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1
• FOCUS POINTS• COMPETENCY PROFILES
Building business critical competencies with a local flavor
2
People strategy in SimCorp
Engaged and passionate people delivering investment
management solutions together
SimCorp Strategy and Priorities
SimCorp Values
Attract Diverse Talent
Develop Great People
Encourage Strong Performance
Drive Leadership Effectiveness
Game Plan – the six focus areas
Structure
Business Partnering
Learning culture
Develop Learning
Deliver Learning
Share Value The strategy of a modern learning organization must be
directly linked to and embedded in the core organizational strategy for it to ultimately cater for customer needs. Strategic alignment, profound knowledge of- and collaboration with the business are key to develop world-class learning programs.
An umbrella for learning with a collective overview of possibilities, a common approach to learning activities, and a comprehensive competency framework supported by tools, templates and methodologies are paramount to ensure the most effective use of the overall learning budget.
To achieve outstanding performance, learning excellence is key. Learning objectives, target audience and context mixed with adult learning styles and multicultural aspects are a must for effective global learning solutions with room for local flavors.
Embedding solutions in the organization is paramount for success. A well designed implementation will reduce the time to competence dramatically. The right plan, manager commitment and a solid technical platform is the vehicle for an effective execution.
Business impact and true behavioral change have to be communicated. Metrics that matter is to be displayed, which effectively will demonstrate the value and contribution to SimCorp’s organizational performance
There is a direct positive correlation between learning culture and business performance. Learning culture is perhaps the most important asset a company can build. In addition, change today is so rapid that companies must build a work force that can change several times, not just once.
Selfreinforcing
circle
Building Corporate StructureA mature organization needs a structured and standardized approach to learning and organizational development
A more professional
approach
Pedagogical & Competence framework
Learning Operating
Model
Competency framework
‘Academies’ for all
Budget & evaluation reporting
Learning Management
System
• Ensure higher quality of our Learning solutions• Common language and framework for competencies
Pedagogical and competence framework
• An overall framework for Learning• Ensure a common approach to Learning initiatives
Learning Operating Model (LOM)
• Link between business strategy and learning solutions• Foundation for Learning Road Maps per job role
Competency Framework
• Leadership, SC Dimension, Sales, Developer, CS etc.• Standard comprehensive curriculum with local flavor‘Academies’ for all
• Secure cost visibility and transparency• Ensure we have an optimal spend of budget
Budget and evaluation reporting
• One stop shop for learning activities• Documents learning activities and competencies
Learning Management System
Partnering with the business
Alignment to core strategy
Identify where Learning can
make a difference
Develop & maintain core
curricula
Secure right SMEs
Secure effect measurement
Ensure proper execution & embedment
Strategic alignment and profound knowledge of the business is key to developing world-class learning solutions
• Ensure that GMC utilize Learning as a strategic tool• Let GMC use Learning as a competitive advantage
Alignment to core strategy
• Identify where Learning can support each function• Secure organizational buy-in
Identify where Learning can make a difference
• Plan the development of business critical solutions• Secure relevance for the target audience
Develop & maintain core curricula
• Identify the right SMEs and secure the time needed• Create a value proposition for SME contributionSecure right SMEs
• Focus on behavior and business evaluations (Kirkpatrick)• Pro-actively communicate the value generated
Secure effect measurement
• Make sure the organization is ready for the solution(s)• Plan and execute implementation with HR & Comms.
