Competency Management & Framework Development Workshop
| Start Date | End Date | Venue | Fees (US $) | ||
|---|---|---|---|---|---|
| Competency Management & Framework Development Workshop | 21 Jun 2026 | 25 Jun 2026 | Al-Khobar, KSA | $ 5,950 | Register |
Competency Management & Framework Development Workshop
| Start Date | End Date | Venue | Fees (US $) | |
|---|---|---|---|---|
| Competency Management & Framework Development Workshop | 21 Jun 2026 | 25 Jun 2026 | Al-Khobar, KSA | $ 5,950 |
Introduction
This five-day intensive program is designed to equip HR professionals, Learning & Development specialists, Organizational Development practitioners, and technical Subject Matter Experts (SMEs) with the knowledge, methodology, and practical tools required to design, develop, implement, and govern competency frameworks across complex, multi-disciplinary organizations in the Oil & Gas sector. The program combines internationally recognized competency management methodologies — drawn from OPITO Competence Management System (CMS) standards, ISO 10015:2019, ISO 29993:2017, CIPD, and ATD frameworks — with structured practical application grounded in Oil & Gas environments. Participants will engage with real-world case studies, hands-on workshop simulations, and applied exercises that mirror the actual challenges of building competency systems at organizational scale. The program is structured progressively: participants begin with foundational concepts and build toward governance, systems integration, and strategic application. Each day concludes with a practical exercise or team-based activity directly related to the participant's own organizational context. Competency management has become a defining capability of high-performing organizations in the Oil & Gas industry. As the sector navigates increasing technical complexity, workforce transformation, regulatory requirements, and talent development pressures, the ability to clearly define, assess, and develop the competencies required across all role types is no longer a human resources function — it is a strategic operational imperative. Despite widespread recognition of its importance, competency framework development in the Oil & Gas sector remains inconsistently implemented. Many organizations face recurring challenges:
- Frameworks that exist on paper but lack operational integration
- Inconsistency in competency definitions across departments and disciplines
- Confusion between skills, knowledge, behaviors, and qualifications — leading to framework design errors
- SME-led data capture that produces subjective or inconsistent competency statements
- Proficiency level descriptors that are vague and difficult to assess objectively
- Disconnection between competency frameworks and training plans, IDPs, and career pathways
- Lack of governance structures to maintain and update frameworks over time
This program directly addresses each of these challenges through a structured, evidence-based curriculum that moves participants from conceptual understanding to practical competence in framework design, development, and governance.
Participants will leave the program able to lead a competency framework project within their own organization — from initial scoping and SME engagement through to validation, governance, and integration with people development systems.
Alignment with International Standards:
This program's content and methodology are anchored in the following recognized international frameworks and standards:
- OPITO Competence Management System (CMS) Guidance — the primary Oil & Gas industry standard for competency framework design and assurance
- ISO 10015:2019 — Quality management guidelines for competence development
- ISO 29993:2017 — Learning services outside formal education: quality requirements
- CIPD (Chartered Institute of Personnel and Development) — Competency modeling and people development methodology
- ATD (Association for Talent Development) — Instructional design and workforce competency standards
- IOGP (International Association of Oil & Gas Producers) — Technical competency reference guidance
- API (American Petroleum Institute) — Technical role competency standards for O&G functions
Objectives
- Define the precise distinctions between skills, knowledge, competencies, qualifications, and behaviors — and apply these distinctions correctly in framework design.
- Explain the principles and components of a competency management system, including its relationship with organizational strategy and workforce planning.
- Identify and apply international best practices and benchmarking approaches from OPITO, CIPD, ATD, and ISO standards relevant to competency framework development.
- Analyze job descriptions and role profiles to extract, classify, and structure competency requirements across all role types and job families.
- Design a competency framework architecture — including competency categories, groupings, structure, and proficiency level scales — appropriate to an Oil & Gas organizational context.
- Develop clear, observable, and assessable competency statements and proficiency level descriptors using industry-recognized writing standards.
- Construct competency templates and standardized documentation for use across the organization.
- Plan and facilitate structured SME workshops and competency interviews using validated data capture methodologies.
- Apply techniques to ensure consistency and alignment in competency identification across multiple departments and disciplines.
- Manage common SME engagement challenges, including scope creep, subjectivity, and inconsistent input.
- Apply recognized methods for validating and verifying competency statements and proficiency levels.
