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GB/T 19025-2023 (GBT19025-2023)

GB/T 19025-2023_English: PDF (GBT 19025-2023, GBT19025-2023)
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Standard ID GB/T 19025-2023 (GB/T19025-2023)
Description (Translated English) Quality management -- Guidelines for competence management and people development
Sector / Industry National Standard (Recommended)
Classification of Chinese Standard A00
Classification of International Standard 03.120.10
Word Count Estimation 11,167
Date of Issue 2023-03-17
Date of Implementation 2023-03-17
Older Standard (superseded by this standard) GB/T 19025-2001
Drafting Organization China National Institute of Standardization, China Aviation Industry Corporation, Fangyuan Mark Certification Group Co., Ltd., Beijing Caishikou Department Store Co., Ltd., Luzhou Laojiao Co., Ltd., Beijing Institute of Mechanical Equipment, Beijing Institute of Remote Sensing Equipment, Xuzhou Engineering Machinery Group Co., Ltd., Yangzijiang Pharmaceutical Group Co., Ltd., Hunan Zoomlion Intelligent Aerial Work Machinery Co., Ltd., Xinjiang Uygur Autonomous Region Standardization Research Institute, Guilin Fuda Co., Ltd., Jiangsu Xiongyue Petroleum Machinery Manufacturing Co., Ltd., Chongqing Yubang Cable Co., Ltd., Kweichow Moutai Co., Ltd., Infinitus (China) Co., Ltd., Beijing Qingzhong Enterprise Management Consulting Co., Ltd., Zhejiang Geely Holding Group Co., Ltd., Guangzhou Automobile Group Co., Ltd., Heye Health Technology Co., Ltd.
Administrative Organization National Quality Management and Quality Assurance Standardization Technical Committee (SAC/TC 151)
Issuing agency(ies) National Quality Management and Quality Assurance Standardization Technical Committee (SAC/TC 151)

