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  • 1. The pool of competent contractors has always been quite small and is growing smaller. This pool can easily be used up. Contractors hungry for work are reluctant to highlight this problem.
  • 2. The company is often legally liable for ensuring competence and liable for the actions of incompetent contractors.
  • 3. Sometimes we felt we were writing down a statement of the obvious, but it soon became apparent that what was obvious to one was not necessarily obvious to others. [1]

Figure 12.8 Comparison: Position Requirements and Competencies of Job Holder

  • 5. Have systems to ensure sufficient competence in all significant job positions, whether filled by a contractor or own staff.
  • 6. Have simple, easy-to-understand, definitions of the competence levels.
  • 7. Avoid complex, mechanistic scoring systems to establish competence levels of job position or job holder.


Do not blindly take the best people available and be prepared to reject those who are clearly too good. Recruit people who can grow to just meet future job needs.

Contract out low grade and extremely specialist tasks wherever possible.

  • [1] A common vocabulary and approach was a good way of achievingconsensus on needed competences. It took us away from descriptionsthat called up super-heroes who could walk on water. It also took a lot ofemotion out of the debate when assessing the ongoing performance ofindividuals.
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