Customer xxx Thoughts on putting a Development Framework into place.

1. Customer xxxThoughts on putting a Development Framework into place. © Michael J. Collins 2005

2. Now runs a Training, Coaching and Consulting Company “Creative Communications Skills” ABOUT... Mike Collins Email: mjcollins@eircom.net Tel: 087 6088062 Focused on People Performance Systems Background in Electronic Engineering/Information Technology and has a Masters Degree in Human Resource Development • Has put Training/Development and Career Development Systems into the following companies: • Glaxosmithkline • General Semiconductor • Volex Europe • Bourns Electronics • Concurrent Computer Systems • IBM/Sequent Computer Systems Europe • Has carried out Training/Coaching • work with the following • Janssen Pharmaceutical • Glaxosmithkline • Eli Lilly • And many more © Michael J. Collins 2005

3. The remainder of this presentation focuses on Employee Development Training and Development Whereas “TRAINING” is relatively straightforward to quantify and approach (e.g. competency frameworks against SOPs)….. Career Development The individuals perspective on role choices (Based on motivation and rewards) and preparation for same. Employee Development The organisations perspective on providing learning experiences in the workplace to build up organisational capability for continuing business improvement “DEVELOPMENT” is a more nebulous concept that can mean different things to different people... © Michael J. Collins 2005

4. + Performance Excellence Development towards Performance Excellence - Driven by the Individual - Focus on Capability - Supported by the Company 0 Competence Training towards Competency - Driven by the company - Focus on Competency - Supported by the Individual - Not Yet Competent The Difference Between Training and Development The following pages give an approach to putting a Development Framework into place…. Company xxx is already doing an Excellent Job in this Area A Development Framework Builds Individual CAPABILITIES in the Workplace © Michael J. Collins 2005

5. Steps To Putting a Development Framework into place A Development Framework Needs to be: 1. Strongly and obviously linked to existing Systems and Needs at the Company 2. Offer multiple solutions/tools for typical individual and team learning challenges 3. Visible and available to all employees in an obvious and accessible manner 4. Measurable in both a quantitative and qualitative manner. 5. Sponsored in a proactive manner by site leadership. See over for more…. © Michael J. Collins 2005

6. 1. Strongly and obviously linked to existing Systems and Needs at the Company • I notice that there is already an “Employee Performance Review” Process at the company • In this process - there is a section for “developmental needs” • This section refers to “Capabilities that Lead to Results” • These capabilities are described and the manager is asked to consider which are relevant for the employee concerned This is an example of a critical kicking off point for a development framework - any framework must focus on enhancing these capabilities in a practical manner…. © Michael J. Collins 2005

7. Implementation Skills Planning and Organising + Performance Excellence Self-Management Takes Personal Ownership Problem-Solving Leadership Customer Focus Results Orientation Builds Relationships Dependability Teamwork/ Interpersonal Communication Thinking/ Decision-Making Initative 0 Responsibility Knowledge - Business and Technical Competence Job Knowledge Accuracy and Thoroughness Safety - Output Not Yet Competent “Capabilities that Lead to Results” Most of these “capabilities” are in the development section of the model © Michael J. Collins 2005

8. 2. Offer multiple solutions/tools for typical individual and team learning challenges • The following matrix represents a listing of multi-solutions that can be built up OVER TIME (remember, it is important to think like a gardener rather than a mechanic when dealing with development) and which correspond to each of the capabilities © Michael J. Collins 2005

9. 3. Visible and available to all employees in an obvious and accessible manner • An easy-to-use “Training and Development” Intranet model is an example of how employees can quickly and easily view development activities appropriate to themselves and access to same © Michael J. Collins 2005

10. 4. Measurable in both a quantitative and qualitative manner. • “Return on investment” (ROI) measurement is critical to establish and maintain the merits of a development system • However, when it comes to development activities - the quantitative elements can be measured in the short term (e.g. monthly) but the qualitative elements (behavioural outcomes) are more visible after 6 - 12 months • There are many measurement metrics and systems - the right mix needs to be constructed to suit the local company environment © Michael J. Collins 2005

11. 5. Sponsored in a proactive manner by site leadership. • This aspect is often the hardest to quantify when implementing a development system • It comes down to identifying “key advocates” within site leadership and …. • …getting them to be VERY visible in the launch and ongoing sponsorship of such a programme • There are many ways of going about this - the right strategy needs to be constructed to suit the local company environment © Michael J. Collins 2005

12. Use output of development sections of reviews to feed development section of Training Plan Put together on-line publicity system for all employees and off-line brochure as necessary Develop a Matrix of Capabilities vs. Development Solutions Have all in place for next performance review Contract for priority Development Solutions Training Workshops Add to Development solutions over time... 1:1 Coaching Computer-based Training Report and measure on effectiveness of development activities 360 degree instruments Other self-paced materials Longer term behavioural outcomes Metrics each month Books SUMMARY - Sample steps to Putting a Development Framework into Place Take “Capabilities that Lead to results” as key focus for Developmental Activities © Michael J. Collins 2005

13. Contact Mike Collins at 087 6088062 021 4979895 mjcollins@eircom.net For further details © Michael J. Collins 2005