Going to the field of the identification of the labor competence profile requested by the ISO standard in its new version, it is convenient first to clarify the concept of competence.
Labor competence can be defined in different ways, depending on the context in which it is proposed and the epistemological approach from which it is based.
The most elementary definition of labor competence would be: the abilities demonstrated by the person in specific work situations.
For definitions to take on meaning, we have to contextualize them. In this case it is the ISO 9000: 2000 standard.
Placed in this context, work competence can be defined as the capacities demonstrated by the person to contribute to customer satisfaction and the continuous improvement of quality and efficiency processes in organizations.
Already located and in order to prepare ourselves for the identification of our own individual or organizational competences, we must know the principles of quality management that underpin the revised standards of the ISO 9000: 2000 series, which I indicate below:
1. Focus on the customer: Being our obligation to guide our efforts towards customer satisfaction, it is necessary to identify, analyze and satisfy their needs and, even more, to overcome them.
2. Leadership: Those who lead organizations must clearly establish the mission, vision and objectives to which they are directed, maintaining fluid communication.
3. Staff participation: All those who participate in the organization's processes must feel that they are contributing positively to achieving the goals set, motivating them to make the best of their abilities and skills available to the company.
4. Focus on the process: Under this principle we must make a definition, from the systematic point of view, of the activities of the organization, turning them into processes, in such a way that the responsibilities are clearly determined and the necessary analyzes and measurements are carried out for efficient resource management aimed at achieving the objectives.
5. Systems-based management: By interrelating processes under an appropriate system, better efficiency and effectiveness will be achieved to achieve the objectives in a comprehensive manner.
6. Continuous improvement: In order to keep our processes properly synchronized and working in a harmonious and efficient manner in accordance with the goals set and in relation to the environment.
7. Fact-based decision making: Today more than ever, decisions must be made prior to an exhaustive analysis of the information collected, ensuring its reliability and accuracy.
8. Mutually beneficial relationship with suppliers: Being part of the value chain in which a close interdependence with suppliers is maintained forces us to be attentive to changes in the environment, as well as to consider the possibility of establishing integrated processes aimed at efficient resource management.
Finally, it only remains to add that, from the deepening that we make in the analysis and analogy of the principles described here with the objectives set by our organization, an adequate and accurate identification of competences will be obtained.
