Perspectives on competency development


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  • 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

    1. 1. SSE/XXXXX/YYY/ZZZZ $Revision: xx.xx $ From business to competencies and back againpage 1 COMMERCIAL IN CONFIDENCE
    2. 2. Agenda About Systematic Organisational challenges 4 perspectives on development  1:450  Why  Time2performance  Highly specialized workforce?
    3. 3. Consistency of supply Page 5
    4. 4. 1:450
    5. 5. 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. 6. Why
    7. 7.  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
    8. 8. 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
    9. 9. Impact thinking
    10. 10. 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.
    11. 11. Case: Consulting
    12. 12. Time2performance
    13. 13. Alignment Contributors Involved Goals Roles & responsibilities Design activities validate development Define: LeadInvolved realism Hours to invest? Are we ready? Why?Impact?
    14. 14. The 3 golden questions What have you been doing since last meeting? • What would you do differently to achieve improved outcomes? • What learning have you been provided with?
    15. 15. “Training is a wonderful last step in bringing about changedorganizational and personal behavior, but a pathetically useless first step” David Maister
    16. 16. Highly specialized workforce?
    17. 17. 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.
    18. 18. Channels for learning Formel Sparring Uformel Kurser Certificeringer Læringskultur Uddannelse Netværk Åbenhed Efteruddannelse Sidemandsoplæring Pionerånd interne Konferencer Kollegasparring Uformel videndeling kurser Eksterne netværk Coaching Vinderfølelser Feedback Konkurrence Mentor Samarbejde Føl Udviklingstrang Rotation Tillid Litteratur Nye opgaver Projektarbejde Teamorganisering Projektorganisering Generalistarbejde Specialisering Refleksion
    19. 19. CaseKnowlegde networks
    20. 20. 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.