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COMMERCIAL IN CONFIDENCE

From business to competencies and back again

tsd@systematic.com

About Systematic Organisational challenges 4 perspectives on development

1:450 Why Time2performance Highly specialized workforce?

Agenda

Consistency of supply

Page 5

1:450

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

Why

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

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

Impact thinking

?“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.

Case: Consulting

Time2performance

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

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?

“Training is a wonderful last step in bringing about changed

organizational and personal behavior, but a pathetically useless first step”

David Maister

Highly specialized workforce?

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.

Channels for learning

Formel Sparring Uformel

KurserCertificeringerUddannelseEfteruddannelseKonferencerEksterne netværk

NetværkSidemandsoplæringKollegasparringCoachingFeedbackMentorFølRotationLitteraturNye opgaverProjektarbejdeTeamorganiseringProjektorganiseringGeneralistarbejdeSpecialiseringRefleksion

LæringskulturÅbenhedPioneråndUformel videndelingVinderfølelserKonkurrenceSamarbejdeUdviklingstrangTillid

interne kurser

CaseKnowlegde networks

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.