there is no need
for Knowledge level)
WE Provide Structure for developing and recording application and experience
Generic WE:

Auto-populate template with competency statements from JCM
Generic WE stored on Comaea server within unique Client location
Downloaded to PC for action; can be used as “WE Task Book” (printed copy)
Customized WE:
Develop by owner to de ne:

Speci c details
Frequency or repetition of a competency
Assigned location / person for the WE

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Cost-effective Learning
Solutions

? Do you want a Trained Workforce or a Competent

In time of budget constraints (‘cut training and cut travel costs’) companies must continue to develop the skills
(competencies) they need ... true?

• A Learning Solution (LS) is an approved method of developing a specific competency
• LS may be theory or application or a combination of the two
• LS enable consistent, cost-effective development of competency gaps

Learning Solutions are devised to meet the blended learning 70-20-10 methodology that recognizes the importance
of structured training for theory (awareness and knowledge) and application (skilled and expert) through:

• Self-managed learning, primarily e-learning

Learning Environment Components

Resources People Training and Development Learn by Doing
Education Practices

* Performance support * Peer support * Courses and seminars * Action-based learning * Experimentation
* Shared documents and * Mentoring * E-learning programmes * Collaboration
spaces * Communities of Practice * Formal coaching * Assignments * Projects
* Podcasts, etc. * Professional networks * On-Job Training * Rotations and experiential * Self-monitoring and
* On-line databases and * Conferences and opportunities analysis of outcomes and
KM environment professional meetings (structured) *Supervisor support, feedback
* Books, journals, articles * Social media connections * Certi cation programmes feedback and coaching
* Job aids * Expert directories * After action review
* Brie ngs and presentations 10% practices
70%* Procedure and technical * Projects
manuals 20%

Self-managed learning, primarily e-learning

Advantages of self-led (e-learning) for operations and maintenance personnel using learning styles appropriate to
learner group; for example, greater use of actual plant / site photographs, supported by graphics and simple animations.
This type of ‘e-learning’ can:

• Be accessed at any time; (Operators, for example, have ‘down time’ on shift when they can study assigned
modules)

• Be studied at the pace of the learner and repeated until learner is confident
• ‘Non-threatening’ - no pressure from an instructor or time constraint of a lesson
• Have embedded self-testing
• Be inter-active and so more engaging

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Cost-effective Learning
Solutions

Examples of self-learning graphics content.

Pressure Transformer Parts Explosion Valve LCBT Overview
Release Device Diaphragm
Conservator Storage Tank
Buchholz Relay Oil Level Indicator

L.T Porcelain Bushes H.T Terminal Lights Compounds Benzene as raw material
Temperature as Vent Gas to to EB Unit from Benzene
Cores Gauge Benzene Column Storage Tank
Reboiler Furnace
Oil Inlet Valve Air Tap Changer Burner No 4 & 8 Lights Column Benzene Treater System
Manually Operated
Breather
Silica Gel

BZ, EB & PEB Benzene Treater Lights Column Oil Water Separator
Column System &
Benzene dried Water
and free of N2 Water Stripper System
Compound which
Cooling Tubes are poison to the
Reactor Catalyst

Oil

Earth Tank
Wheels

Oil Outlet Vacuum Lights Compounds as
Drain Cock Drain liquid Non Aromatic removal

System

Earth

Single Stage Mechanical Trip Makeup Compressor and Pygas Debutanizer

Knife Resting Diolefn React FEE
Edge Lever
Offgas to FG Sys
Hand Trip Lever K-27050, K-27051 Make up Gas
Spillback To Unioning
Cooler Y-27069
G-27068
Cooling Water E-27054 E-27063 Inhibitor Injection Pump
E-27064
Closing MUG frm Platform Make up C- To D-11040
Spring(s) Suction 27060
C- KOD
Latch 27048 Debutanizer

Shoulder Trip Valve
Stud Assembly

Steam E-27059
Inlet
Hot CFE Debutanizer
Cold CFE Reboiler
Hot Separator
1.58mm 1/16” E-27058
Jackscrew Recycle to FSC
Plunger E-27061 G-27066
Assembly
G-27067
Debutanizer O/H Pump

Work Experience / On-Job Training

The 70-20-10 learning model says that 90% (the 70 +20) of REAL development should take place in the workplace … but it
must be structured and managed – and competency-based.

