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SSE/XXXXX/YYY/ZZZZ $Revision: xx.xx $                                         From business to competencies and back again...
Agenda About Systematic Organisational challenges 4 perspectives on development     1:450     Why     Time2performan...
Consistency of supply                   Page 5
1:450
Competency development in Systematic   Employee                   Systematic                 Project DPA – discussions /  ...
Why
 6 mio. DkrPredictable training                8000 hoursimpact distribution                             Costs  Did not ...
Factors that Determine Impact    BEFORE              DURING                 AFTER•PURPOSE            •INSTRUCTION         ...
Impact thinking
1. alignment of learning  “What is the best        activities with goals        structure for   2. anticipating successfac...
Case: Consulting
Time2performance
Alignment                                          Contributors                                              Involved     ...
The 3 golden questions What have you  been doing since  last meeting?            • What would you do              differe...
“Training is a wonderful last step      in bringing about changedorganizational and personal behavior, but a pathetically ...
Highly specialized workforce?
Development activitiesLearning philosophy                            70% from real life and on-       10%                 ...
Channels for learning            Formel                Sparring                 Uformel  Kurser  Certificeringer          ...
CaseKnowlegde networks
Business impactEnsuring purposefull initiatives and 360° commitment Support of the business    Faster implementation of ...
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
Perspectives on competency development
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Perspectives on competency development

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Perspectives on competency development

  1. 1. SSE/XXXXX/YYY/ZZZZ $Revision: xx.xx $ From business to competencies and back againpage 1 tsd@systematic.com 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.

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