Impactthinking is about the red linebetweenourgoals and the acivititesprovided to reachthese.Whatwe do to underpin the red line is:Precourse meeting (participants, manager): alignment, prepare for a precisedialogueImpactmaps – clear expectations, focus for your attendance in the courseAction plan: A strongtool for implementation of yourskillsImpactevluation:ValuecreationInitiated actionsRelevanseRessourcesTeam supportManager support
Hvad betyder 70-20-10 modellen;70 – cases i træningen, inddragelse af dig som ekspert i design af aktiviteter20 – bevidstgørelse hos leder og team omkring deres rolle ift. udvikling/impact meetings & maps10 – Relation to next slide: Wetry to enforce the relation between the 10% via the 20% to the 70% - meaningthatyouactuallybuild on yourskills and act it out in yourwork.
BudskaberDGADE - ønsket om at skabe sammenhæng mellem forretningsmål og aktiviteter I KN, gøre udbyttet af KN akt. målbare TSD - synliggøre aktiviteter der understøtter forretningsmål + andre initiativer i aktivitetsplanenTSD - skabe fokus for de forskellige indgang til KN og intentionen med disse
Perspectives on competency development
SSE/XXXXX/YYY/ZZZZ $Revision: xx.xx $ From business to competencies and back againpage 1 firstname.lastname@example.org COMMERCIAL IN CONFIDENCE
Agenda About Systematic Organisational challenges 4 perspectives on development 1:450 Why Time2performance Highly specialized workforce?
Competency development in Systematic Employee Systematic Project DPA – discussions / Strategic needs / Customer- Individual needs business plans and project need Strategic and ”shared” competency needs Operations Improve- ment Board (OIB) Systematic’s training program Certifications Ad hoc development programs Individual Systematic-specific Project-specific
6 mio. DkrPredictable training 8000 hoursimpact distribution Costs Did not try at all Tried it to some extend Tried it and got but gave up possitive results 15 % 70 % 15 % Unrealized value Return Brinkerhoff Study, Josh Bersin and Associates, 2008
Factors that Determine Impact BEFORE DURING AFTER•PURPOSE •INSTRUCTION •APPLICATION•GOAL •TIMING •FEEDBACK•PREPARATION •MATERIAL •SUPPORT•NEED •CONTENT AND CASES •INCENTIVES•MOTIVATION •INSTRUCTORS •OBSTACLES > 40 % < 20 % > 40 % Produce effective Create focus and Support performance training intentionality improvement interventions
1. alignment of learning “What is the best activities with goals structure for 2. anticipating successfacilitating learning 3. learning alliance of learner with that will result in supervisor/bossachieving business 4. application of learning to goals” achieve business goals; and 5. accountability for business results.
Development activitiesLearning philosophy 70% from real life and on- 10% the-job experiences, tasks and problem solving 20% 20% from feedback and from observing and working 70% with role models. 10% from formal training.
Business impactEnsuring purposefull initiatives and 360° commitment Support of the business Faster implementation of changes based on commitment and voice of the expert (YOU) Better execution of projects – we reduce the amount of rework and doing the same mistake twice. Inspire our customers Reduce the time to performance through high competency level of professionals Decrease the level of risk in projects – by testing potentials in new technologies etc.