ABSTRACT
This chapter explores some of the issues that railway engineering organisations face when developing competence management systems, using models to illustrate the discussion. It builds upon recent research into current practice in rolling stock organisations, conducted by Risk Solutions for the Rail Safety and Standards Board. The UK rail industry focuses on measuring a practitioner's performance against standards of occupational competence. The target of effort for competence management systems within rail industry organisations is the individual maintenance practitioner. Looking outside the employing organisation it is apparent that there are factors that can influence the scope and operation of competence management systems, the standards of competence required by individual front line staff and, to a lesser degree, an effect on an individual's competence itself. Recognising that there are progressive stages in an individual's competence provides a framework for incentivising individuals to develop and maintain their own competence.
