Understanding Competence

Clause 7.2 in most management system standards that follow the High-Level Structure (HLS) requires organizations to retain evidence of employee competence, often interpreted narrowly as training records. However, both organizations and auditors sometimes overlook that competence, as defined in ISO 9000 (Clause 3.10.4), is the ability to apply knowledge and skills to achieve intended results—not just attending training sessions.
This means auditors should focus on whether employees can effectively perform their roles and deliver results, not simply whether they’ve received formal training. Similarly, organizations should be able to demonstrate that their people are truly equipped to fulfill their responsibilities within the scope of the system.
Importantly, ISO standards don’t mandate anything beyond what good hiring and onboarding practices already cover. If an organization can show more—like innovative or hands-on approaches to skill development—that’s considered a strength.
For example, in one of my past roles in a manufacturing company, most training was informal: junior operators were paired with experienced ones to learn on the job. Although there were no written or digital training records, we never received a nonconformity during audits, because the operators clearly demonstrated competence in delivering customer requirements. We later updated our procedure to formally recognize this buddy system: if, after a probation period, both the senior operator and supervisor confirmed the new hire was capable, HR would proceed with their permanent hiring. This became our documented evidence of competence.
During audits, if auditors notice recurring issues—like frequent operator errors, high employee turnover, or employees who seem unaware of procedures or work instructions—they may suspect a deeper issue rooted in lack of competence.
Another valid form of competence evidence is the hiring process itself. Job advertisements define the expected competencies, and resumes show how candidates meet those expectations. Once hired, employees typically meet or exceed the baseline job requirements. Combined with any certifications or credentials, these records help demonstrate competence.
That said, organizations must do what they say in their procedures. If your documented process says one thing but your actual practice is different, auditors will flag it. While off-site document audits may only compare your system to the standard, on-site audits dig deeper auditors will follow your process and expect to see evidence that matches your own procedures. So it’s important to design a system that fits your organization’s size and complexity. A small business doesn’t need an elaborate training program, but larger organizations with more complex operations should have structured approaches to hiring and employee development.
Ultimately, every organization provides some form of learning to its employees—even if informal. The key is to understand the requirements and be ready to explain and demonstrate how you meet them.
At Aumozition, we help clients build systems that work for their business and support them in meeting these expectations, whether through internal audits or ongoing system coordination. Kindly refer to our website for comprehensive details on our self-paced online training programs.