Competency
Find out what your team can actually do.
A competency matrix built with your supervisors, an assessment that measures against it, and a training plan with real dates and a real total at the end of it.
Most training budgets are spent on a guess.
Somebody asks for a course. A manager approves it because it sounds relevant and the budget exists. Nobody knows whether that person already had the capability, whether somebody else needed it more, or whether the gap that actually threatens the plant was touched at all.
An assessment fixes the guess at the front. It is not a test and it is not a performance review. It is a measurement of a team against a standard the team helped write, and its purpose is to make the next decision a decision rather than a reaction.
GATI does not issue a qualification for this and will not pretend to. What it issues is the matrix, the evidence, and a plan priced against programmes you can see on this site today.
How it runs.
Five stages. The order matters, which is the only reason they carry numbers.
- 01Agree what good looks likeA matrix per role, written with your supervisors rather than lifted from a template. Each line is an observable behaviour at a stated level, so two assessors reach the same answer about the same person. Most of the argument happens here, and it should.
- 02Measure against itKnowledge checks where knowledge is the question, and structured observation where it is not. A pipefitter is not assessed by multiple choice. Every result carries the evidence it rests on, because the first thing a challenged rating needs is the note that produced it.
- 03Read the result as a team, not a league tableThe output is a picture of the group: where capability is thin, where it sits in one person's head, and which gaps actually threaten the operation. Individual results belong to the individual and their manager, and that is put in writing before anybody is assessed.
- 04Turn gaps into datesEvery gap maps to a programme in the catalogue, with its length, its fee and the cities it runs in. You leave with a plan somebody can cost and approve, not a report recommending that training be considered.
- 05Measure againA framework used once is a consultancy invoice. Reassessment on your own cycle, against the same matrix, is what turns it into evidence that the spend changed something.
What you are left holding.
All of it is yours. There is no platform to subscribe to, and nothing stops working when the engagement ends.
- The matrix
- Role by role, level by level, yours to keep and edit. No licence and no renewal.
- The assessment record
- Per person, with the evidence behind each rating and the date it was taken.
- The group picture
- Where capability is thin, concentrated or missing, across the team or the site.
- The training plan
- Gaps matched to real programmes, with dates, fees and a total.
- The reassessment pack
- The instruments and the guidance, so your own people can run the next round.
The gaps land on programmes that already exist.
This is what separates an assessment worth buying from a report. Every gap is matched to a programme in the published catalogue, with the length, the fee and the cities it runs in already attached, so the plan arrives costed.
29 programmes sit in competency development alone, and a plan draws on the whole catalogue rather than that one field. Where nothing fits, the programme is built for you instead, and we say plainly which it is.