- Distinguish between competency assessment approaches — including observation, evidence portfolios, structured questioning, and simulation — appropriate for Oil & Gas operational roles.
- Link competency frameworks to training needs analysis (TNA), Individual Development Plans (IDPs), and career development pathways.
- Evaluate the effectiveness of a competency framework and identify indicators of poor framework performance.
- Describe how to embed competency frameworks within talent management, succession planning, and performance management processes.
- Design a governance structure for the ongoing maintenance, review, and standardization of competency frameworks across the organization.
- Develop a competency framework implementation roadmap with defined roles, responsibilities, timelines, and review cycles.
Upon successful completion of this program, participants will be able to:
Foundational Knowledge
Framework Design & Development
Data Capture & SME Engagement
Validation & Assessment
Integration & Application
Governance & Sustainability
Training Methodology
The program employs a blended instructional approach, balancing theory, methodology, and structured practice to maximize both knowledge retention and practical readiness:
|
Method |
Description |
|---|---|
|
Instructor-Led Sessions |
Structured input on frameworks, standards, and methodology, delivered with O&G-contextualized examples. |
|
Hands-On Workshops |
Participants work with real or representative JDs, competency data, and framework templates drawn from O&G environments. |
|
SME Simulation Exercises |
Role-based simulations of facilitated workshops and structured interviews, with facilitator and peer debrief. |
|
Case Studies |
Three O&G industry case studies analyzed for lessons in framework design, implementation, and governance. |
|
Team Activities |
Daily collaborative exercises build toward the Day 5 capstone implementation roadmap presentation. |
|
Templates & Tools |
All participants receive a professional toolkit including competency extraction templates, proficiency level matrices, validation checklists, governance frameworks, and IDP templates. |
Who Should Attend?
This program is designed for professionals who are responsible for, or directly involved in, the design, development, and implementation of competency frameworks within their organizations:
- HR Business Partners and HR Managers
- Learning & Development (L&D) Specialists and Managers
- Organizational Development (OD) Practitioners
- Talent Management and Workforce Planning Professionals
- Technical Training Coordinators and Advisors
- Subject Matter Experts (SMEs) involved in competency data capture
- Department Heads and Functional Managers who sponsor competency initiatives
Prerequisites:
No formal prerequisites are required. Participants with a foundational understanding of HR, training, or technical operations in the Oil & Gas sector will gain maximum benefit. The program accommodates both those new to competency management and those with existing frameworks seeking structured improvement.
Course Outline
The program runs over five consecutive days, each comprising a morning session (theory and methodology), an afternoon session (application and practice), and a closing activity (team exercise or practical tool development). All timings assume a 08:30 start with standard breaks.
|
DAY 1 — Foundations of Competency Management |
||
|
Time |
Session / Topic |
Key Learning Activities |
|
08:30 |
Welcome, Program Overview & Participant Introductions |
Facilitated introductions; pre-course competency self-assessment |
|
09:00 |
Session 1.1 | What is Competency Management? |
Lecture + group discussion |
|
|
— Defining competency management and its purpose |
|
|
|
— Evolution from task-based to competency-based systems |
|
|
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— Organizational value: operational safety, performance, and development |
|
|
10:30 |
BREAK |
— |
|
10:45 |
Session 1.2 | Skills, Knowledge, Competencies, Qualifications & Behaviors |
Lecture + case analysis |
|
|
— Precise definitions and practical distinctions |
|
|
|
— Common misapplications and their consequences in O&G |
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|
|
— International terminology alignment (OPITO, CIPD, ISO) |
|
|
12:15 |
LUNCH |
— |
|
13:15 |
Session 1.3 | International Standards & Best Practices Overview |
Lecture + benchmarking exercise |
|
|
— OPITO CMS: structure and requirements |
|
|
|
— ISO 10015:2019 and ISO 29993:2017 in practice |
|
|
|
— CIPD and ATD competency frameworks reviewed |
|
|
|
— O&G sector benchmarking: what leading NOCs and IOCs do |
|
|
14:45 |
BREAK |
— |
|
15:00 |
Session 1.4 | Introduction to the Competency Management System (CMS) |
Framework walkthrough |
|
|
— Components of a CMS: framework, assessment, records, governance |
|
|
|
— The CMS lifecycle |
|
|
15:45 |
Day 1 Closing Activity |
Team exercise: 'Diagnosis' — assess a sample O&G organization's current competency gaps |
|
16:00 |
Day Close & Reflection |
Q&A and key takeaways |
|
