The results of our work ready to read and/or to download. We will share all the materials that enable you to better understand our approach to competency management and use the Method of Competency Assessment in Work Contexts.

Method of Competency Assessment in Work Context

The comprehensive literature review provides a deep insight about competency management in general and identifies contemporary theoretical models that are presented in scientific publications. The very well-structured report explains the basic terminology and definitions and presents competency management as a part of human resources management. The competency management process is described in detail in the next chapter, where selected theoretical concepts are discussed and examples, coming from business practice are presented. The next to the last chapter deals with a critical analysis over the content of the competency models as well as different approaches and perspectives that accompany them. Finally, summary and final conclusions are presented in the last chapter.

Research has mainly been undertaken by e-peers, who was the leader of this activity. All partners supported the elaboration of the literature review by providing feedback. This peer review allowed an improvement of the final version. Overall, this document serves as good basis for elaborating the next steps of the ABC Management project.

Competency Management – what is it? Analysis of contemporary theoretical models

Between March and May 2015 a survey has been conducted in the three partner countries and 120 enterprises and 56 trainers/consultants involved. Therefore the defined quantitative indicators (100/50) have been reached. Based on the developed research framework two questionnaires have been designed and translated to the three partner languages and integrated in an online survey to support a proper project implementation.

Competency Management – how it works in business today?

This document takes the results of the first to activities fully into consideration and explains the Method of Competency Assessment in Work Contexts in general and gives already a brief insight about the extent of the method and its single elements, like competencies, aspects and contexts. Each of these elements is described in detail and its interrelation has been clearly presented. Furthermore, it has been described how the method can be applied and who the target group can be.

Competency Management – description of the new approach: Method of Competency Assessment in Work Contexts (CAWC)


Determine the videos and articles about MCAWC subjects and contents

In total eleven videos have been produced (as pre-defined in the work programme); their titles which have as well been pre-defined have been kept and the required language versions are available.

As a second activity 16 articles have been elaborated. Their content has been tailored around the main finding of the research work that has prior to this activity been performed. The articles are available in English plus the three partner languages. They explain in an easy and understandable way the main ideas and concepts of the project and can be understood as good starting point for persons, who are interested in using the CAWC method.

Videotutorials (available on ABC Management Youtube)

1. Competency management as a part of management system

2. The need of the new approach to the competency assessment concept

3. Proper competency assessment as a base for competency management

4. Work contexts what is it? Kinds of contexts

5. Situational cases as a approach which gives a contexts into assessment

6. Defining tasks and competencies

7. Choosing competencies according to the right contexts

8. Developing of competency assessment

9. Different kinds of competency reports

10. Result analysis on individual and organization levels

11. Building Individual Development Plans

Articles to read:

1. Competency management as a part of management system

2. The need of the new approach to the competency assessment concept

3. Proper competency assessment as a base for competency management

4. Work contexts what is it? Kinds of contexts

5. Situational cases as a approach which gives a contexts into assessment

6. Defining tasks and competencies

7. Choosing competencies according to the right contexts

8. Developing competency- based assessment

9. Different approach to the competency management in companies

10. Result analysis on individual and organization levels

11. Building Individual Development Plans


 The set of situational cases

The aim of this output is to define the most needed competences, which will in a next step as well be included in the ABCM tool. After defining the competencies the team will develop the situational cases, which are tailored around these competencies. It is planned to develop 1.000 situational cases, which are the core of the Competency Assessment in Work Contexts Method. For each competence 5 aspects will be defined – this is where the number of 1.000 situational cases results from. Each case will contain the following elements:

  • Solid description of the situation
  • Three potential behaviours
  • In depth comments on six combinations of answers

In a first step a report on the most needed competencies on the European market will be elaborated. Secondly, the chosen competencies will be described according to the rules of the CAWC Method, including aspects and work contexts.

For developing the cases in high quality the consortium members will be trained and participate in a Learning Activity for cases development.

At the end of this Learning Activity the effective case production will start. All case developers have now the same level of knowledge and equal understanding on how the cases should be developed.


The following results have been prepared:

Key competencies for European labour market

This research activity consisted of two main elements – a huge literature review as well as a survey that was performed among businesses and trainers. The results have been summarised in the ‘Key competencies for European labour market’ report. The aim of this activity was to define the 20 most relevant key competencies. Besides outlining which documents and websites have been used for preparing the theoretical bases and by outlining the results from the survey, the report lists the competencies, which are in a next step used for the ABCM tool.

How to develop cases properly?- instruction for consultant and HR about how to prepare cases for particular organisation

This internal guideline has been developed to have clear instructions on how to develop the cases properly. Frist of all, it has been briefly explained, how cases are defined and then it is step by step outlined, in which way the cases should be developed. Finally, an example has been provided on how a case should look like.

The Set of 20 competencies each with general definition, 5 aspects each describe by definitions and 10 work contexts 

This document outlines the 20 competencies and provides for each a brief description and defines for each five aspects. Furthermore it lists the work contexts on which the consortium partners have agreed on. This document serves as good base for the contextual cases´ development.

