Many employers provide on-the-job training which is not accredited, but sound and valid. Many people develop skills through their working life which are not always formally recognised. The Recognising Competency approach to RCC can help:
· map work-based training to national standards
· recognise staff knowledge and skills through their every day work through observations and practical questions rather than tests and exams
· give official recognition to staff for what they already know and do
· qualify them for a national certificate or work out how to complete one
My staff are experienced and skilled workers, but don’t have a qualification?
It’s a common lament: You can’t afford to train. You can’t afford not to.
Consolidate your workforce skills, build staff loyalty and succession planning by having your staff skills recognised.
The Recognising Competency approach makes it easy.
The tools are simple. The techniques are based on sound and accepted industry practices.
Experienced assessors can guide your staff through this process to have their skills and knowledge recognised. They will receive a nationally recognised qualification in a time efficient way.
This is not a “tick and flick” program, the tools and processes have been developed by industry leaders and experienced trainers and assessors to ensure that the process is reliable, consistent, and valid.
If you are like most people then you probably think that having skills recognised (RPL/RCC) is complicated, stressful, time consuming and generally not worth it.
Guess what? You would be totally wrong.
Unlike other RCC approaches the Recognising Competency Model is interview and observation driven, not a paper chase.
The Recognising Competency approach empowers your staff to achieve their goals.
An assessor will mentor staff through the process with an individual plan that builds on their natural strengths and networks.
Workers are not trying and failing RCC: they are failing to try RCC!
How does the Recognising Competency approach to RCC work?
The “Recognising Competency” model provides a more cost effective and efficient solution to staff development and training in organisations. The process is based on peer and self assessment, interviews and observation of work performance. Paper based evidence is either generated through the process or uses readily available workplace documentation.The initial assessment highlights any gaps in knowledge or skill and enables the worker to do additional reading or gain further experience prior to the final assessment.
Gathering evidence no longer involves a time-consuming, retrospective paper chase. However, this in no way undermines the rigor of the assessment process.
The process strengthens the validity and reliability of the assessment by its emphasis on real time, direct observation of the candidate, questioning, and testimonials from relevant third parties.
One of the strengths of this model is that it could provide a concrete, primary record on videotape of the final assessment interview. This option is a way of clearly demonstrating the competency of the candidate.