DAY 2 — Competency Identification from Job Descriptions |
||
|
Time |
Session / Topic |
Key Learning Activities |
|
08:30 |
Recap & Day 2 Objectives |
Brief review quiz; agenda walkthrough |
|
08:45 |
Session 2.1 | Anatomy of a Job Description for Competency Purposes |
Lecture + JD analysis workshop |
|
|
— What a JD tells us — and what it doesn't |
|
|
|
— Extracting role requirements: tasks, outputs, conditions |
|
|
|
— Mapping role types: operational, technical, supervisory, managerial |
|
|
10:00 |
Session 2.2 | Competency Extraction Methodology |
Hands-on exercise with O&G JD samples |
|
|
— Step-by-step process: read → extract → classify → define |
|
|
|
— Avoiding over-extraction and redundancy |
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|
|
— Core vs. functional vs. leadership competency identification |
|
|
10:30 |
BREAK |
— |
|
10:45 |
Session 2.3 | Job Families and Competency Grouping |
Structured group exercise |
|
|
— Defining job families in O&G (e.g., Engineering, Operations, HSSE, Commercial) |
|
|
|
— Shared vs. role-specific competencies |
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|
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— Competency clustering and hierarchy design |
|
|
12:15 |
LUNCH |
— |
|
13:15 |
Session 2.4 | Writing Competency Statements |
Writing lab |
|
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— Behavioral indicators and performance evidence descriptors |
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|
|
— Writing standards: observable, measurable, assessable |
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|
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— Common writing errors and how to correct them |
|
|
14:45 |
BREAK |
— |
|
15:00 |
Session 2.5 | Proficiency Levels: Design and Descriptors |
Lecture + comparison exercise |
|
|
— Standard proficiency level models (4-level, 5-level) |
|
|
|
— Writing level descriptors that differentiate meaningfully |
|
|
|
— Anchoring proficiency to operational reality in O&G |
|
|
15:45 |
Day 2 Closing Activity |
Practical: extract and write competencies from a provided O&G JD set |
|
16:00 |
Day Close & Reflection |
Peer review of competency statements |
|
DAY 3 — Framework Design, SME Engagement & Data Capture |
||
|
Time |
Session / Topic |
Key Learning Activities |
|
08:30 |
Recap & Day 3 Objectives |
Team knowledge check |
|
08:45 |
Session 3.1 | Designing the Competency Framework Architecture |
Design workshop |
|
|
— Framework structure options: flat, hierarchical, matrix |
|
|
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— Categorization approaches: core/functional/technical/leadership |
|
|
|
— Selecting the right model for your organization |
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|
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— Framework templates: design principles and standardization |
|
|
10:00 |
Session 3.2 | Competency Framework Templates — Live Build |
Hands-on template development |
|
|
— Competency profile template design |
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|
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— Role competency matrix development |
|
|
|
— Proficiency grid construction |
|
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10:30 |
BREAK |
— |
|
10:45 |
Session 3.3 | Planning SME Engagement |
Lecture + planning exercise |
|
|
— Why SME engagement is critical — and where it typically fails |
|
|
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— Identifying and selecting the right SMEs |
|
|
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— Designing the engagement plan: sequence, scope, and scheduling |
|
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12:15 |
LUNCH |
— |
|
13:15 |
Session 3.4 | Facilitating SME Workshops |
Role-play simulation |
|
|
— Workshop structure: pre-work, facilitation, output capture |
|
|
|
— Questioning techniques for competency elicitation |
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|
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— Managing dominant voices, disagreements, and scope drift |
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|
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— Ensuring consistency across multiple workshops and departments |
|
|
14:45 |
BREAK |
— |
|
15:00 |
Session 3.5 | Structured Competency Interviews |
Paired interview practice |
|
|
— Interview design: question types, probing, and recording |
|
|
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— Interview guide construction |
|
|
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— Capturing and coding interview outputs |
|
|
15:45 |
Day 3 Closing Activity |
Simulated SME workshop: participants play SME and facilitator roles using an O&G case scenario |
|
16:00 |
Day Close & Reflection |
Debrief: facilitator observations and improvement points |
|
DAY 4 — Validation, Assessment & Integration with Development Systems |
||
|
Time |
Session / Topic |
Key Learning Activities |
|
08:30 |
Recap & Day 4 Objectives |
Review of Day 3 practical outputs |
|
08:45 |
