Summary Methodological Experiences of Labor Competence

As its name indicates, this reading deals with the different experiences that the ILO has had in different companies and countries with the application of the various methodologies in labor competence and apart gives us more detailed information about the Curriculum Development model and the Systematic Curriculum Development System and Instruction.

We are told that these basically derive from the development of key competencies, which are those that reflect the desired performance of the staff.

Constructivist Approach to Improving Productivity and Key Competence
This experience was had with the Bellavista Sugar Mill in Jalisco and it started with lags in all aspects, an effective training was sought.
It began by applying the methodology of visualizing problems and solutions, later the SIMAPRO system was introduced, then a first proposal of key competences (SCID and DACUM) was elaborated, later norms, didactic guides and of evaluation. The last stage consisted of training and evaluation based on job competencies.

The main difficulty in achieving job competency training is changing the culture and vision of management.

Functional Analysis by Key Competence
This methodology was applied in Gigante where it was required to renew the competence profile of the middle management.
The first phase consisted of a workshop to identify strengths, weaknesses and opportunities of the company and of the area, then the level and function were defined so that the elementary competencies and the rules; the third stage consisted of developing the key competencies of the store managers; In the fourth stage, an interactive process for the construction of the competence standards, evaluation guides and the development of pilot experiences of self-evaluation / evaluation and finally the norms and competence guides were elaborated according to the priorities of the area.

Development of a Curriculum
It was developed in Muebles de Rattán in Rep. Dominican; Managers and expert workers were invited to participate in a panel in which they expressed the key competencies to from which, through the association criterion, they were grouped and a self-evaluation / evaluation of the personal.

The three previous methodologies, as can be clearly seen, have certain similarities, which makes them mutually complementary, in addition to the fact that they all seek an extension and enrichment of staff tasks, but depending on the needs and culture of each company, the most convenient one should be chosen taking into account both its pros and its cons.

The AMOD is a model of the DACUM (Curriculum Development) methodology, which in turn has a variant developed to be used by IMOD email. It is used when the curriculum of functions that very few people occupy is going to be developed.
It is based on expert workers, as they are the ones who determine the key competencies; Its implementation consists of a dynamic of self-qualification and qualification, accompanied by acts of instruction. The certification is done by the committee of experts.
It is a practical and inexpensive model that provides short-term answers, favors group synergy and makes both the supervisor and the worker participate and commit, although it has certain disadvantages that can be adapted, such as the fact that subjectivity may predominate and that it generates little information to develop didactic guides to support the development of the competence.

The SCID is an in-depth analysis of the work, the tasks stated in the DACUM map or the identified sub-processes are taken as a basis, as well as national standards of labor competence.
A group of expert workers and supervisors go through the tasks step by step, forming a consensus. It allows to establish the parameters under which the worker must show her performance.
It encompasses performance standards and didactic guides, where it is the worker himself who is encouraged and takes responsibility for learning and achieving the required performance.
It is a method that, in addition to having the advantages already mentioned in the AMOD, absorbs time and generates a lot of information, but likewise its disadvantages can be managed and adapted.

There are no better or worse methodologies or models than others, each of them simply exists for needs. In addition, they can be complemented by undergoing certain adaptations that do not affect their advantages in any way.