‘A capability demonstrated in an activity at work (who can do what, why, how, where, when, with whom, with what’). It is an ability to conduct an activity or perform a task for a professional duty1. Competence has multiple dimensions, expressed in such terms as duties, abilities, skills, experience, expertise, aptitude, knowledge, education, qualifications, behaviour, values, interests and attitudes’. Competence is multi-dimensional, multi-faceted and context dependent and increasingly many competences overlap sectors, disciplines, professions, and roles in the dynamic world of work. But, they all refer to, implicitly or explicitly, to activities at work ( Zhao, 2017a , 2017b ).
Published in Chapter:
Transforming the Productivity of People in the Built Environment: Emergence of a Digital Competency Management Ecosystem
Jason Underwood (University of Salford, UK),
Mark Shelbourn (Birmingham City University, UK), Debbie Carlton (Dynamic Knowledge, UK), Gang Zhao (Intelartes, UK), Martin Simpson (Digital BE Ltd., UK), Gulnaz Aksenova (University College London, UK), and Sajedeh Mollasalehi (University of Salford, UK)
Copyright: © 2021
|Pages: 37
DOI: 10.4018/978-1-7998-6600-8.ch017
Abstract
This chapter explores how we create and support a digitally enabled, agile, competent, and ultimately, productive workforce and determines the key research questions that need to be addressed if Digital Built Britain (DBB) is to provide return on investment and succeed as the catalyst for evolving the manner in which we conceive, plan, design, construct, operate, and interact with the built environment. The proposed vision is a digital competency management ecosystem where interdependent stakeholders are incentivised to work together in coopetition to create, capture, infer, interpret, specify, integrate, accredit, apply, use, monitor, and evolve competence as a working (data) asset. This needs to be in a consistent, objective, explicit, and scalable manner, with end2end transparency and traceability for all stakeholders that overcome the challenges of competency management. Moreover, a core element must be an ecosystem organised around digital infrastructure of competency frameworks and other knowledge sources of competence, so that competency frameworks are in digital operation and dynamic context.