Chapter 5 - 3
GJR/UC methodology
7.
As with the other industry partners in the EUExImp project, before GJR could embark on the role
profiling exercise, they first needed to understand the Standards and how they apply to
qualifications and their workforce.
8.
To understand the standards, they worked through them one by one, relating it to their own
needs, using a tabular approach:
9.
For Key Role 4 - Manufacture, the Portuguese partners identified three role titles
(Manufacturing Engineering, Manufacturing Supervisor and Manufacturing Operator). They then
translated and analysed the responsibilities and competences relevant to the role for each of
them.
Chapter 5 - 4
10.
The responsibilities and competences relevant to each role were compared against the available
staff description of the functions of the workers at the company. This exercise was performed
using the tasks described in the procedure manual and organisation chart layout of the company
for the manufacturing of black powder for quarries.
11.
The project partner’s previous experience in EUExcert projects was of great benefit to the
industry partner right from the start. Role profiling had been a topic of discussion and Coimbra
University had been one of the EUExcert partners that made a small pilot study of rolling out a
qualification in the last project.
12.
The Portuguese team had taken careful notes of the role profiling process and developed a
system of role profiling which mapped their expectations of production staff not only to the
Standards but also to company manuals, to ensure that they had covered as many aspects as
possible. This detail proved very useful in the next stage, when they identified the qualifications
that would be most relevant for the company and those staff that would be assessed within the
scope of the project.
13.
Combining their new understanding with the role profiling methodology set out in the Step-by-
Step Guide, they created this table that maps all the functions that each of the three roles
Chapter 5 - 5
against the Standards, followed by a Role Profile for each:
Chapter 5 - 6
Voglers Eesti OÜ Experience
14.
The roles identified for this part of the project were:
14.1.
Explosives Safety Manager
14.2.
Explosives Safety Supervisor
14.3.
Blasting Master
14.4.
Transport supervisor
14.5.
Storage supervisor
14.6.
Mixing supervisor
14.7.
Blaster
14.8.
Blasting assistant
14.9.
Mixing operator
14.10.
Plant operator
15.
The company invested some considerable time and effort in this role profiling activity, bringing
in the Managing Director (also Explosives Safety Manager, with ultimate responsibility in
Estonian Law) and two explosives safety supervisors, one of whom is also the company’s Blasting
Master. As is often the case, working systematically through the various roles helped the
company to understand how the Standards can be used to see which members of staff
undertake which tasks. It also aided the understanding the subtle differences between role
profiles in this context and job descriptions, which are descriptions of all the activities that the
job incumbent undertakes and therefore might include a number of different role profiles.
Chapter 5 - 7
16.
An example role profile is at
Appendix 1
.
Considering the knowledge and performance requirements.
17.
There is a tendency to want to include every occupational standard that an operator does in a
supervisor in the same key role and likewise for a manager’s role to include everything that a
supervisor is expected to do. The reality of life is that while a supervisor needs to understand
everything that their operators do and a manager must understand the job and roles of a
supervisor, they do not necessarily need to be able to perform those duties themselves. That
said, the manager and supervisor certainly do need to be able to recognise when an activity or
process is being done incorrectly.
Chapter 5 - 8
18.
When considering any single occupational standard for inclusion in a role profile, you need to
consider very carefully whether the person you are creating the role profile for really has to be
able to perform all of the activities in the performance criteria and to know and understand all of
the knowledge criteria. Remember that the occupational standard is not necessarily as simple as
the one-line descriptor appears. You can see an example of a Role Profile at Appendix 1.
19.
If we take an example from manufacturing, Key Role 4, Standard 4.7 – Supervise the Preparation
of the Explosives Processing Operation:
20.
It seems clear from the descriptor that this is a standard that applies to a supervisor, however
there might be a temptation to include this in the role profile of an experienced operator in the
company because the writer knows the individual concerned very well. Don’t forget that while
the role profile can describe what is expected of the present incumbent, it should firstly be a
description of what anyone who is to undertake that role should be able to know and do. As
such, it could be argued that the manager and operator are not required to fulfil all of these
criteria but only the following:
20.1.
Operator:
20.1.1.
Knowledge:
i
the health,
safety and
environmental
and other
statutory
legislation,
regulations and
safe working
practices and
procedures
governing
explosives, and
their
implications for
your area of
work
ii
the relevance
of personal
protective
equipment
(PPE)
iii
the nature,
characteristics,
hazards and
risks of the
explosive
substance
and/or article
iv
work area
hazards
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