The Standard

Competency Model

The competency model outlines what is required to meet Zero Outage criteria. In addition to functional skills, interpersonal and methodical competencies are just as vital for success. An organizational environment is needed as a solid foundation to support these.

 

Description

Define the minimum criteria an organization or company needs to provide to successfully manage its people and their outcomes in accordance with Zero Outage standards. These criteria enable people to provide a ZO service and to foster a ZO culture. According to ZOIS, a professional continuous improvement framework is key.

Key Competencies

It is critical to develop and sustain a “culture” in the organization where constant improvement and strive for perfection are the norm. But the organization should not aim for general perfection for its own sake but the drive to perfection should always be directed to the desired outcome of Zero Outage.

One of the key traits an organization needs to ingrain in its employees is the willingness to improve constantly and drive things to perfection.
The motives for improvement can be directly derived from the Zero Outage philosophy and the desired outcome in the organization.

There are a multitude of methods which can be applied to establish a “constant improvement culture” in everyday life. One of the most common approaches is the well-known Deming Cycle of "PLAN - DO - CHECK - ACT". In short "PDCA".

Transcribed to the Zero Outage world the different steps of PDCA would entail the following activities:

  • PLAN activities:
    • Measurable business objectives, targets & Service Levels
    • Measurable competency and behavior targets as per ZOIS people standards
    • Financial and resource planning (body leasing, facility, training, tools, etc.)
    • Roles & responsibilities definition (job descriptions)
    • Skills and improvement planning (training, assessments, certifications)
    • Knowledge management mechanisms
    • Activity plan to meet or exceed customer expectations
    • Security, compliance, risk and governance concepts
    • Integrated planning governance and review processes
    • Organizational development plans considering its people
    • Quality and operations management concept
    • Internal and external communications concept
  • Typical "DO" activities:
    • Consequent implementation of defined procedures and processes
    • Implementation of Monitoring for Service Levels
    • Thorough documentation of implemented and defined procedures and processes
    • Rigorous adherence of defined procedures and processes
    • Creation of a “climate” that allows open sharing of experienced deficiencies of processes, platforms and security measures and the correct channeling of these as defined in the "Process" section of ZOIS so that they can be used for further analysis and improvements.
  • Typical "CHECK" activities:
    • Quality and operation monitoring
    • Customer satisfaction and expectation monitoring
    • Progress monitoring for objectives and targets
    • Progress monitoring and reviews of activity plan
    • Review of the Service Levels
    • Performance management process review
    • Employee motivation and satisfaction monitoring
    • Resource management reviews
    • Communication effectiveness reviews
    • Compliance, risk, governance and security, awareness and assurance
    • Knowledge management effectiveness reviews
  • Typical "ACT" activities:
    • Adherence to framework processes. When implementing changes as a reaction to specific findings in the control step it is mandatory to do this in accordance with directives, policies and processes defined by the other ZOIS areas. I.e. usage of change management, adherence to security policies or other directives.
    • Foster completeness of thinking. I.e. encouraging everyone in the organization to keep in mind that improvements can only be made when all components work together.

Description

Define the methodical competencies required to understand the scope of activity and apply knowledge in the most efficient manner in keeping with Zero Outage requirements.

Key Competencies

  • Integration, execution and improvement of Zero Outage within the organization
    • Applies Zero Outage principles, policies and processes as defined by the organization in alignment with ZO best practices
    • Identifies and adjusts relevant principles, policies and processes not meeting customer Zero Outage needs
    • Integration of customer quality view and perception for Zero Outage processes and policies
    • Increases considerably the level of transparency on outages within the company to ensure right measures
    • Portrays a blameless attitude
    • Practice of lessons learned to aim for the best results based on customer experience.
    • Capable of efficiently prioritizing tasks to meet Zero Outage requirements
  • Effective use of relevant data and information
    • Judges the source and information quality
    • Determines criteria for a successful Zero Outage decision taking
    • Translates data into usable information
    • Summarizes effectively and efficiently
  • Successful creation, renovation and design methods driven by
    • Dedication to Quality
    • Critical thinking methods
    • Ability to find alternative solutions
  • Practice of standard management principles
    • Appliance of methods for achieving desired results must include:
      • Quality management
      • Project management
      • Process management
      • Knowledge management
      • Time-management
      • Problem solving management
  • Required Tools usage
    • Identifies and masters the usage of available tools in the organization to meet ZO requirements

