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

2. Agenda
 About Systematic
 Organisational challenges
 4 perspectives on development
 1:450
 Why
 Time2performance
 Highly specialized workforce?

5. Consistency of supply
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7. 1:450

8. 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

10. Why

11.  6 mio. Dkr
Predictable training  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
•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

14. Impact thinking

15. 1. alignment of learning
“What 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
goals” achieve business goals;
and
5. accountability for
business results.

16. Case: Consulting

17. Time2performance

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
 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. “Training is a wonderful last step
in bringing about changed
organizational and personal behavior,
but a pathetically useless first step”
David Maister

25. Highly specialized workforce?

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.

29. 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

31. Case
Knowlegde networks

32. Business impact
Ensuring 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.