perspectives on competency development
TRANSCRIPT
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COMMERCIAL IN CONFIDENCE
From business to competencies and back again
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About Systematic Organisational challenges 4 perspectives on development
1:450 Why Time2performance Highly specialized workforce?
Agenda
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Consistency of supply
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1:450
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Competency development in Systematic
Employee Systematic Project
DPA – discussions /Individual needs
Strategic needs / business plans
Operations Improve-ment Board (OIB)
Systematic’straining program
CertificationsAd hoc development programs
Individual Systematic-specific Project-specific
Strategic and ”shared” competency needs
Customer- and project need
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Why
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Did not try at all
15 %
Tried it to some extend but gave up
70 %
Tried it and got possitive results
15 %
Costs
ReturnUnrealized value
Brinkerhoff Study, Josh Bersin and Associates, 2008
6 mio. Dkr 8000 hoursPredictable training
impact distribution
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Factors that Determine Impact
DURING
•INSTRUCTION•TIMING•MATERIAL•CONTENT AND CASES•INSTRUCTORS
< 20 %Produce effective
training interventions
AFTER
•APPLICATION•FEEDBACK •SUPPORT•INCENTIVES•OBSTACLES
> 40 %
Support performance improvement
BEFORE
•PURPOSE•GOAL•PREPARATION•NEED •MOTIVATION
> 40 %
Create focus and intentionality
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?“What is the best
structure for facilitating learning
that will result in achieving business
goals”
1. alignment of learning activities with goals
2. anticipating success
3. learning alliance of learner with supervisor/boss
4. application of learning to achieve business goals; and
5. accountability for business results.
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Case: Consulting
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Time2performance
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Why?Impact?
Hours to invest?Are we ready?
realis
m
Define:Lead
Involved
Design
valid
atedevelopment
act
ivit
ies &
AlignmentContributors
InvolvedGoals
Roles & responsibilities
The learning loops continue
Performance in FULL
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The 3 golden questions
What have you been doing since last meeting?
• What learning have you been provided with?
• What would you do differently to achieve improved outcomes?
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“Training is a wonderful last step in bringing about changed
organizational and personal behavior, but a pathetically useless first step”
David Maister
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Highly specialized workforce?
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Development activitiesLearning philosophy
10%
20%
70%
70% from real life and on-the-job experiences, tasks and problem solving
20% from feedback and from observing and working with role models.
10% from formal training.
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Channels for learning
Formel Sparring Uformel
KurserCertificeringerUddannelseEfteruddannelseKonferencerEksterne netværk
NetværkSidemandsoplæringKollegasparringCoachingFeedbackMentorFølRotationLitteraturNye opgaverProjektarbejdeTeamorganiseringProjektorganiseringGeneralistarbejdeSpecialiseringRefleksion
LæringskulturÅbenhedPioneråndUformel videndelingVinderfølelserKonkurrenceSamarbejdeUdviklingstrangTillid
interne kurser
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CaseKnowlegde networks
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Ensuring purposefull initiatives and 360° commitment
Business impact
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.