Standards related to: GB/T 19025-2023

GB/T 19025-2023
ICS 03.120.10
CCS A 00
GB/T 19025-2023 / ISO 10015:2019
Replacing GB/T 19025-2001
Quality management - Guidelines for competence
management and people development
(ISO 10015:2019, IDT)
Issued by: State Administration for Market Regulation;
Standardization Administration of the People’s Republic of China.
Table of Contents
Foreword ... 3
Introduction ... 5
1 Scope ... 7
2 Normative references ... 7
3 Terms and definitions ... 7
4 Competence management ... 8
4.1 General ... 8
4.2 Determining competence needs ... 9
4.3 Assessing current competence and development needs ... 10
5 Competence management and people development ... 11
5.1 General ... 11
5.2 Planning ... 11
5.3 Program structure ... 12
5.4 Actions ... 12
5.5 Roles and responsibilities ... 13
5.6 Evaluating the impact of competence management and people development programs
... 13
5.7 Determining future competence and people development needs ... 15
Bibliography ... 16
Quality management - Guidelines for competence
management and people development
1 Scope
This document provides organizations with guidelines on establishing, implementing,
maintaining and improving competence management and people development systems
to positively influence outcomes related to the conformity of products and services and
the needs and expectations of relevant interested parties.
This document applies to organizations of any type or size. It does not add to, change
or otherwise modify the requirements of the GB/T 19000 family or any other standard.
2 Normative references
The following documents are referred to in the text in such a way that some or all of
their content constitutes requirements of this document. For dated references, only the
version corresponding to that date is applicable to this document; for undated references,
the latest version (including all amendments) is applicable to this document.
GB/T 19000-2016, Quality management systems - Fundamentals and vocabulary
(ISO 9000:2015, IDT)
3 Terms and definitions
Terms and definitions determined by GB/T 19000-2016, and the following ones are
applicable to this document.
ISO and IEC maintain terminological databases for use in standardization at the
following addresses:
-- ISO Online browsing platform: https://www.iso.org/obp
-- IEC Electropedia: http://www.electropedia.org/
Ability to apply knowledge (3.4) and skills (3.3) to achieve intended outcomes.
[Source: GB/T 19000-2016, 3.10.4, modified, notes removed]
including any limitations, should be evaluated first, and documented information on
specific competence requirements should be maintained where appropriate. The
organization should determine its competence needs at planned intervals and based on
changes in its context.
The organization may choose to use external providers to perform any activities,
including conducting analysis to determine competence needs and assess current
competence levels, as described in this document. If the organization uses external
providers, it should ensure that activities are appropriately monitored and evaluated.
4.2 Determining competence needs
4.2.1 Organizational competence
Competence is directly affected by the organizational context.
When determining the type and level of competence required, the organization should
consider, for example:
a) external factors (e.g., legal and regulatory requirements, technological progress);
b) internal factors (e.g., mission, vision, strategic targets, values and culture of the
organization, scope of activities or services, resource availability, organizational
c) needs and expectations of relevant interested parties (e.g., regulators, customers,
Where appropriate, documented information should be maintained and/or retained to
support and demonstrate:
-- competence needs:
● organizational competence needs relevant to the organization;
● team competence needs (results of established teams or informal group training);
● individual competence needs (qualifications, performance/assessment results);
-- development programs and other new activities;
-- evaluation of the impact of competence development and related actions.
4.2.2 Team or group competence
Within an organization, different teams or groups will require different competences
depending on the activities they perform and the outcomes expected.
When identifying the needs of different teams or groups, the organization should
a) leadership;
b) team or group objectives and intended outcomes;
c) activities, processes and systems;
d) structure of the team or group: hierarchy, number of people, roles and
e) team or group culture and the ability to work together, collaborate and respect.
4.2.3 Individual competence
Individual competence requirements should be identified at all levels of the
organization to ensure that each different role or function is effective.
To determine individual competence, the organizations should consider:
a) external competence requirements;
b) roles and responsibilities;
c) activities related to roles or functions;
d) behaviors (e.g., emotional intelligence; ability to remain calm in a crisis; ability
to stay focused during monotonous work; ability to work with a team, and across
the organization, or with customers).
4.3 Assessing current competence and development needs
The organization should review its current competence levels against the competence
needs identified at the organizational, team, group and individual levels in 4.2 to
determine whether or where action needs to be taken to meet the competence needs.
The organization should:
a) consider existing competence levels;
b) compare it to the required competence levels;
c) use risk-based thinking to prioritize actions to address competence gaps.
5.3 Program structure
The competence management and people development program structure should
a) who the target audience is;
b) when the development objectives will be achieved (e.g., within six months or
before a specified date);
c) how to carry out specific activities;
d) where specific activities are carried out;
e) when specific activities are carried out and how long they will last;
f) how to evaluate development;
g) how to recognize the achievement of objectives (e.g., awards, certifications).
5.4 Actions
5.4.1 Teams, groups and individuals should be encouraged to participate in competence
management and people development planning activities to increase engagement and
5.4.2 Competence management and people development activities at the team or group
level should include:
a) establishing and implementing team or group training programs;
b) developing and delivering a range of targeted communications (e.g., newsletters,
websites, online learning);
c) participating in external conferences, professional forums and networking events;
d) liaising with relevant professional or industry groups;
e) providing support structures to share knowledge and skills;
f) recruiting people to address specific gaps;
g) making structural adjustments to utilize competences within the organization in a
more effective and focused manner.
5.4.3 Individual-level development activities may include:
a) individual learning plan;
b) coaching, guidance and supervision;
c) personal development plan;
d) formal study for qualifications;
e) participating in external conferences, etc.;
f) training (on-the-job training, classroom training, online training);
g) networking events.
5.5 Roles and responsibilities
5.5.1 When implementing development programs, the organization should determine
and identify different roles and responsibilities.
The organization is responsible for:
a) determining who will implement the development program;
b) agreeing on the scope, purpose and target audience of the development program;
c) advancing the development program by providing the required resources;
d) communicating the requirements of the program to relevant interested parties.
5.5.2 The person implementing the people development program and its activities is
responsible for:
a) agreeing on people development program;
b) ensuring that the people development program addresses relevant competence
c) ensuring activities are appropriate for the target audience;
d) managing and executing all parts of the program according to agreed timetables;
e) ensuring that monitoring and evaluation are carried out in an agreed manner.
5.6 Evaluating the impact of competence management and people development
5.6.1 General
The organization should establish methods for evaluating the impact of competence
management and people development programs and related activities based on
competence needs.
When evaluating the outcomes of competence management and people development
programs, the organization should: