| | 9 FEBRUARY 2026paper. Today, your workers, company, and legislation expect more. You should have Competency Evaluation Forms for each item on your Competency Inventory List. Each item needs its form tailored in a very specific manner. If it's specific, it becomes helpful to the evaluator to know exactly what to evaluate. Also, from a due diligence perspective, you always want the words on paper to speak for themselves as much as possible ­ if you're needed to verbally explain the written words in a court case, you're likely losing. The form will need some basic information such as name and position. You'll also need to capture the worker's experience and formal training relevant to the competency. Remember, if a worker went to school and was able to produce a training certificate for operating a loader, that doesn't mean they're able to operate it competently or safely. Shall I remind you of how many times you said on public roads, `I can't believe that person has their license' ­ formal training is a component of competency, but not a validation of competency. Then, for evaluators, you'll need to design the forms in logical order. If it flows well, it's easier to use and keeps the list of complaints low. For the company, the methodology needs to breathe due diligence. The two main techniques to evaluate should be `demonstrate' and `explain.' It's a `show me' and `tell me' approach. This two-prong approach is not bulletproof but close when done properly. I like to write the questions as independent questions, with the notion to not cascade them. I tend to group questions into competency sections ­ for heavy equipment; I would have a pre-operation section, start-up and testing section, practical operations section, etc. I also think that placing questions in a logical order, when possible, is appreciated by most. State Outcome of the EvaluationAfter evaluating a worker's competency based on set criteria, there will need to be definitive outcome options such as `not yet competent' or `competent.' Also, you may have `levels of proficiency'. This means you could say they're competent, but it's based on conditions or limitations. The outcome needs to be clear. Record ManagementWe need to have all records fully completed and available. A Centralized Electronic System is the preference; it can be completed directly in the system or location for uploads. This makes it easier to share and access records across a company and is ideal for auditing purposes. Something to keep in mind, though, is to get the users' access permissions correct. If not correct, this can become an issue. The system setup for records can be as important as the program itself.Closing Tips and ConclusionUse digital tools for the development and introduction of the Program, such as a Project Charter, Management of Change Form, and a Rollout Plan. Keep in mind the words used to define `competent.'Measure success via Feedback Forms and use them for your commitment to Continuous Improvement.Building Confidence with Competence takes time. If you use the framework referenced, you'll find yourself getting closer and sleeping better at night as your confidence builds. Building Confidence with Competence takes time. If you use the framework referenced, you'll find yourself getting closer and sleeping better at night as your confidence builds.
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