Ensure proper execution and embedment
Learning culture
Bersin & Associates, 2010Bersin & Associates, 2010
Research shows that one of the most important sources of competitive advantage is your entire corporate learning strategy Forbes, 2013
Learning Development
Pedagogical Framework
Understand the goal of your learning (Knowles, Bruner)
Ensure learning leads to reflection(Knowles, Mezirow)
Approach learning as problem solving(Dewey, Knowles)
Keep the context relevant to the job(Vygotski)
Create flexible solutions(Bruner, Kolb)
Know your audience(Piaget, Vygotski, Bruner, Kolb)
Involve learners in development & evaluation(Knowles)
Encourage social participation and knowledge sharing (Lave/Wenger)
Let learners experience(Dewey, Piaget)
Build learning communities(Lave/Wenger, Bruner)
World Class learning solutions
=
Adult learning styles
Target Audience
Context
Learning Objectives
+ +
Proper design of Learning elements, modules or curriculum is instrumental for effective solutions with maximum impact
Key questions:
- how to cater for different cultures in the work force- how to cater for the international environment- how to cater for language barriers- which technological possibilities suit SimCorp- how to cater for different bandwidth across the globe – consultants on the road- how to cater for consultants being at client facilities- what is the optimal blend- what are the performance measures - how to measure- when to measure
Learning Delivery
Even a World Class learning solution has no effect…
…if it is not properly embedded in the
organisation
Organizational Buy-in• Re-assure the business criticality of the solution• Make sure the solution is desired by employees• Identify and encourage ambassadors/role models
Planning• Secure that the organization is ready• Prepare implementation with stakeholders• Create an appropriate roll-out plan with contingencies
Communication• Prepare communication on the specific solution• Talk about the benefits and relevance• Promote the Learning Roadmaps and PDP
Recognized Behavioural Change
+
+
=
Taking any Learning solution to the organization requires a great deal of collaboration
Communicating Value
Stakeholder matrix
C: Maximum effort D: Key players
A: Minimum effort D: enhancement Opportunity
Learning’s contributions to organizational performance
Each stakeholder must be addressed differently
- Business impact
- Behavioral change
- Time spent
- Top 10 list of popular courses
- New courses / roll out plan
- What is relevant for me
- How can we assist
- Success stories / CasesLow
Leve
l of i
nflue
nce
(For
mal
or I
nfor
mal
)St
rong
Neutral Active supporter LeaderChallenger Passive Resistor
Preparedness to support / Interest
Communication is a vehicle to inform, motivate and influence stakeholders
10
Game Plan - timing
2016 - 2018
Competitive advantage• Share value, external
Customer focused communication, Customer satisfaction survey
• Share value, internalVMS, Quarterly report, Employee engagement
• Time to competenceAcceleration programs, leadership pipeline, talent management
2014 - 2016 2015 - 2017
Fix the foundation• Structure
Competence model, LMS, Learning operating model, Cost transparency
• Business PartneringEstablish corporate learning council, get buy-in, part of strategy process
• Learning CultureLearning Culture model, Leadership development
• Pilots for ‘Build curricula’BSLA process, Learning Roadmaps, Pre-sales course, Induction program
Build curricula• Develop learning
BSLA, Learning Roadmaps, Pedagogical framework
• Deliver learningOne-stop-shop learning portal, Proper implementation initiative
• MeasureValue KPIs for learning, behavioral change, external benchmarks
11
Competency profiles
SimCorp Career Framework Overview
Account Management
Sales Management
Pre-Sales
Project Management
Technical Writing
Development
Testing
Service Delivery
Consulting
Customer Service
Sales
Product Development
Services
Advisory
Product Management
12
Management
To be completed
in H2Finance
Communication
HR
Marketing
IT
Engagement Mgmt
The process to identify competency profiles
• Identifies the job role specific functional competences (Programming, Risk analysis, SC Dimension)
• Using GROW job-profiles as the off-set
• Documents a clear link to SimCorp strategy
Business Strategy Learning Analysis
• Identifies the generic behavioral competences (Communication, Drives results, Courage)
• Based on a standardized framework based on ongoing research
• Provides descriptions, learning activities, coaching- and ‘on-the-job’ training suggestions
Korn Ferry
Global Competency Framework
