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Preparing for a Job that doesn’t exist yet - Pete Baker Maersk Line iRecruit 2014 Presentation

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Organisations are in a continued state of transformation. Strategies are changing, roles are changing , and required capabilities are changing. This means that almost all roles will look different in …

Organisations are in a continued state of transformation. Strategies are changing, roles are changing , and required capabilities are changing. This means that almost all roles will look different in the future compared with how they look today. In effect, many roles which will be important in the future do not even exist today. Traditional approaches to learning and talent management are based on the assumption that we can identify required “competencies”, and hence use development experiences and training to build the required competencies. However, this concept is static and we end up developing people to do “today’s” work more effectively, rather than preparing them to do tomorrow’s work. The presentation will use examples from Maersk Line, the world´s largest container shipping company, on their efforts to orient their learning and talent programs towards this new reality.

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  • 1. Preparing employees for roles that do not yet exist Pete Baker Global Head of Learning and Organisation Development Maersk Line
  • 2. QUESTION  How many of you are doing the same job now that you were doing 5 years ago?  Even if it is the same ”title”, is it really the same work?
  • 3. QUESTION How is your work different compared to 5 years ago? Differences in?  Strategies,  Priorities,  Structure,  Tools,  Systems and Processes  Stakeholders  Customer needs
  • 4. Can you predict now how your work will be different in 5 years?
  • 5. “ ” Whosoever desires constant success must change his conduct with the times. — Niccolo Machiavelli
  • 6. Competencies The traditional “competency” based learning approach may not serve us well. COMPETENCY MODELS (The traditional approach)  Groups of individual competencies are organised into competency models.  Identify the essential skills, knowledge, and personal characteristics needed for successful performance in a job.  Demonstrate that the behaviours and skills you identify and develop are proven predictors of success.  Identify the traits of top performers. How does this apply when the skills required will change in the future??
  • 7. How do you prepare people for future roles when you cannot predict the future??  Set the right expectations!!  The change journey is ongoing  Career planning is not static  Focus on more ”core” competencies that are more likely to apply even as the business changes.  Apply a ”just in time” approach to job specific competencies – training only at the time of need (not in advance of the need!). Slide no. 7Department
  • 8. ”Core” competencies are more flexible than role specific competencies Slide no. 8Department Core Competencies (examples)  Communication (written, verbal)  Teamwork  Planning & Organizing  Accountability  Creativity  Client Orientation  Commitment to Continuous Learning  Technological Awareness Leadership Competencies (examples)  Vision  Empowering Others  Building Trust  Managing Performance  Judgement/Decision-making
  • 9. Agility in Organisations What are the critical traits of an agile business? Select up to three. Source: Ecomonist Intelligence Unit 9% 17% 22% 29% 31% 34% 34% 44% 61% 0% 10% 20% 30% 40% 50% 60% 70% Unified/flexible application infrastructure Continual process improvements/Six Sigma Lean operations Decentralised or “flat” management reporting structure Flexible management of teams and human resources The ability to access the right information at the right time Accountability and credibility A high-performance culture Rapid decision-making and execution
  • 10. Thank you! Pete Baker Global Head of Learning and Organisation Development Maersk Line