The Evolving Role of Competence Management within an MRO

Presented by Steven Bentley, FRAeS CEO of Sofema Aviation Services and Sofema Online. Sofema currently provides over 30,000 online regulatory training enrollments per year.

A question that could be asked is, “Do you train your workforce because you want to, or do you have to”?  This is a question with a deeper meaning. It is a very valid and real question – because often, underperformance (including financial outcomes) within the MRO environment relates to competence issues.

Steve Bentley Comments, “Whilst many of our over 2000 clients have very broad training programs, some do, in fact, choose to limit their staff training by ensuring the primary focus on ensuring compliance with mandatory requirements only – Steve would describe this as a missed opportunity.”

It is generally understood & accepted that without optimizing competence, there is a higher likelihood of errors and inefficiencies in daily operations. This can lead to delays, increased turnaround times, and bottlenecks in the workflow, ultimately reducing productivity and profitability. Inadequate training and competence management can lead to employee frustration, as staff may feel unprepared or unsupported in their roles. This can affect turnover rates.

Finally, the combination of inefficiencies, safety risks, regulatory penalties, and loss of business all contribute to financial losses. Poor competence management can erode profit margins, increase costs, and lead to missed opportunities for revenue growth.

Richard Branson famously commented:

 – “Train people well enough so they can leave, treat them well enough so they don't want to”.

 – “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”

Maintaining workplace competence in EASA Part 145 Maintenance Organisations is not only a regulatory mandate but also essential for business success.

Meeting the Challenge

Driven by the continuing need for improved revenue through efficient business practices, the need for comprehensive competence management across all roles will only intensify.

EASA Part 145 Maintenance Organisations must take a proactive approach, investing in workforce solutions and continuous training to ensure competence is maintained across all business processes.

By adopting best practices and fostering a culture of learning and improvement, these organisations can not only meet regulatory requirements but also achieve operational excellence and long-term success.

Competent employees have the necessary expertise to perform their tasks accurately and efficiently. When employees understand their roles, possess the required skills, and are familiar with the tools and processes they need to use, they can complete their work with fewer errors and less need for supervision. This reduces the time spent on correcting mistakes, reworking, or troubleshooting, directly contributing to greater efficiency.

The Challenge of Maintaining Competence Across All Roles

Operational standards should drive compliance while also fostering a culture of competence across all roles.

Competence in an EASA Part 145 Maintenance Organisation is crucial and extends beyond technical skills.

• It includes the full spectrum of abilities, behaviours, and attitudes necessary to ensure safe, efficient, and regulatory-compliant operations.

To achieve this, competence management must be integrated across all business processes, involving every employee—from logistics and production to quality and safety—so that everyone meets the high standards demanded by the aviation industry.

Integrating Competence Management Across Business Processes

To achieve operational excellence, competence management must be woven into the fabric of every business process within the organisation.  While basic training, including obtaining an Aircraft Maintenance Engineer's (AME) license, provides foundational knowledge, it does not always equip technicians with the specialized skills required for specific tasks, such as advanced aircraft inspection techniques.

Staff in logistics and production support roles, including planning, must be competent in managing workflows, tooling and inventory, optimizing the supply chain and ensuring the timely availability of parts whilst adhering to production schedules.

Safety and Quality assurance personnel play a critical role in managing risk and monitoring and enforcing compliance across the organisation. Their competence is key to identifying discrepancies and ensuring that all processes meet the required standards.

Best Practices for Competence Management

Ensure Effective Ownership of the Competence Process (Critically Important)  Develop a detailed framework that outlines the skills, knowledge, and behaviours required for each role within the organisation.

Provide regular training opportunities tailored to the specific needs of different roles, whether technical, logistical, or managerial. (Ensure these opportunities are fully met – half-empty classrooms are an indicator of poor engagement) Ensure training programs are specific to the needs of each department, ensuring relevance and effectiveness.

Conduct regular assessments of employee competence across all roles. Align workforce planning with the organisation's objectives, ensuring that all roles are filled with competent individuals who can meet both current and future demands.

Develop a robust system for assessing and improving employee performance across all roles. This system should encourage continuous improvement and career progression.

Final Thoughts

Workplace competence is a cornerstone of organizational efficiency. When employees are competent, they can perform their tasks effectively, utilize resources wisely, and adapt to changes seamlessly.

By investing in competence development, organizations can not only enhance efficiency but also drive long-term success and resilience.

Next steps

For more information, contact us at [email protected].