Last Updated on October 30, 2025 by Melissa Lazaro

Why Resources Make or Break a Certification Body

In my experience, most certification bodies underestimate Clause 6 until accreditation time—then the findings start rolling in.

Assessors don’t just check whether you “have enough staff.” They look at how you manage competence, subcontractors, training, and even the systems supporting certification activities.

Clause 6 of ISO/IEC 17024 is about one thing: making sure your people and infrastructure are capable, impartial, and well controlled.

This guide walks you through how to meet every key requirement, step by step—from defining competence to managing external resources—so your system doesn’t just look compliant but works.

You’ll learn how to:

• Build a competence matrix that satisfies accreditation assessors
• Manage subcontractors without losing control of impartiality
• Maintain infrastructure and technology that support valid certification decisions

Understanding Clause 6: What “Resources” Really Mean

When the standard says “resources,” it’s talking about everything that enables your certification body to function—not just finances or facilities.

That includes:

• Your staff (internal and external)
• Your technical experts and evaluators
• Your training and monitoring systems
• Your IT platforms and infrastructure

Clause 6 exists to ensure you have the right people, with the right skills, using the right systems to deliver impartial, reliable results.

Here’s what I’ve noticed: many certification bodies focus heavily on their documents but neglect competence. A beautifully written manual won’t save you if your evaluators aren’t properly trained or your subcontractor isn’t under control.

Pro Tip: Treat “resources” as living assets—evaluate, monitor, and improve them continuously, just like your processes.

Common mistake: Assuming “resources” only mean money or facilities. ISO 17024’s focus is human competence and system capability.

Personnel Competence and Qualification Criteria

Clause 6.1 requires you to define competence for every role that affects certification. That means more than just job titles—it’s about specific knowledge, skills, and behavior needed for impartial certification.

Typical roles include:

• Examiners and evaluators
• Technical experts
• Certification decision-makers
• Administrative support handling applications or results

Start by creating a Competence Matrix that links each role to:

• Minimum qualifications (education or professional background)
• Experience (years in field, type of industry)
• Required training (e.g., ISO 17024 awareness, evaluation techniques)
• Evaluation method (observation, written test, performance review)

One certification body I worked with struggled during their initial assessment because they had experienced evaluators—but no records proving it. Once we set up individual competence files and re-evaluation schedules, their surveillance audit went flawlessly.

Pro Tip: Keep competence evidence current—especially when schemes or standards change.

Pitfall: Hiring industry experts without verifying their understanding of impartiality and certification ethics. Technical skill alone isn’t enough.

Training, Monitoring & Ongoing Evaluation

Competence doesn’t end at onboarding. ISO/IEC 17024 expects continuous monitoring, training, and performance review.

That means your certification body should:

• Provide initial training on impartiality, procedures, and evaluation techniques.
• Conduct shadow assessments for new examiners or evaluators.
• Perform annual evaluations using direct observation, candidate feedback, or exam performance analysis.

Pro Tip: Run peer-review or calibration sessions where evaluators compare decisions. It helps maintain consistency and gives assessors proof that you monitor performance effectively.

Common mistake: Treating competence checks as a “tick-box” HR exercise. Assessors expect evidence of active evaluation—like observation reports, re-training logs, or corrective actions for inconsistent performance.

Managing External Resources and Subcontractors

Outsourcing is common—but ISO 17024 makes one thing crystal clear: you can delegate activities, not responsibility.

If you subcontract tasks like exam delivery, proctoring, or candidate assessment, you’re still fully accountable for impartiality, confidentiality, and compliance.

Here’s what a compliant system includes:

• Documented procedure for selecting and approving subcontractors.
• Signed agreements defining roles, confidentiality, and impartiality.
• Periodic performance reviews and competence reassessments.
• Records of oversight activities.

I once helped a body that outsourced their entire online exam process. They passed accreditation because they retained control of exam content, decision-making, and data security—even though the platform was managed externally.

Pro Tip: Evaluate subcontractors with the same rigor as internal staff. Use checklists, audits, or observation reports.

Pitfall: Using freelance assessors without signed impartiality and confidentiality declarations. Assessors will flag it instantly.

Infrastructure, Facilities & Technical Support

Clause 6 also covers the physical and technical infrastructure needed to support fair, secure certification.

For in-person exams, that means suitable facilities, controlled environments, and calibrated tools (if used).
For online exams, it means secure IT systems, reliable communication tools, and data protection measures.

Example: One organization demonstrated excellent compliance by validating their remote exam system—proving identity verification, time control, and anti-cheating mechanisms.

Pro Tip: Treat your software as part of your resource system—maintain validation records and change-control logs.

Common mistake: Overlooking IT resources as “non-physical.” Assessors will still expect documentation proving functionality, confidentiality, and availability.

Resource Planning and Management Review Integration

Clause 6 doesn’t stand alone—it connects directly to Clause 10 (Management System). That means your management review must evaluate resource adequacy and competence effectiveness.

Include these points in every management review agenda:

• Resource sufficiency (staff, infrastructure, subcontractors)
• Training effectiveness results
• Competence gaps or performance issues
• Future needs for scheme expansion

During one project, a certification body added a “Resource & Competence Dashboard” to their management review file. It summarized staff qualifications, training schedules, and subcontractor evaluations in one page—assessors found it excellent evidence of Clause 6 compliance.

Pro Tip: Make resource review a standing item in your management-review minutes—it shows ongoing control.

Pitfall: Waiting until the next accreditation visit to discover expired qualifications or unmonitored subcontractors.

FAQs

Q1: Can we subcontract all certification activities?
Not all. You may subcontract technical or administrative tasks, but certification decisions must remain fully under your control.

Q2: How often should staff competence be reviewed?
At least once a year, or more frequently if scheme requirements, technology, or job roles change.

Q3: Do freelance evaluators need to sign impartiality declarations every time?
Yes—each engagement should include updated declarations to maintain transparency and traceability.

Competence Is the Core of Credibility

Clause 6 reminds us that certification isn’t about systems—it’s about people and capability. Your assessors, examiners, and technical experts represent your brand’s credibility.

When you invest in competence, training, and infrastructure, you build trust. Assessors see it. Clients feel it.

Next step:
Review your competence matrix, training records, and subcontractor agreements this week. If they’re outdated or inconsistent, update them before your next audit. Your credibility depends on it.