Presentation for Canadian Society for Training and Development CSTD 2014 Conference. Tom Gram (Global Knowledge) and Lawrence Stevenson (IT Source, Workforce Optimization, Ontario Public Service)
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Competency-based Learning: A Practical Process and Living Case Study
1. Competency-Based Learning
A Practical Process and Living Case Study
Tom Gram
Senior Director
Leadership and Business Solutions
Global Knowledge
Lawrence Stevenson
Senior Manager,
Workforce Optimization
Treasury Board Secretariat – Central
Agencies I&IT Cluster – IT Source
2. Agenda
• My IT Source Competency Program
Introduction
• Competency-based Learning
Elements and Process
• My IT Source: A Living Case Study
• Questions and Discussion
4. Issues Addressed by Competency-based
Learning
• Skill and performance standards
• Connection between learning and
business needs
• Connection between learning and
individual needs
• Objective skill gap assessments
• Meaningful personal learning plans
• Governance and management
framework
• Unified HR processes with a common
foundation
5. The Elements of Competency-based Learning
Competency-based
Learning Process
Role-based
Learning Paths
Learning
Actions
Competency
Model
Competenc
y
6. What is a Competency?
Competency-based
Learning Process
Role-based
Learning Paths
Learning
Actions
Competency
Model
Competenc
y
7. What is a Competency?
Skill
Knowledge
Behaviour
Values
Self Concept
Motives
Traits
Visible
Hidden
Most easily
developed
Most difficult
to develop
Necessary but
not sufficient
Differentiates
excellent
performance
8. Types of Competencies
Task Skills Performance Skills Behaviours/Traits
Assessing performance
needs
Goal setting Achievement Orientation
Designing training Problem Solving Initiative
Facilitating training Decision Making Self Awareness
Supporting transfer of
Customer Focus Pragmatism
learning
Evaluating training Conceptual Modeling Sense of Urgency
9. The Elements of Competency-based Learning
Competency-based
Learning Process
Role-based
Learning Paths
Learning
Actions
Competency
Model
Competenc
y
10.
11.
12. Measuring Competency Gaps
Application development
Database design
Security
Testing
Analytical Thinking
Client Focus
Communication
Results Orientation
Programmer/Analyst
13. The Elements of Competency-based Learning
Competency-based
Learning Process
Role-based
Learning Paths
Learning
Actions
Competency
Model
Competenc
y
15. Defining Learning “Actions”
Modes of Learning
eLearning Self Study
Webinar Mobile podcasts
Instructor Led Performance guides
Coaching/Mentoring Discussion forum
Job shadowing One-on-one practice
Job assignments Professional associations
Communities of Practice Action learning team
17. The Elements of Competency-based Learning
Competency-based
Learning Process
Role-based
Learning Paths
Learning
Actions
Competency
Model
Competenc
y
19. The Elements of Competency-based Learning
Competency-based
learning process
Role-based
Pearning paths
Learning
Actions
Competency
Model
Competenc
y
20. Requirements for an Effective Competency-based
Learning Process
• Based on business driven competency
standards
• Tools to assess gaps between current
and desired performance
• Relevant learning resources mapped to
standards
• Role-based learning paths
• Personal learning plans
• Management and governance system
21. A Competency-based Learning Process
Competency
Model
Assessment
Gap
Development
opportunities
Current
Competencies
Role-based
Learning Paths
Formal and
Informal
Learning Actions
Personal
Learning
Plan
Learning Management System
22. Managing the Process
Competency
Model
Assessment
Gap
Development
opportunities
Current
Competencies
Personal
Learning
Plan
Role-based
Learning Paths
Formal and
Informal
Learning Actions
Learning Management System
23. Effectiveness Evaluation
• Are employees improving their skills and
competencies?
• Are learning actions improving
competencies?
• Are some competencies improving and
others not?
• Are competencies improving business
performance?
• What areas of the program can be
improved?
24. Global Knowledge and IT Source Project
Competency-based
Curriculum
(learning actions)
Implementation/
Communications
Plan
Success
Measurement
• Driven by IT Source
Competency
Program
• Formal and
informal
• Role based learning
paths
• Implementation
plan for CMP
• Implementation
plan for learning
strategy
• Input to
communications
plan
•Key performance
Indicators (KPI’s)
• ROI
Learning
Vision and
Strategy
• A new vision for
learning
• Learning Strategy
and architecture
25. IT Source Learning Vision
IT Source supports a learning
culture that encourages me
to invest in myself. It is
flexible, adaptive and
connected to my career
growth and value as a trusted
partner.
27. IT Source Learning Lifecycle: Reflect
Assess Your
Competencies
Identify
Opportunities
Research Learning
Options
Document Your
Learning Plan
Compare current
competencies to
desired competencies
in the My
Development Tool.
Prioritize
opportunities for
growth. Discuss
with your Manager.
Research the formal
and informal
learning options
available. Build
them into your
Learning Plan.
Create and manage
your Learning Plan.
Document and
define how you will
achieve your
learning objectives.
28. IT Source Learning Lifecycle: Grow
Plan to Apply
Confirm Your
Commitment
Learn and Participate
Create your action plan.
Discuss with your Manager
what combination of
learning and activities are
right for you.
Obtain approvals. Plan and
register for your learning
activities.
Participate in a variety of
learning activities, such as
courses, mentoring, job
shadowing, etc.
29. IT Source Learning Lifecycle: Share
Make an Impact Learn Out Loud Refine Your Skills
Experiences build
competencies. Apply your
new skills. Record your
experiences in your Learning
Plan.
Share your learning. Teach
and develop others. Deepen
your knowledge. Learning is
doing.
Gather honest feedback as
you work. Develop further
by continuing to reflect grow
and share. Learning never
ends.
30. Tools and Supports
1. IT Source Guide to Competencies 2. Proficiency Map
3. My Development Tool
31. Guide to Competencies
Name of Competency
Competency Definition
Proficiency Levels
Descriptions of
observable behaviours
B – Behavioural competency or T – Technical competency