Work Experience / On-Job Training
o Based on competency models (JCMs)
o Flexible to include projects, assignments, multiple experience requirements

Competency Management Framework www.uetmt.ae 22Copyright © UETMT. All rights reserved.

Cloud-based Solution

UETMT HCM is normally available only as a Cloud-based solution, and can be integrated towards legacy system on the
client side with high security access and exchange of data. OnPrem solutions can be discussed for large client
installations with very speci c needs, however this require a speci c and dedicated technical infrastructure in form of a
“private cloud”.

UETMT HCM is delivered as cloud-based solution on leading Amazon AWS cloud infrastructure. This
ensures high security and accessibility, and the solution can be integrated with legacy system for data
exchange towards HRM and ERP systems upon request.)

UETMT HCM Cloud Platform UETMT HR/Payroll
DATABASE & WEB SERVER API
SAP
Customised
Protocol Resource Planning

Infrastructure Interfaces LMS
Free format: Excel,
• Amazon AWS Service • Organisational data
• Employee data SPSS etc.
• Private Clouds • Managerial rights
• Job roles = Integration towards
• Competence Framework organization technical
• CV (work history, educational envronment

background)
• Scanned documents

Competency Management Framework www.uetmt.ae 23Copyright © UETMT. All rights reserved.

Career Ladder

Career Ladder EXECUTIVE
MANAGER
A Career Ladder is a process designed to TEAM LEADER
formally progress an employee to a higher
level of job responsibility within his/her current
position. Since the employee and the
manager work together to progressively
advance to the higher level of resposibility,
there is no need for a competitive
posting process.

SENIOR PROFESSIONAL

PROFESSIONAL

FRESH OUT

Career Ladder Bene ts

EMPLOYEES MANAGERS & SUPERVISORS

Can develop new skills and competencies Can retain value employees who are motivated to
at your own pace and in your current job. advance their careers.
Can attract high quality employees with the
Can advance to a higher level of responsibiliity opportunity to advance within their positions.
without competition and without moving to a differnt
work unit. Can develop well-trained employees who have
high morale.
Can demonstrate initiative and willingness to work
for further department and University goals. Can provide a higher level of quality and services to
your clients.

Competency Management Framework www.uetmt.ae 24Copyright © UETMT. All rights reserved.

Career Ladder

Types of Career Ladder

CAREER LADDER

VERTICAL HORIZONTAL/IN-RANGE

PRE-DEFINED INDIVIDUALISED

Career Ladder Management Technical &

A few features and descriptions: Ladder Professional

Creating a career ladder is a very Ladder
effective way of retaining experienced

professionals. Exective Advisor

It could provide the following bene ts:

More successful hiring practices

Reduced turnover

Improved training and development Manager Expert
focus.
Bene ts of Dual Career Path
Lower management costs. Attract and nurture deep
Higher productivity expertise
Retain critical competencies
Project Enhance career options for Specialist
Manager deep expertise
Develop competencies not
Equivalence in the ladders is manifested by: readily available
Equivalent pay scales on each ladder for same grades Recognise and reward
technical excellence
Equal enthusiasm when celebrating promotions within
each grade Senior Staff

Same vigour in celebrating technical and professional Junior Staff

excellence as other business results

Competency Management Framework www.uetmt.ae 25Copyright © UETMT. All rights reserved.

䠀漀眀 挀愀渀 圀䔀 栀攀氀瀀 礀漀甀㼀

䌀漀洀瀀攀琀攀渀挀礀 䐀攀瘀攀氀漀瀀洀攀渀琀㨀  

 圀攀 栀愀瘀攀 愀 氀椀戀爀愀爀礀 漀昀 挀漀洀瀀攀琀攀渀挀礀 洀愀琀爀椀挀攀猀 琀栀愀琀 愀爀攀 戀愀猀攀搀 漀渀 椀渀琀攀爀渀愀琀椀漀渀愀氀 猀琀愀渀搀愀爀搀猀 愀渀搀 焀甀愀氀椀ⴀ
挀愀琀椀漀渀 爀攀焀甀椀爀攀洀攀渀琀猀⸀ 吀栀攀礀 栀愀瘀攀 戀攀攀渀 挀爀攀愀琀攀搀 琀漀 戀攀 甀猀愀戀氀攀 愀渀搀 甀猀攀昀甀氀Ⰰ 愀猀 琀漀漀 漀昀琀攀渀 琀栀攀 挀漀洀瀀攀琀攀渀ⴀ
挀礀 猀漀氀甀琀椀漀渀猀 漀昀昀攀爀攀搀 琀漀 挀漀洀瀀愀渀椀攀猀Ⰰ 漀爀 搀攀瘀攀氀漀瀀攀搀 椀渀琀攀爀渀愀氀氀礀Ⰰ 愀爀攀 攀椀琀栀攀爀 琀漀漀 挀漀洀瀀氀攀砀Ⰰ 渀漀琀 爀攀氀攀瘀愀渀琀 漀爀 
渀漀琀 搀攀琀愀椀氀攀搀 攀渀漀甀最栀⸀  吀栀攀 氀椀戀爀愀爀椀攀猀 愀爀攀 琀栀攀渀 挀甀猀琀漀洀椀稀攀搀 琀漀 礀漀甀爀 猀瀀攀挀椀挀 渀攀攀搀猀⸀

䌀漀洀瀀攀琀攀渀挀礀 匀漀昀琀眀愀爀攀㨀 

 䤀昀 礀漀甀 搀漀 渀漀琀 栀愀瘀攀 挀漀洀瀀攀琀攀渀挀礀 猀漀昀琀眀愀爀攀 漀爀 礀漀甀 眀愀渀琀 愀 戀攀琀琀攀爀 漀渀攀Ⰰ 漀爀 琀漀 椀渀琀攀最爀愀琀攀 眀椀琀栀 攀砀椀猀琀椀渀最 
猀漀昀琀眀愀爀攀Ⰰ 唀䔀䤀 漀昀昀攀爀猀 䌀漀洀愀攀愀 ⠀䌀漀洀瀀攀琀攀渀挀礀 䴀愀搀攀 䔀愀猀礀⤀ 愀猀 琀栀攀 猀漀昀琀眀愀爀攀 瀀氀愀琀昀漀爀洀 昀漀爀 挀漀洀瀀攀琀攀渀挀礀 
洀愀渀愀最攀洀攀渀琀Ⰰ 搀攀瘀攀氀漀瀀洀攀渀琀 愀渀搀 愀猀猀甀爀愀渀挀攀⸀ 䌀漀洀愀攀愀 椀猀 漀渀攀 漀昀 琀栀攀 攀愀猀椀攀猀琀 琀漀 甀猀攀 礀攀琀 瀀漀眀攀爀昀甀氀 愀渀搀 
攀砀椀戀氀攀 猀礀猀琀攀洀猀Ⰰ 愀渀搀 氀椀渀欀猀 琀漀 漀琀栀攀爀 猀礀猀琀攀洀猀Ⰰ 猀甀挀栀 愀猀 匀䄀倀 愀渀搀 伀刀䄀䌀䰀䔀 琀漀 瀀爀漀瘀椀搀攀 
椀渀琀攀最爀愀琀攀搀 猀漀氀甀琀椀漀渀猀 琀栀愀琀 甀猀攀 琀栀攀 爀椀最栀琀 ⠀猀漀昀琀眀愀爀攀⤀ 琀漀漀氀猀 昀漀爀 琀栀攀 爀椀最栀琀 戀甀猀椀渀攀猀猀 渀攀攀搀⸀ 

圀栀礀 挀栀漀漀猀攀 唀䔀吀䴀吀㼀

唀䔀吀䴀吀 愀爀攀 琀栀攀 一甀洀戀攀爀 ㄀ 挀栀漀椀挀攀 椀渀 琀栀攀 瀀爀漀瘀椀猀椀漀渀 漀昀 䌀漀洀瀀攀琀攀渀挀礀 
䴀愀渀愀最攀洀攀渀琀 䌀漀渀猀甀氀琀愀渀挀礀 匀攀爀瘀椀挀攀猀Ⰰ 戀漀琀栀 氀漀挀愀氀氀礀 愀渀搀 椀渀琀攀爀渀愀琀椀漀渀愀氀氀礀⸀

圀攀 愀爀攀 椀渀渀漀瘀愀琀漀爀猀 椀渀 瀀爀漀瘀椀搀椀渀最 䰀攀愀爀渀椀渀最 匀漀氀甀琀椀漀渀猀 琀漀 氀氀 
椀搀攀渀琀椀攀搀 挀漀洀瀀攀琀攀渀挀攀 最愀瀀猀⸀

伀甀爀 琀攀愀洀 漀昀 攀砀瀀攀爀琀猀 戀爀椀渀最 眀椀琀栀 琀栀攀洀 愀 戀爀攀愀搀琀栀 愀渀搀 搀攀瀀琀栀 漀昀 
攀砀瀀攀爀椀攀渀挀攀 椀渀 琀栀攀 挀漀洀瀀攀琀攀渀挀礀 洀愀渀愀最攀洀攀渀琀 攀氀搀 猀攀挀漀渀搀 琀漀 渀漀渀攀⸀

唀䔀吀䴀吀 攀洀瀀氀漀礀 琀栀攀 戀攀猀琀 漀昀 琀栀攀 戀攀猀琀Ⰰ 琀栀漀甀最栀琀ⴀ氀攀愀搀攀爀猀 挀漀洀洀椀琀琀攀搀 琀漀 琀栀攀 
椀洀瀀爀漀瘀攀洀攀渀琀 漀昀 挀漀洀瀀攀琀攀渀挀礀 愀挀爀漀猀猀 琀栀攀 伀椀氀 ☀ 䜀愀猀 椀渀搀甀猀琀爀礀⸀

伀甀爀 洀愀爀欀攀琀ⴀ氀攀愀搀椀渀最 愀瀀瀀爀漀愀挀栀 栀愀猀 戀攀攀渀 瀀爀漀瘀攀渀 愀挀爀漀猀猀 琀栀攀 最氀漀戀攀Ⰰ 椀渀 愀氀氀 漀昀 
琀栀攀 洀愀樀漀爀 伀椀氀 愀渀搀 䜀愀猀 瀀爀漀搀甀挀椀渀最 挀漀甀渀琀爀椀攀猀⸀ 

䄀 圀漀爀氀搀ⴀ䌀氀愀猀猀 猀漀氀甀琀椀漀渀 搀攀氀椀瘀攀爀攀搀 攀挀漀渀漀洀椀挀愀氀氀礀 愀渀搀 攀昀挀椀攀渀琀氀礀 椀渀 愀渀礀 
攀渀瘀椀爀漀渀洀攀渀琀⸀

䤀渀琀攀爀攀猀琀攀搀㼀 䌀漀渀琀愀挀琀 甀猀 昀漀爀 愀 昀爀攀攀 琀爀椀愀氀⸀



P.O. Box 8670, Dubai, United Arab Emirates/
Tel: 00971-4-221-99-11 / Fax: 00971-4-222-66-42/

Mr. Ayman Meneassy ([email protected])
[email protected]

Competency Management Framework www.uetmt.ae Copyright © UETMT. All rights reserved.