COMPETENCY PROFILES Building business critical competencies with a local flavor 1 People strategy in SimCorp 2 Engaged and passionate people delivering investment management solutions together ID: 463883
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FOCUS POINTSCOMPETENCY PROFILES
Building business critical competencies with a local flavor
1Slide2
People strategy in SimCorp2
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 EffectivenessSlide3
Game Plan – the six focus areas
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.
Self
reinforcing
circleSlide4
Building Corporate Structure
A mature organization needs a structured and standardized approach to learning and organizational developmentSlide5
Partnering with the business
Strategic alignment and profound knowledge of the business is key to developing world-class learning solutionsSlide6
Learning culture
Bersin & Associates, 2010
Bersin & Associates, 2010
Research shows that one of the most important sources of competitive advantage is your entire corporate learning strategy
Forbes, 2013Slide7
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 measureSlide8
Learning Delivery
Even a World Class learning solution has no effect…
…if it is not
properly
embedded
in the
organisation
+
+
=
Taking any Learning solution to the organization requires a great deal of collaborationSlide9
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 / Cases
Low
Level of influence
(Formal or Informal)
Strong
Neutral
Active supporter
Leader
Challenger
Passive Resistor
Preparedness to support / Interest
Communication is a vehicle to inform, motivate and influence stakeholdersSlide10
Game Plan - timing10
2016 - 2018
Competitive advantage
Share value, external
Customer focused communication, Customer satisfaction survey
Share value, internal
VMS, Quarterly report, Employee engagement
Time to competence
Acceleration programs, leadership pipeline, talent management
2014 - 2016
2015 - 2017
Fix the foundation
Structure
Competence model, LMS, Learning operating model, Cost transparency
Business Partnering
Establish corporate learning council, get buy-in, part of strategy process
Learning Culture
Learning 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 learning
One-stop-shop learning portal, Proper implementation initiative
Measure
Value KPIs for learning, behavioral change, external benchmarksSlide11
Competency profiles11Slide12
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 H2
Finance
Communication
HR
Marketing
IT
Engagement
MgmtSlide13
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
ResultSlide14
Competency Profile: M. Smith
FACTOR I:
THOUGHT
FACTOR II:
RESULTS
FACTOR III:
PEOPLE
FACTOR IV:
SELF
A. UNDERSTANDING BUSINESS
5. Business Insight
11. Customer Focus
17. Financial Acumen
35. Tech Savvy
B. MAKING COMPLEX DECISIONS
8. Manages Complexity
12. Decision Quality
32. Balances Stakeholders
C. CREATING THE NEW & DIFFERENT
18. Global Perspective
19. Cultivates Innovation
33. Strategic Mindset
D. TAKING INITIATIVE
E. MANAGING EXECUTION
F. FOCUSING ON PERFORMANCE
G. COLLABORATIVE RELATIONSHIPS
H. OPTIMISING DIVERSE TALENT
I. INFLUENCING PEOPLE
2. Action Oriented
27. Resourcefulness
15. Directs Work
25. Plans and Aligns
38. Optimizes Work Processes
1. Ensures Accountability
28. Drives Results
6. Collaborates
9. Manages Conflict
20. Interpersonal Savvy
21. Builds Network
4. Attracts Top Talent
13. Develops Talent
14. Values Differences
34. Builds Effective Teams
7. Communicates Effectively
16. Drives Engagement
23. Organizational Savvy
24. Persuades
37. Drives Vision and Purpose
J. BEING AUTHENTIC
K. BEING OPEN
L FLEXIBLE AND ADAPTABLE
10. Courage
36. Instills Trust
29. Demonstrates Self-Awareness
30. Self-Development
3. Manages Ambiguity
22. Nimble Learning
26. Being Resilient
31. Situational Adaptability
BUSINESS CRITICAL FUNCTIONAL COMPETENCIES
FACTOR V:
SimCorp
Rating Scale:
4. The employee exceeds most expectations
3. The employee meets expectations
2. The employee meets most expectations
1. 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. Expert
Basic project
mng
Craftmanship
Master Class
P. COMPANY
40
.
Being a SimCorp’er
Q. PRODUCT DIVISION
51. 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%)Slide15
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 competency
34. Builds Effective Teams Slide16
Competency Profile: M. Smith
CONCEPTUAL
DRAWING
Development talks
lead
to Development plans
Development plan
Career aspirations:
I would like to become a program manager in 12 months.
Take basic PM course
Join the PM community
Think about high impact
communication Other activities:
xxxx
in
FACTOR I:
THOUGHT
FACTOR II:
RESULTS
FACTOR III:
PEOPLE
FACTOR IV:
SELF
A. UNDERSTANDING BUSINESS
5. Business Insight
11. Customer Focus
17. Financial Acumen
35. Tech Savvy
B. MAKING COMPLEX DECISIONS
8. Manages Complexity
12. Decision Quality
32. Balances Stakeholders
C. CREATING THE NEW & DIFFERENT
18. Global Perspective
19. Cultivates Innovation
33. Strategic Mindset
D. TAKING INITIATIVE
E. MANAGING EXECUTION
F. FOCUSING ON PERFORMANCE
G. COLLABORATIVE RELATIONSHIPS
H. OPTIMISING DIVERSE TALENT
I. INFLUENCING PEOPLE
2. Action Oriented
27. Resourcefulness
15. Directs Work
25. Plans and Aligns
38. Optimizes Work Processes
1. Ensures Accountability
28. Drives Results
6. Collaborates
9. Manages Conflict
20. Interpersonal Savvy
21. Builds Network
4. Attracts Top Talent
13. Develops Talent
14. Values Differences
34. Builds Effective Teams
7. Communicates Effectively
16. Drives Engagement
23. Organizational Savvy
24. Persuades
37. Drives Vision and Purpose
J. BEING AUTHENTIC
K. BEING OPEN
L FLEXIBLE AND ADAPTABLE
10. Courage
36. Instills Trust
29. Demonstrates Self-Awareness
30. Self-Development
3. Manages Ambiguity
22. Nimble Learning
26. Being Resilient
31. Situational Adaptability
BUSINESS CRITICAL FUNCTIONAL COMPETENCIES
FACTOR V:
SimCorp
Rating Scale:
4. The employee exceeds most expectations
3. The employee meets expectations
2. The employee meets most expectations
1. The employee does not meet expectations
SimCorp Dimension
Risk Analysis
Product Lifecycle
Functional Skill # 4
Functional
Skill # 5
Functional
Skill # 6
P. COMPANY
40
.
Being a SimCorp’er
Q. PRODUCT DIVISION
51. 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.
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