Session 4.1 | Competency Validation & Verification Methods |
Lecture + case analysis |
|
|
— What validation means and why it matters |
|
|
|
— Internal validation: SME sign-off and peer review |
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|
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— External validation: regulatory alignment, benchmarking |
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|
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— Verification of proficiency level assignments |
|
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10:00 |
Session 4.2 | Competency Assessment Methods in O&G |
Assessment design workshop |
|
|
— Overview of assessment methods: observation, portfolio, Q&A, simulation |
|
|
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— Selecting methods appropriate to role type and competency type |
|
|
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— Assessment criteria and evidence standards |
|
|
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— Assessor competence and reliability |
|
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10:30 |
BREAK |
— |
|
10:45 |
Session 4.3 | Linking Competency to Training Needs Analysis (TNA) |
Applied exercise |
|
|
— Competency gap analysis process |
|
|
|
— From gap to training intervention: mapping competencies to learning solutions |
|
|
|
— Building a competency-based TNA template |
|
|
12:15 |
LUNCH |
— |
|
13:15 |
Session 4.4 | Individual Development Plans (IDPs) & Career Pathways |
IDP design exercise |
|
|
— Structuring IDPs around competency profiles |
|
|
|
— Competency-based career progression frameworks |
|
|
|
— Linking competency to succession planning |
|
|
14:30 |
Session 4.5 | Evaluating Framework Effectiveness |
Discussion + evaluation design |
|
|
— Kirkpatrick model applied to competency frameworks |
|
|
|
— Key performance indicators for framework health |
|
|
|
— Signs of a failing or underperforming framework |
|
|
14:45 |
BREAK |
— |
|
15:00 |
Session 4.6 | Integration with HRIS and LMS Systems |
Systems mapping workshop |
|
|
— Embedding competency profiles into HR information systems |
|
|
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— LMS integration: competency-tagged learning content |
|
|
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— Digital records and assurance trails |
|
|
15:45 |
Day 4 Closing Activity |
Develop a competency gap analysis and IDP template for a provided O&G role scenario |
|
16:00 |
Day Close & Reflection |
Team presentations and peer feedback |
|
DAY 5 — Governance, Standardization & Implementation Roadmap |
||
|
Time |
Session / Topic |
Key Learning Activities |
|
08:30 |
Recap & Day 5 Objectives |
Full program knowledge consolidation quiz |
|
08:45 |
Session 5.1 | Governance of Competency Frameworks |
Lecture + governance design |
|
|
— Why governance fails and what good governance looks like |
|
|
|
— Governance roles: owner, custodian, SME network, review panel |
|
|
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— Policy and procedure requirements for framework governance |
|
|
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— Review cycles: triggers, frequency, and process |
|
|
10:00 |
Session 5.2 | Standardization Across the Organization |
Standardization framework exercise |
|
|
— Common framework vs. business unit adaptation: finding the balance |
|
|
|
— Controlled vocabulary and competency language standardization |
|
|
|
— Quality assurance processes for framework consistency |
|
|
10:30 |
BREAK |
— |
|
10:45 |
Session 5.3 | Building the Implementation Roadmap |
Group roadmap development |
|
|
— Phased implementation: pilot, rollout, embed, sustain |
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|
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— Stakeholder engagement and change management considerations |
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|
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— Resource planning: people, time, tools, budget |
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|
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— Risk identification and mitigation in framework rollout |
|
|
12:15 |
LUNCH |
— |
|
13:15 |
Session 5.4 | O&G Industry Case Studies |
Case study analysis and discussion |
|
|
— Case 1: NOC-scale competency framework rollout (upstream operations) |
|
|
|
— Case 2: Post-merger competency harmonization across O&G entities |
|
|
|
— Case 3: Competency-based nationalization workforce planning program |
|
|
|
— Key lessons: what worked, what failed, and why |
|
|
14:45 |
BREAK |
— |
|
15:00 |
Capstone Activity | Implementation Roadmap Presentation |
Team presentations |
|
|
— Teams present their organization-specific competency framework development plan |
|
|
|
— Peer and facilitator feedback using a structured review rubric |
|
|
15:45 |
Program Wrap-Up, Certificates & Close |
Certificate distribution; program evaluation forms; final Q&A |
|
16:00 |
Program Close |
— |
Accreditation
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