1. Matrix of Competitiveness
of Work Experience
as an Instrument
of Professional Development

2. Investigation of the OP Problem
7. ORGANIZATION PSYCHOLOGY
5. Provide
New Competitive Competences of
HR:
Involve employees
with competitive WE
4. STRATEGY MANAGEMENT
3. Organization
as flexible system
reading for changes
1. Market Competition
6. Organization:
EMPLYEE’s WE
is the instrumental value
for achieving
strategy goals
8. EMPLOYEE:
My WE is my
basicterminal VALUE
because of great
personal input!
2. New Competitive
Products or Services
9. OP PROBLEM:
prompt to employee
to estimate&support
hisher Competitiveness of WE
IMPLEMENT: Matrix CWE

3. Comparison between work experience and
other professional features
3
Work experience
Work biography
Knowledge,
skills,
Habits of
work
Record of
work
Competence

4. CWE Matrix idea and construction
Treatment of own
experience as
constantly high
value
Treatment of own
experience as
dynamically
changing value,
which can and
must be managed
«VELVET HANDLE»:
low competitiveness of WE
“PORTFOLIO” of competences:
high competitiveness of WE
тщательно отобранный материал,
позволяющий получить представление о
возможностях его владельца

5. CWE Matrix:
Structure of Competitiveness of Work Experience
benefits by
work
experience
investments in work experience
high low
high
3. Stars
This segment of WE includes
new competences, which are
expected by new organization
strategy and requires
supplementary efforts of
professional development.
4. Question Marks
To manage this segment specialist
should look forward because
turbulence environment requires
constant organization changes and
suitable competences.
low
2. Cash Cows
This segment of WE embraces
competences and practical
skills, which provides
organizational effectiveness
today.
1. Dogs
This segment consists of the part of
professional experience which was
suitable for previous strategy and
now became obsolete from
organizational position. But at the
same time this part of experience is
of great value for specialist.
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6. Empirical research’s design :
Comparison between CWE Matrix for MLManagers,
constructed by Top Managers and MLManagers
Investigation steps:
1) Construction of CWE Matrix for midline Managers (MLM) by top managers (TM)
as an experts
2) Construction of CWE Matrix by postgraduate students of Presidental
Program&MBA Program (PgS)
3) Comparison between CWE Matrix for MLManagers, constructed by Top
Managers and CWE Matrix for MLManagers, constructed by MLManagers
Instruction for participants:
Please, fill the CEW Matrix for ML Manager.
Call, please, not less then 10 features/competences for each segment of CWE
Matrix:
 Dogs
 Cash Cows
 Stars
 Question Marks
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7. The sample of 1 part of research:
top managers as experts
Business Schools and Enterprises of Ural Region:
1) Ekaterinburg,
2) Perm,
3) Chelyabinsk,
4) Tyumen
Top level Managers of large industrial enterprises of Ural
region
MBA alumnus, making decisions at Strategy Management
area
 30 participants
 Period: 2006-2009 years
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8. The sample of 2 part of research
middle level managers
Business Schools and Enterprises of Ural Region:
1) Ekaterinburg,
2) Perm,
3) Chelyabinsk,
4) Tyumen
Post graduated students with managerial experience not less then 1
year
 Middle level Managers of large industrial enterprises of Ural region
 160 participants
 Period: 2006-2009 years
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9. First segment of the CWE Matrix :
low investments and benefits
(Dogs, by BCG Matrix)
The question was:
1) What competences in your work
experience you have to refuse
from ? You like to do it but you
understand that it is time to stop
to do it.
Examples for WE revision:
 My preferable methods and
implements;
 My skills which are
inadequate to organization
goals
 The job I am doing for next
last years
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The source of information :
Plans of Organizational Changes;
Top-managers’ requirements ;
 Coach’s recommendations;
 Mentoring

10. Second segment of the Matrix СWE:
low investments and high benefits
(Cash cows, by BCG Matrix)
The question was:
2) What competences of your WE
provide you the main part of
your salary ? What features
of your WE are estimated by
your employer ?
Examples for WE revision:
 My relationships and contacts;
 My reputation;
 Something what I do better
then others
 My Know-how
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The source of information :
Coach’s recommendations;
Assessment’s results;
Top-management’s requirements;
Appreciates by colleagues,