• Includes both functional and behavioral competences
• Overview current level compared to desired proficiency level
• ‘Competency gaps’ are linked to available courses in SimPeople
SimCorp Competency profile
+ =Step one Step two Result
Competency Profile: M. SmithFACTOR I: THOUGHT
FACTOR II: RESULTS
FACTOR III: PEOPLE
FACTOR IV: SELF
A. UNDERSTANDING BUSINESS 5. Business Insight11. Customer Focus17. Financial Acumen35. Tech Savvy
B. MAKING COMPLEX DECISIONS
8. Manages Complexity12. Decision Quality32. Balances Stakeholders
C. CREATING THE NEW & DIFFERENT
18. Global Perspective19. Cultivates Innovation33. Strategic Mindset
D. TAKING INITIATIVE
E. MANAGING EXECUTION
F. FOCUSING ON PERFORMANCE
G. COLLABORATIVE RELATIONSHIPS
H. OPTIMISING DIVERSE TALENT
I. INFLUENCING PEOPLE
2. Action Oriented27. Resourcefulness
15. Directs Work25. Plans and Aligns38. Optimizes Work Processes
1. Ensures Accountability28. Drives Results
6. Collaborates 9. Manages Conflict20. Interpersonal Savvy21. Builds Network
4. Attracts Top Talent13. Develops Talent14. Values Differences34. Builds Effective Teams
7. Communicates Effectively16. Drives Engagement23. Organizational Savvy24. Persuades37. Drives Vision and Purpose
J. BEING AUTHENTIC
K. BEING OPEN
L FLEXIBLE AND ADAPTABLE
10. Courage36. Instills Trust
29. Demonstrates Self-Awareness30. Self-Development
3. Manages Ambiguity22. Nimble Learning26. Being Resilient31. Situational Adaptability
BUSINESS CRITICAL FUNCTIONAL COMPETENCIES
FACTOR V: SimCorp
Rating Scale:
4. The employee exceeds most expectations3. The employee meets expectations2. The employee meets most expectations1. The employee does not meet expectations
CONCEPTUAL DRAWING
SimCorp Dimension
Risk Analysis
Product Lifecycle
Functional Skill # 4
Functional Skill # 5
Functional Skill # 6
Certified F.O.
ExpertBasic project
mng
Craftmanship
Master Class
P. COMPANY40. Being a SimCorp’er
Q. PRODUCT DIVISION51. PD Project Management
Skilled behavior in role: (consistently) Shows great enthusiasm and loves to take ownership of a problem! Is goal oriented and motivated by
results.
Gets the job done – and thinks about the next! Is a visible and inspirational role model for the entire project team.
Establishes trust with the stakeholders, and keeps it, by ‘saying what they do and doing what they say’.
Influences the decision making process when needed, speaks truth to power when necessary and always finds the right consensus.
Creates a productive work environment where professionals enjoy to perform.
Is proactive and constantly evolving best practice methodology. Shares information across the entire organization.
Less skilled behavior in role: (at times)• Looses sight of the big picture, approaches tasks or projects in an unstructured or counterproductive
manner.
• Sacrifices long term relationships for the short term project win
• Manages through mails and fails engage with the project team and
• Does not deliver on agreed time, scope, cost or quality contained in a project.
• Does not communicate effectively with project stakeholders.
• Does not ensure proper communication from the project
• Does not recognize the difference between “making a decision” and “getting a decision”.
DETERMINED: Ambitious, focused and acts with sustained initiative to meet defined objectives.
ENTHUSIASTIC: Works with eagerness and stimulates an innovative environment.
INTEGRITY: Acts with a high ethical standard and always performs activities with integrity and responsibility.
TOGETHER: Practices team behavior, gives feedback, appreciates input from others, shares knowledge.
Development Plan
Through Living (70%)
Through Leading (20%)
Through Learning (10%)
• Need solid team players? Select and leverage the right mix.Analyze the key purpose, tasks, and deliverables of the team, then ask: who is best suited to do the work? What knowledge, expertise, and skills are critical? Don’t stop with the obvious technical/functional requirements. Consider the optimal mix of diverse experiences, backgrounds, and styles. Aim for complementary skills, not more of the same. Who collaborates well? Knows how to make decisions? Keeps good people on track? Challenges the status quo? Generates enthusiasm? Isn’t afraid to tackle the problems head-on? Can build trust inside, build bridges outside? Share each other’s strengths so you can capitalize upon them and learn from each other. Talk about your weaknesses and vulnerabilities, too, so that you can work around them for the good of the whole. The team should know who they are and what they stand for, individually and collectively.
