Competencies of Flemish Judocoaches A and B

Introduction: The European parliament has been approving the European Qualification Structure (EQS). This structure consists of competencies of all jobs, classified in numbered levels (OECD, 2005). A job, described in a qualification profile, will give visible expectations and can be objectively evaluated. This study aims to determine the competencies of the judocoach and create a framework in which he/she works.

Method: The Delphi method was used to personally interview Flemish qualified judo experts (in different rounds) to ensure that all coaching views/opinions were recorded and that finally a consensus could be reached (Linstone and Turoff, 2002).
In the first round the core tasks were determined with their associated "knowledge", "skills" and "attitudes". In the second round, all listed items were located by the experts in a particular (Flemish) trainer level. From their, in the final round, the competencies (combination of knowledge, skills and attitudes) were composed (using COMET, 2003) and proposed to the experts for confirmation in a consensus meeting.

Results: There were eight competencies formed, namely: communication, tracking changes, feedback, individualization, working pedagogic and didactic, set up plans, working in team and technical and tactical instructions. These competencies are further developed as the coach reached a higher level. The competencies are completed differently depending on the context (main task) in which the coach works. The judocoach B has six main tasks including competitive training, recreational training, coaching, mentor/supporting, information gathering and talent detection. The judocoach A has seven main tasks including competitive training, recreational training, coaching, mentor/supporting, information gathering, talent detection and sports leadership.
During the study it became apparent that the experts lacked a (higher) coachlevel to put 5 specific tasks in: competitive targeted training, coaching, supporting, information gathering and sports leadership.

Discussion/conclusion: A framework was formed combining age and level of judokas with the level of the coach (with their respective determined tasks and competencies): the young talented judoka should grow and develop on the national level with a judocoach B, whilst a judocoach A has to lead him to a high international competitive level and finally the judocoach of higher level will guide the international top athlete (World Championships, Olympics)

References:
COMET, the competency modeling toolkit, Copyright, Open University Holland, Onderwijs-technologisch Expertisecentrum, 2003 (http://www.open.ou.nlast/comet_eindversie/index.htm)

OECD, The definition and selection of key competencies, 27 may 2005 (http://www.oecd.org/edu/statistics/deseco)

Linstone, H., Turoff, M., (2002), Introduction, The Delphi method: techniques and applications, pp 3 - 12, (http://wwwis.njit.edu/pubs/delphibook)