11. Third segment of the CWE Matrix :
high investments and benefits
(Stars, by BCG Matrix)
The question was:
3) What competences of your
WE provide possibilities to
increase your present
salary whereby
supplementary efforts?
What you have to do to
achieve it?
Examples for WE revision:
 Lack of relationships and
connections;
 Lack of acknowledgments;
 Skills which are demanded for
development
 New skills which I have to have
in my WE but I have not
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The source of information :
Coach’s recommendations;
Top-management’s requirements;
 benchmarking
SWOT-analysis of WE

12. Fourth segment of the CWE Matrix :
high investments and low benefits
(Question marks, by BCG Matrix)
The question was:
4) What competences of your
WE will provide you the
salary’s growth in close
future? What features of WE
you have to invest in just
now?
Examples for WE revision:
my possibilities to
develop or provide key
competences of
organization
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The source of information :
Strategy plans of organization development
BCG Matrix of Organization’s SBU
Coach’s recommendations;
Monitoring of Labor Market
Monitoring of new competences at the labor market

13. Empirical research’s results:
Comparison between CWE Matrix for MLManagers,
constructed by Top Managers and MLManagers – Concurrences
Competences of WE Segment of CWE Matrix
Be ready to change the activity according to
organization goals
Cash Cows
Be ready to different jobs Cash Cows
Experience to work in groups and teams Cash Cows
Stress management Cash Cows
Experience of successful presentations Cash Cows
Worker holism Cash Cows
Professional society membership Cash Cows
Using of Internet , but not “.ru” only Stars
Strategy thinking and strategy management knowledges Stars

14. Empirical research’s results: Comparison between CWE Matrix for
MLManagers, constructed by Top Managers and MLManagers -
Differences
Competences of WE Top-managers MLManagers
«Heroic» Management Dogs Cash cows
Skills corresponding to key competences of
company
Cash cows Stars
Business connections and relationships Cash cows Stars
Business reputation Cash cows Stars
Foreign language Question Marks Stars
Take a rest as fast as it is possible Question Marks Stars
Professional memory Question Marks Stars
Competences corresponding to «Question
marks» SBU according to BCG Matrix
Question Marks -

15. Empirical research’s results
1) The main concurrences are located at “Cash
Cows” segment
2) ML managers locate some competences to “Cash
Cows” segment, but Top Managers locate its to
“Dogs” segment.
3) ML managers locate some competences to “Stars”
segment, but Top-managers locate its to “Cash cows”
segment.
4) ML managers call competences for “Question
Marks” segment corresponding to theire personal and
professional positions, but Top-managers call
competences for “Question Marks” segment
corresponding to organization strategy position and
«Question marks» SBU according to BCG Matrix

16. Recommendation:
Implement of CWE Matrix
CWE Matrix may be used for agreement of
HR professional development’s goals
and strategy goals of Organization
CWE Matrix may be constructed at Strategy
planning sessions for different groups of
employees

17. Development employee's competences.
Recommendation:
3 steps of consulting
 step1 – to present the CWE Matrix to employee
and ask him/her to fill it
 step 2 - to present CWE Matrix which have been
filled by managers at the Strategy planning
session
 step 3 – compare both CWE Matrix and discuss
the differences.


18. The main results of the research
1. Grant “Stereotypes of Russian
Managers’ Professional
Consciousness” (2007-2009)
from Russian Humanitarian Found
2. “Psychological Essence of Managing Work
Experience of Russian specialists in the
Market Economy “, Doctoral Thesis by
F.Ismagilova (Moscow State University,
2000)
3. F. Ismagilova, Work Experience of
Specialists in the Organizations and Labor
market, Ekaterinburg,1999
4. F.Ismagilova, Stereotypes of Russian
managers, Harvard Business Review
Russia, 2008, January-February
My courses of lectures / My Workshops
1. “Psychology of professional performance and
work experience”,
for students of psychological department,
for Postgraduate students
2. “Strategy HRM and Career development”,
for MBA students, (Russia: Ekaterinburg,
Moscow, Perm, Chelyabinsk, Tyumen,
Ulyanovsk),
for Managers of Ural industrial enterprises
(VSMPO, PNTZ, Novoural.ECP, LUKoil)
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