Understanding which parts of a competency standard can be contextualised is key to making them truly useful in the real world. It’s not about reinventing the wheel, but rather about adapting existing frameworks to fit specific needs and environments. This article explores exactly which parts of a competency standard can be contextualised, ensuring your skills development initiatives are relevant, effective, and impactful.
Adapting Skills Frameworks The Flexible Elements of Competency Standards
Competency standards are designed to provide a clear picture of what skills and knowledge are needed for a particular role or industry. However, their power truly shines when they are not treated as rigid, unchangeable documents. The beauty of contextualisation lies in recognizing that certain elements within a standard can and should be adjusted to reflect the unique demands of an organisation, a specific project, or even a geographical region. This adaptability is what makes competency standards dynamic tools for growth, rather than static checklists.
When we talk about contextualising competency standards, we are primarily looking at the performance criteria and the knowledge and understanding components. Think of it this way:
- Performance Criteria: These are the observable actions and behaviours that demonstrate competence. While the core skill remains the same, the specific examples of how that skill is applied can vary greatly. For instance, a standard for customer service might list “resolve customer complaints.” In a retail environment, this might involve handling returns. In a tech support role, it could mean troubleshooting software issues.
- Knowledge and Understanding: This refers to the theoretical background and information needed to perform a task. The foundational knowledge might be universal, but the specific applications or examples of that knowledge can be tailored. A standard for project management might require understanding risk assessment. The specific risks and mitigation strategies will differ depending on whether the project is in construction, software development, or marketing.
Here’s a breakdown of what can be adapted:
| Element | Can Be Contextualised? | Why? |
|---|---|---|
| Core Competency Title | Limited | The main skill itself is usually universal. |
| Performance Criteria | Yes | Specific examples of behaviour and observable actions. |
| Knowledge and Understanding | Yes | Specific industry applications, tools, and examples. |
| Examples of Evidence | Yes | The tangible proof of competence. |
| Assessment Methods | Yes | How competence is measured, tailored to the context. |
Furthermore, the examples of evidence used to demonstrate competence are prime candidates for contextualisation. If a standard requires evidence of “effective communication,” the specific format of that evidence can be adapted. For some roles, this might be written reports. For others, it could be recorded presentations or successful client interactions. Even assessment methods can be contextualised. While the principle of assessing competence remains, the specific scenarios, case studies, or practical tasks used in an assessment can be drawn directly from the operational context of the organisation or industry.
Ready to explore how to apply these insights? Dive into the resources provided below for practical examples and further guidance on adapting competency standards for your specific needs.