Mapping Organizational Competencies in Nuclear Organizations

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• Publisher: International Atomic Energy Agency
• Year: 2021
• ISBN:
  9789201333216
• Topic: Technology & Engineering
• Subtopic: Mechanical Engineering
• Index: Technology & Engineering

This publication outlines the concepts and models supporting the requirements for understanding organizational competence within the nuclear context. It aims to help in the development of organizational competencies in countries with an existing nuclear power capability and those wishing to embark on a nuclear power programme. The publication summarizes necessary processes for mapping organizational competencies, as well as tools and techniques used for assessing them. Specific information provided in this publication will help organizations to determine competence needs based on strategic/corporate objectives and business processes, and to identify their existing success factors.

1. INTRODUCTION

1.1. Background

The nuclear industry is going through a period of expansion and change. Many countries with a long history of nuclear power generation are looking to build new nuclear power plants to match growing energy demands without increasing carbon emissions. Some countries are planning a nuclear power programme for the first time, while others are phasing them out. In all cases, the countries and their nuclear organizations seek help from the IAEA, reactor technology vendors and technical support organizations to deliver such programmes.

A high level of competency is needed for safe and efficient use of nuclear energy. It applies to all phases of the nuclear power and fuel life cycle and to both the development and sustained use of nuclear technology. Operating organizations and countries that are experiencing a change in the industry, with prospects for new nuclear power plants or plans to phase out existing programmes, need to realign their organizational competencies to meet future demands. For newcomers to nuclear power, organizational competencies need to be built according to the demands of nuclear technology.

Mapping organizational competencies is a process that enables an organization to identify its needs, develop an action plan and achieve its objectives. Mapping can identify missing resources and assess the risk of competency and knowledge loss (see Ref. [1]). The benefits of mapping organizational competencies for an organization include:

— Determining which human resource capacity exists to deliver objectives;

— Identifying areas of strength and weakness within an organization;

— Developing corrective action plans to address systematically the weaknesses identified;

— Informed decision making to help in the prioritization of funds and other resources.

The competencies of operating organizations in the nuclear sector vary considerably due to factors such as:

— The current status of the national nuclear programme;

— Social, economic and infrastructure conditions;

— The size and structure of the organization, and the amount of nuclear business;

— The extent of the support base provided by vendors and technical support organizations;

— The current maturity of the organization;

— The number of competing organizations performing similar functions.

1.2. Objective

This publication aims to help in the development of organizational competencies in both countries with an existing nuclear power capability and those wishing to embark on a nuclear power programme for the first time. It considers the competency needs of organizations that are required to deliver successfully programmes from initial concept through to the design, construction, operation and final decommissioning of the nuclear power plant, as well as the storage and disposal of nuclear and radioactive waste.

1.3. Scope

This publication outlines the concepts and models of organizational competency, and summarizes the necessary processes to map competencies and the techniques used to assess them. Competency frameworks for individual job positions and their assessment are not within the scope. This publication is intended for decision makers, advisors and senior managers in organizations such as government nuclear organizations and regulators, owners and operators of nuclear plants, technical support organizations, R&D organizations, and nuclear education and training institutes. It applies to countries undergoing a change of competency needs at national and organizational levels, including:

— Newcomer countries embarking on a new nuclear programme;

— Countries with an existing programme but no plans for expansion;

— Countries with a well established nuclear programme and plans to build new plants.

This publication will help organizations to determine their competency needs based on strategic and corporate objectives and business processes, and to identify their existing success factors. Guidance provided here, describing good practice, represents expert opinion but does not constitute recommendations made on the basis of a consensus of Member States.

1.4. Structure

In Section 2, organizational competencies are described in terms of intellectual capital. Essential components for managing organizational competencies and connections to the overall management system are discussed in Section 3. Methods and approaches to mapping organizational competencies are explored in Section 4. Some practical techniques for assessing organizational competencies are described in Section 5 and key ideas are summarized in Section 6. Three case studies are presented in the annexes.

2. ORGANIZATIONAL COMPETENCIES

Organizational competencies are the abilities of an organization to meet its objectives effectively and efficiently through the interaction of people having...

Table of contents

• 1. INTRODUCTION
• Annex I INTEGRATIVE COMPETENCY MODEL
• Annex II MAINTAINING ORGANIZATIONAL COMPETENCY: ‘INTELLIGENT CUSTOMER’ CAPABILITY AT MAGNOX, UNITED KINGDOM
• Annex III COMPETENCY MODEL OF RESEARCH ENGINEERS SPECIALIZING IN RESEARCH REACTORS (ROSATOM TECHNICAL ACADEMY)
• ABBREVIATIONS
• CONTRIBUTORS TO DRAFTING AND REVIEW