Competency model 'Skilfully developing data-driven systems'

Which competencies does a team need to develop responsible data-driven systems and artificial intelligence (AI)? The competency model 'Skilfully developing data-driven systems' helps you answer this question. It explains the necessary knowledge, skills and attitudes of employees who design and develop technological innovations. Team leader(s) and management also influence the development process, which is why the competency model also includes competencies for them.

In this explanatory document, we take a closer look at the use and composition of the model, which contains 3 categories, 13 competency groups and 43 competencies.

The model is dynamic and can be used for various purposes:

1. Not every team member is expected to have all the competencies in the model, but the team as a whole should. A team leader can, for example, use the model to see which competencies are less (or not) present in the team. This might inspire the team leader to recommend further training or retraining courses to team members or to take on new employees who can strengthen the team.
2. In a recruitment or development interview between a (potentially new) employee and a human resources manager, the model can serve as a guide to gauge current knowledge and skills, but also interest in further training.

The model contains 3 categories: knowledge (dark blue), skills (light blue) and attitudes (green). The knowledge and skills categories refer to what you need to know and be able to do to develop responsible technological innovations. The attitudes category describes personal attitudes, beliefs and ambitions that are important for the development of such innovations, but are also of general interest.

To develop responsible technological innovations, the team must have a great deal of theoretical information. This information translates into in-depth knowledge in 3 competency groups.

Besides theoretical knowledge, a team must also be able to apply this knowledge in practical and work-related situations. To strengthen their skills, practice is required. In other words, the more experience a team has in performing actions or tasks, the stronger the skills will be. The practical knowledge is spread over 5 competency groups, of which the last competency group is mainly aimed at team leaders and/or management.

The attitudes of the team members, such as their personal emotions, thoughts, beliefs and their position regarding a technology, the organisation and society in general, also influence the development of responsible technological innovations. Values, norms, personal ambitions and motivation determine the attitudes of a team. The attitudes include 5 competency groups that are not just important, but essential for the development of technology.

We would like to thank everyone (the advisory board, experts and workshop participants) for their feedback and adjustments to the model. Thank you very much!