charly WIGSTROM BRONCHEUR

Operational competence is the demonstrated ability of a person, team and organization to recognize a situation, interpret signals, choose the right action and carry it out with control under normal, abnormal and emergency conditions.

It includes knowing when not to act, when to ask for help, when to stop work and how to verify that the result meets the required performance and safety criteria. A competent person recognizes limits, interprets alarms, evaluates barriers and understands how a deviation can develop.

Training and competence answer different questions

Training exposes people to content. Verifying competence establishes whether they can apply it in real or simulated conditions. Attendance records, certificates and training matrices document learning activities. They do not, on their own, demonstrate performance on a critical task.

Traditional approaches fail when they confuse exposure with capability, ignore the context in which work is performed, leave transfer to the job unverified or reward completed paperwork over demonstrated performance. A person may know a procedure without being able to apply it under fatigue, noise, time pressure or a change of shift.

Five steps toward verifiable competence

1. Identify critical tasks by risk.

Prioritize tasks whose incorrect execution could contribute to loss of containment, serious exposure or failure of a critical barrier. Include normal operation, start-up, shutdown, maintenance and abnormal situations. Connect each task to a risk scenario and the barrier it supports. Avoid an unprioritized list of everything people do.

2. Define an observable performance standard.

Describe what the person must do, explain and verify. Criteria should be specific enough for different assessors to reach a consistent judgment. Vague statements such as adequate knowledge leave too much room for interpretation. The standard must connect execution with the conditions that make the task acceptable.

3. Assess by demonstration.

Use field observation, practical assessment, technical interviews and simulations of deviations. Ask the person to demonstrate the task and explain the reasoning behind critical decisions. Record the evidence, the assessor and the basis for the result. Calibrate assessors so that the outcome does not depend solely on who conducts the assessment.

4. Close the actual gap.

A specific weakness may need coaching, guided repetition or deliberate practice. Sending someone to another general course may leave the original difficulty unresolved. Reassess the same task after the intervention and verify whether the performance gap has closed.

5. Review and sustain competence.

Do not assume that one successful assessment establishes competence indefinitely. Review the evidence when processes change, recurring deviations appear or the task requires reassessment. Keep a traceable record of the basis for authorization and the criteria for review.

Questions for an operational review

Can you demonstrate who is competent for each critical task, rather than only who has attended training? Does assessment include abnormal conditions? Can supervisors recognize execution that follows the written steps but is unsuitable for the actual operating conditions? Are the assessment and reassessment criteria clear?

Useful measures include the proportion of critical tasks with verified competence, field observations, overdue reassessments, recurring gaps by task and the time taken to close critical gaps. These measures help direct attention to performance before an incident provides the evidence.

Responsibility must remain connected to the work. Operators perform, question and report limits. Supervisors observe and verify. Engineering and process safety specialists define critical tasks and performance criteria. Learning teams maintain traceability. Plant leadership asks for evidence of capability.

Operational discipline requires consistent execution of standards together with the judgment to recognize when conditions have changed. Competence assessment makes that judgment observable and open to review.

Editorial note: This is an edited English translation of selected sections of my article, Competencia operativa: mejores decisiones, menos errores, originally published on WigstromThinking on August 27, 2026. The original arguments and method are mine; AI assisted the English translation and editing. Original: https://wigstromblog.com/blog/competencia-operativa-mejores-decisiones-errores

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