The Future Learning team has conducted competency analyses for upwards of 50 occupations in many sectors to conduct training gap analysis studies, to develop frameworks for curriculum development, and to establish human resource development strategies. Future Learning Inc. uses the DACUM (Developing A Curriculum) approach; a proven, efficient methodology that involves occupational representatives and industry stakeholders and uses a consensus approach to develop the final product. It results in the development of competency documents that are relevant to management and employees; these documents can then be quickly implemented within the organization.

We have applied the DACUM approach for many organizations, including the Electricity Sector Council (ESC), the Mining Industry Human Resources Council (MiHR), BioTalent Canada, Environmental Careers Organization (ECO) Canada, Building Aboriginal Environmental Human Resources (BEAHR), the Canada Prenatal Nutrition Program – First Nations and Inuit Health Component (Health Canada), Canadian Trucking Human Resource Council, Canadian Tourism Human Resource Council, the PEI Department of Health and Social Services, the Charles Schwab Company, the Atlantic Lottery Corporation, Maritime Electric Company, Business Travel International (BTI), Queens Region Health, and others.

Competency analysis is a foundation upon which to build a variety of human resource development initiatives. This adaptable, flexible and scalable tool has been used to:

• provide a systematic approach to human resource development
• customize training delivery to the individual or organization
• evaluate suitability of training programs to promote job competence
• provide employees with a detailed job description
• develop job ads
• interview and select personnel
• conduct performance appraisals
• target training to skills that require development
• give credit for prior knowledge and experience
• focus on performance improvement
• promote ongoing employee performance development
• identify employee readiness for promotion
• guide career development of employees
• develop modular training curriculum that can be cluster as needed.
• develop learning programs

The competency analysis model encourages that the confirmed performance rating is reached through mutual understanding between the employee and the employer. This process requires a high degree of dialogue and trust between the employer and employee and is probably the most powerful and meaningful activity of the model. When this dialogue takes place, there is greater understanding of job expectations. The fact that the skills required for the job have been jointly identified by the employer and the employee promotes objectivity and common understanding of job expectations.