Competency Mapping As a Strategic Tool for Workforce Sustainability In a Large Radiation Oncology Physics Program
Abstract
Purpose
Medical physics departments are facing increasing challenges related to workforce aging, an upcoming wave of retirements, and the growing complexity of clinical tasks and required competencies. In large radiation oncology centers, ensuring continuity of care and maintaining high-quality, safe treatments requires not only sufficient staffing levels but also appropriate distribution and redundancy of competencies within the team. This work describes the development and implementation of a structured competency mapping exercise.
Methods
A competency mapping tool was developed using a list of medical physics competencies, largely derived from the COMP competency profile and adapted to the local clinical context. As part of the annual performance review process, a survey was distributed to all medical physicists in the department. For each competency, participants were asked to: (1) self-assess their current level of competency, (2) identify competencies they would like to further develop, and (3) provide their opinion on the importance of having redundancy for that competency within the team. Survey results were analyzed to determine the number of physicists required for each competency based on a risk-informed approach considering task criticality, frequency, and acceptable delay before task completion.
Results
The analysis enabled identification of competencies with insufficient coverage or redundancy, highlighting areas of elevated operational risk. Competencies at risk were prioritized based on clinical impact and vulnerability to staff absences or retirements. The exercise also facilitated the identification of targeted training needs, succession planning priorities, and potential contingency measures to mitigate short- and medium-term risks.
Conclusion
This competency mapping provides a practical, adaptable tool for strategic workforce planning. The competency file can be easily updated to account for retirements, staff turnover, and new hires, allowing continuous monitoring of departmental expertise. Beyond risk mitigation, the process supports professional development planning and fosters team engagement by aligning individual interests with departmental needs.