Description

Defining the function-related knowledge and experience needed to accurately perform tasks in accordance with Zero Outage standards. A list of the most common job roles is described in the “People Functional Lifecycle” section.

Key Competencies

The necessary qualifications are always specific to the function and/or organization. It is therefore essential to have an active and functioning skill management system to meet Zero Outage criteria.
We regard the competencies below as applicable to all functions in a Zero Outage environment.

  • Demonstrates expertise in skill and knowledge within areas relevant to one’s own function, work group or role.
  • Develops and contributes to best practices in discipline or specialty area for the work group.
  • Serves as a resource for others with regards to major developments in discipline or specialty area, and facilitates sharing of methods and knowledge.
  • Possesses the required skill levels about security policies.

Consistently managed competencies are vital for adding value and achieving Zero Outage. They must be an integral part of the job architecture and human capital development strategy.
It is not the intention of the Zero Outage Association to define dedicated job roles for Zero Outage environments, but rather enhance existing roles with the necessary Zero Outage competencies.
These job roles are always specific to an organization and their structures, but every function must have the required Zero Outage competencies.

Description

Define the necessary social aspects and behavioral capabilities for working in Zero Outage environments.

Key Competencies

  • Sense of urgency to reduce business impacts
    • Demonstrates personal commitment
    • Understands business criticality & acts according to priorities
    • Responds in a timely matter
  • Pro-active work approach:
    • Can anticipate situations, especially when and how pro-active actions are needed
    • Shows initiative in going beyond responsibilities to achieve goals
  • Communication:
    • Clearly articulates thoughts, facts and ideas to effectively convey information and prevent misinterpretation.
    • Accepts cross-cultural differences and adapts communication style accordingly
  • Teamwork:
    • Promotes cooperation, collaboration and flexibility in working with others.
    • Creates synergy within the team, department and alliances inside, outside and across the organization
    • Contributes to and accepts consensus
    • Adjusts behavior to form team unity
  • Sense for quality:
    • Understands and monitors quality levels
    • Committed to accuracy
    • Pursues continuous improvements
    • Identifies the cause of a problem and acts accordingly
  • Decision making:
    • Considers risks and impacts and takes steps to mitigate them
    • Quickly and effectively identifies alternative solutions
    • Actively looks for discrepancies and inconsistencies in available information.
    • Makes informed, timely and effective decisions, distinguishing between relevant and irrelevant information, and consulting others, when appropriate.
    • Sticks to a decision even when faced with resistance or opposition if appropriated
    • Creates synergy within the team, department and alliances inside, outside and across the organization. Adjusts behavior to form team unity
    • Contributes to and accepts consensus
    • Takes accountability and/or responsibility for his/her decisions.
  • Adherence to processes:
    • Has discipline, willingness and commitment to closely comply with established processes
    • Constantly identifies ways to improve in order to optimize outcomes.
  • Outcome oriented:
    • Has a clear understanding of required business results and puts in persistent efforts to accomplish desired outcomes.
    • Demonstrates a strong sense of ownership and a commitment to achieve meaningful results
  • Learning from mistakes:
    • Is receptive to feedback
    • Is willing to admit errors
    • Is able to share experiences and lessons learned
    • Perceives errors as an opportunity to improve
  • Conflict resolution and mediation skills:
    • Resolves disputes and establishes common ground
    • Builds consensus among different views
    • Fosters commitment between parties
  • Reliability and credibility:
    • Is respected as a credible source and acts as a role model
    • Behaves in a truthful & loyal manner