• Questioning team size? Bigger is not always better.
• To much individualism? Shift the focus from ‘me’ to ‘we’.
• Want higher performance? Go for higher-impact communication.
• Losing momentum? Monitor and publicize short-term wins.
• Have virtual team challenges? Keep them connected and motivated.
Tips to develop a behavioral competency34. Builds Effective Teams
Competency Profile: M. SmithCONCEPTUAL
DRAWING
Development talks lead to Development plans
Development planCareer aspirations:I would like to become a program manager in 12 months.
Take basic PM course Join the PM community
Think about high impactcommunication
Other activities:xxxx
in
FACTOR I: THOUGHT
FACTOR II: RESULTS
FACTOR III: PEOPLE
FACTOR IV: SELF
A. UNDERSTANDING BUSINESS 5. Business Insight11. Customer Focus17. Financial Acumen35. Tech Savvy
B. MAKING COMPLEX DECISIONS
8. Manages Complexity12. Decision Quality32. Balances Stakeholders
C. CREATING THE NEW & DIFFERENT
18. Global Perspective19. Cultivates Innovation33. Strategic Mindset
D. TAKING INITIATIVE
E. MANAGING EXECUTION
F. FOCUSING ON PERFORMANCE
G. COLLABORATIVE RELATIONSHIPS
H. OPTIMISING DIVERSE TALENT
I. INFLUENCING PEOPLE
2. Action Oriented27. Resourcefulness
15. Directs Work25. Plans and Aligns38. Optimizes Work Processes
1. Ensures Accountability28. Drives Results
6. Collaborates 9. Manages Conflict20. Interpersonal Savvy21. Builds Network
4. Attracts Top Talent13. Develops Talent14. Values Differences34. Builds Effective Teams
7. Communicates Effectively16. Drives Engagement23. Organizational Savvy24. Persuades37. Drives Vision and Purpose
J. BEING AUTHENTIC
K. BEING OPEN
L FLEXIBLE AND ADAPTABLE
10. Courage36. Instills Trust
29. Demonstrates Self-Awareness30. Self-Development
3. Manages Ambiguity22. Nimble Learning26. Being Resilient31. Situational Adaptability
BUSINESS CRITICAL FUNCTIONAL COMPETENCIES
FACTOR V: SimCorp
Rating Scale:
4. The employee exceeds most expectations3. The employee meets expectations2. The employee meets most expectations1. The employee does not meet expectations
SimCorp Dimension
Risk Analysis
Product Lifecycle
Functional Skill # 4
Functional Skill # 5
Functional Skill # 6
P. COMPANY40. Being a SimCorp’er
Q. PRODUCT DIVISION51. PD Project Management
Skilled behavior in role: (consistently) Shows great enthusiasm and loves to take ownership of a problem! Is goal oriented and motivated by
results.
Gets the job done – and thinks about the next! Is a visible and inspirational role model for the entire project team.
Establishes trust with the stakeholders, and keeps it, by ‘saying what they do and doing what they say’.
Influences the decision making process when needed, speaks truth to power when necessary and always finds the right consensus.
Creates a productive work environment where professionals enjoy to perform.
Is proactive and constantly evolving best practice methodology. Shares information across the entire organization.
Less skilled behavior in role: (at times)• Looses sight of the big picture, approaches tasks or projects in an unstructured or counterproductive
manner.
• Sacrifices long term relationships for the short term project win
• Manages through mails and fails engage with the project team and
• Does not deliver on agreed time, scope, cost or quality contained in a project.
• Does not communicate effectively with project stakeholders.
• Does not ensure proper communication from the project
• Does not recognize the difference between “making a decision” and “getting a decision”.
DETERMINED: Ambitious, focused and acts with sustained initiative to meet defined objectives.
ENTHUSIASTIC: with eagerness and stimulates an innovative environment.
INTEGRITY: ActWorks s with a high ethical standard and always performs activities with integrity and responsibility.
TOGETHER: Practices team behavior, gives feedback, appreciates input from others, shares knowledge.
Q&A
17