Learning Activity

The aim of this learning activity is to learn how cases are developed. During the training, the consortium members got familiar with the method and learnt the rules which are relevant for developing the cases.

This first learning activity took place in January 2016. The activity has been led by e-peers and two persons from each partner organisation attended the five days meeting.


Examples of cases visual attractiveness:

Creativity, aspect 1

Teamwork, aspect 3

Result orientation, aspect 1


The set of knowledge pills


Change management

Initative and Autonomy



Customer orientation


Conflict management

Self management

Self development

Result orientation

Resource management



Learning to learn



Decision making


Cross cultural Awareness


Implementation Guide/Tools

The aim of this output is to develop instructor's manuals, student's books and handouts for following workshops:

1. Workshop in which competencies which are needed are recognized

2. Short recognition sessions for assessment's participant (including observers)

3. Workshop in which assessment reports are distributed and interpreted

4. Recommendations for those who will conduct coaching sessions in which development plan is built


The following guidelines and tools have been prepared:

Training Manual: How to conduct CAWC workshops to interpret assessment reports? (For trainers and consultants)

The training manual gives a deeper insight on how to effectively conduct CAWC workshops for the interpretation of the assessment reports. It explains and interprets the results obtained from taking the Competency Assessment based on work Context (CAWC) and to assist the individuals in defining their Personal Development Plan (PDP). This manual has especially been elaborated for trainers and consultants. The overall document is very well structured and provides in chapter one a brief introduction about the main principles about adult learning and outlines the target groups for which the CAWC method might be of added value. The main chapter, chapter 3 explains the key principles which should be taken into consideration when performing a workshop for interpreting the CAWC results. The proposed steps are adequate and explained in sufficient detail

Guidelines: How to develop new cases and contexts?

These guidelines give a deeper insight on how to develop new cases and contexts. The brief document is logically structured and presents in a first step the overall approach – the Competency Assessment based on Work Contexts method (CAWC) of the Agile Based Competency Management project (ABCM) and explains its single elements in sufficient detail. Chapter 2 describes in short the Situational Judgement Test, on which the CAWC method is based on. In chapter 3, the process on how new cases and contexts can be elaborated is explained. Additionally, the added value of developing new cases is discussed. Seven stages are defined, which structure logically the overall approach. The provided explanations are of sufficient detail and allow the interested user to develop new cases and contexts in an adequate manner.

Guidelines: How to build Individual Development Plans (IDP)?

These guidelines give a deeper insight on how build Individual Development Plans (IDP). The brief document is logically structured and describes at the beginning the general concept that stands behind an Individual Development Plan. It explains the responsibilities of both, the employee and the supervisor in completing the Individual Development Plan and outlines a step-by-step process for preparing and Individual Development Plan. In general, this document helps to analyse career goals and objectives, to learn how to make and IDP, to prepare a formal IDP, to analyse the organisations needs for individual development planning, to get ready for the employee-supervisor conference and finally to find and use resources for individual development planning. For developing an individual development plan a seven step approach is proposed, which follows a logical structure and takes relevant actions into consideration. In a next step the link to the defined ABCM competences has been made, which shall be taken into consideration for the development of the IDP. Additionally, a template for designing the IDP has been provided. The guideline can be understood as valuable hands on material, which supports the elaboration of Individual Development Plans.


Strategic directions

Method of Competency Assessment based on Work Contexts – presentation
Assessment process and interpretation of results – presentation

The two presentations can be understood as additional supporting documents for trainers and consultants and can be directly used in their workshops. They summarise the main findings that have been explained in detail in the training manual as well as in the two guidelines (How to develop new cases and contexts? and How to build Individual Development Plans (IDP)?).

In brief, in the first presentation the CAWC method is presented, the key competences as well as the different work contexts are outlined as well as a link to the aspects presented. Additionally, the rating system is explained and reference to the knowledge pills has been made. And finally, the stages for using the CAWC method are presented.

The second presentation presents the fundamentals of the CAWC results calculation, describes the process of selecting response options and explains how points will be assigned and final results produced. Finally, it gives a brief insight on how to interpret the assessment results at individual level.

These presentations are helpful hands on materials, which can simply be used by trainers and consultants, when performing a workshop. They serve as good basis and starting points and give a clear insight about the overall system and approach.

Short videos:
IDP: What is it and what is it for? – video
Work contexts: How to select them appropriately? – video
Assessment results: How to generate and to interpret them? – video


Conference presentations


Zarządzanie kompetencjami- definiowanie pojęcia, czynniki sukcesu i popełniane błędy (Grzegorz Filipowicz)- Polish version

Zarządzanie kompetencjami w wybranych przedsiębiorstwach w Austrii, Hiszpanii i Polsce- wyniki badań międzynarodowego projektu badawczego pt. "Agile Based Competency Management"- Polish version

Badanie kompetencji w oparciu o testy sytuacyjne (Metoda CAWC) Agile Based Competency Management (Artur Olszewski, Krzysztof Mironowicz)- Polish version

Agile based competency mananagement- about the project (J. Laister) - English version


Conference photos