8. Competency development in Systematic
Employee Systematic Project
DPA â discussions / Strategic needs / Customer-
Individual needs business plans and project need
Strategic and âsharedâ
competency needs
Operations Improve-
ment Board (OIB)
Systematicâs
training program
Certifications
Ad hoc development programs
Individual Systematic-specific Project-specific
11. ď§ 6 mio. Dkr
Predictable training ď§ 8000 hours
impact 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
12. Factors that Determine Impact
BEFORE DURING AFTER
â˘PURPOSE â˘INSTRUCTION â˘APPLICATION
â˘GOAL â˘TIMING â˘FEEDBACK
â˘PREPARATION â˘MATERIAL â˘SUPPORT
â˘NEED â˘CONTENT AND CASES â˘INCENTIVES
â˘MOTIVATION â˘INSTRUCTORS â˘OBSTACLES
> 40 % < 20 % > 40 %
Produce effective
Create focus and Support performance
training
intentionality improvement
interventions
15. 1. alignment of learning
âWhat is the best activities with goals
structure for 2. anticipating success
facilitating learning
3. learning alliance of
learner with
that will result in supervisor/boss
achieving business 4. application of learning to
goalsâ achieve business goals;
and
5. accountability for
business results.
22. Alignment
Contributors
Involved
Goals
Roles & responsibilities
Design
activities
validate
development
Define:
Lead
Involved
realism
Hours to invest?
Are we ready?
Why?
Impact?
23. The 3 golden questions
ď§ What have you
been doing since
last meeting?
⢠What would you do
differently to
achieve improved
outcomes?
⢠What learning have
you been provided
with?
24. âTraining is a wonderful last step
in bringing about changed
organizational and personal behavior,
but a pathetically useless first stepâ
David Maister
28. Development activities
Learning 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.
32. Business impact
Ensuring purposefull initiatives and 360° commitment
ď§ Support of the business
ď§ Faster implementation of changes based on
commitment and voice of the expert (YOU)
ď§ Better execution of projects â we reduce the
amount of rework and doing the same mistake
twice.
ď§ Inspire our customers
ď§ Reduce the time to performance through high
competency level of professionals
ď§ Decrease the level of risk in projects â by
testing potentials in new technologies etc.
Hinweis der Redaktion
Impactthinking is about the red linebetweenourgoals and the acivititesprovided to reachthese.Whatwe do to underpin the red line is:Precourse meeting (participants, manager): alignment, prepare for a precisedialogueImpactmaps â clear expectations, focus for your attendance in the courseAction plan: A strongtool for implementation of yourskillsImpactevluation:ValuecreationInitiated actionsRelevanseRessourcesTeam supportManager support
Hvad betyder 70-20-10 modellen;70 â cases i trĂŚningen, inddragelse af dig som ekspert i design af aktiviteter20 â bevidstgørelse hos leder og team omkring deres rolle ift. udvikling/impact meetings & maps10 â Relation to next slide: Wetry to enforce the relation between the 10% via the 20% to the 70% - meaningthatyouactuallybuild on yourskills and act it out in yourwork.
BudskaberDGADE           - ønsket om at skabe sammenhÌng mellem forretningsmül og aktiviteter I KN, gøre udbyttet af KN akt. mülbare TSD         - synliggøre aktiviteter der understøtter forretningsmül + andre initiativer i aktivitetsplanenTSD         - skabe fokus for de forskellige indgang til KN og intentionen med disse