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Business Skills

Business Skills. Steering Group materials 19/1/2011. One CEE strategy. One CEE strategy requiring upgraded business skills Three related elements: Multi-year Business programme for Managers Regionally consistent Partner/Director/SM business curriculum

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Business Skills

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  1. Business Skills Steering Group materials 19/1/2011

  2. One CEE strategy • One CEE strategy requiring upgraded business skills • Three related elements: • Multi-year Business programme for Managers • Regionally consistent Partner/Director/SM business curriculum • Single approach to catching up existing Managers Today’s meeting

  3. Agenda and decisions needed • Agenda: • Review overall plan and status • Agree delivery model • Discuss potential barriers/actions • Agree approach to delivery resources • Discuss 70/20 • Discuss marketing and branding • Review budget impact • Decisions needed today: • Delivery Model - Number of years, Regional/Hub/Local etc. • Business Knowledge Curriculum - Mandatory/Elective? LoS specific electives or keep consistent? • Delivery Capability - Facilitators and Administrative support (including from business). • 70/20 – Process, assessment, roles etc. • Roles going forward

  4. Status and recent LoS Leader feedback • Status summary: • High demand • Curriculum exists • Majority of content exists • Consensus is building around delivery model proposal • Delivery resources in short supply but options being actively researched • Substitution opportunities identified with Milestone events • LoS Leader feedback: • Overall happy with direction • Like the continuity from technical training • Prefer 4 year programme from New Manager milestone • Feel consultation phase has been completed – call to action • Interested in any substitution from existing programmes • Question about 70/20 adding workload to coaches

  5. We are driving multiple workstreams in parallel Jan Feb Mar Apr May Jun Delivery model Define options. SG to propose. Board to ratify. Draft schedule. Search venues. Book venues Book trainers Briefing Meeting with external trainers Check readiness Delivery resources Assess need. Confirm internal training capability. Agree nominations from Business. Explore Plan B’s. TTT Poland TTT Czech TTT Russia TTT Other Content, curriculum & tracking Agree core modules and electives. Agree 70/20. Identify overlaps. Start materials prep Agree tracking Prep materials-new Branding etc Load in to LMS. Identify coaches & Sign-off partners. Tel conf/Centra with all coaches Brief Partners Marketing and comms Engage Territories. Draft campaign. Branding created. Agree campaign Draft comms. Update Intranet. Launch comms to Region. Budget and financial management Finalise needs. Plug into 11/12 plans. Draft evaluation strategy.

  6. Delivery model Various delivery scenarios have been looked at and we recommend a combination of Hub and Local events for the classroom elements

  7. Delivery model A 4 year programme (PwC Experience Phase 2?) for New Managers is achievable with 4 days annually (plus electives) with approx 2 day savings p.a. from current Milestone/BAU events Elective examples – delivery TBD (eg e-Learning, Webex, Local workshops/Academies): Marketing Financial statements Supply Chain Management Quality Issues and Models Performance Management • * Replaces New Manager Milestone event (with added content) • ** Replaces Senior Manager Milestone event • *** Upgraded course focusing on the Global competency framework and performance management

  8. Delivery model Why concentrate on New Managers? • Retention of talent becomes a problem from SC/AM • There is a major change of responsibility in the manager role in relation to managing teams and client engagement • The majority of technical training has been completed freeing-up time to concentrate on broadening business knowledge and developing appropriate inter-personal skills • There is evidence that many staff at more senior grades do not demonstrate the knowledge and behaviours requires to achieve our CEE 2016 strategy – “to be number 1” • Changing behaviours or learning new ways of doing things takes, commitment, time and practice.

  9. Delivery model How do we sustain our commitment and individual accountability

  10. Delivery resources Irrespective of the delivery model chosen we will build and/or buy delivery capability as we actively manage a development process to achieve self-sufficiency within 2-3 years • As of now, we do not have sufficient delivery capacity for this new programme or the broader SM/Director curriculum • We are aiming to minimise external reliance and cash outflow through: • Maximising available L&D trainers • Recruiting volunteers from the business in CEE (key talent opportunity) • Borrowing trainers from: • PwC Business Academies • PwC People and Change practices • PwC Ireland client facing training group • We estimate annual trainer needs require a pool of 64 trainers for years 1 & 2 and TtT investment required in year 1 at e40,000 (payback when avoid 27 external trainer days)

  11. Content, curriculum & tracking The programme will be driven and tracked on a Regional basis via LMS including non-classroom activities (70/20/10) directed and captured through progressive learning journals • Learning journals are about encouraging the application and practice of new skills in line with encouraging personal responsibility and reflection in our professional development • The journals will contain assessments and assignments to be completed over time and discussed and signed off with coaches and appointed Partners. This has the benefit of proving structure and purpose to the coaching relationship in a way that focuses explicitly on performance and development aligned to PwC strategy • The role of the coach will be crucial and supported by coaching guides and briefings • A complete journal signed off by both the coach and the Partner is a Managers ticket into the Graduation event. • With a parallel focus on existing Manager catch up, within 3 years there should be no broad-scale need for business training outside of the programme PwC ‘’Enterprise’’ Business Certificate = Elective examples – delivery TBD workshops/Academies): Marketing Financial statements Supply Chain Management Quality Issues and Models Performance Management + Learning Journal assignments and assessments

  12. Marketing and comms The communications strategy will extend our PwC Experience activities and be uniquely positioned as supporting the PwC culture change and growth strategy • We will start with a joint message from Mike Kubena and Regional LoS to CMPs, Country LoS leaders and HC leaders: • Clarifying the rationale for the multi-year programme for new Managers and the curricula for Senior Managers, Directors and Partners • Championing the benefits of the new Manager multi-year programme and establishing links to PwC Experience [note to team: funding opportunity?], our growth strategy, performance management and promotions • Launch communications will be reinforced and sustained via CEE and country Intranet(s) and LMS portal to clarify: • Who is eligible and how to access, complete etc • The integrated roles of Region and Territories • The role of local leaders, partners, managers and coaches • Branding and marketing need to reinforce the cutting edge nature of this CEE programme in the global context and entice participation: • Eg ‘’Enterprise’’ – get with the programme…………. “Boldly Go”………

  13. Budget and financial management We need to ensure that budgets are set at appropriate levels for and this needs be communicated as a top priority in Regional and Territory funding for 2011/12 • NB: • Budget assumptions are for the New Manager multi-year programme only (ie excludes operationalisation of overall Business Skills curriculum) • Assumes proportion of participants do not stay in hotel but all take catering • Assumes low-key catering and no external acitivites • Assumption is for 3 hubs (eg Moscow, Prague and Warsaw) but this is subject to validation • Estimates are all inclusive except for: • Train the Trainer (estimated at e40,000 in 2010/11) • Partner/Leader costs of attending (unless in trainer capacity) Business Programme – 4 year Hub/Local – e3600 pp* * Pure Regional option – e6000 (+72%) and pure Local option – e3000 (-17%)

  14. Benefits summary for our recommended approach • Reinforces and sustains PwC Experience • Leverages existing curriculum and content • Generates economic use of Trainers, Partners and Leaders • Supports networking opportunities through hubs, thereby: • Avoiding high costs of a pure Regional based event • Minimising isolation of smaller territories • Directly supports PwC CEE strategy and identified skills gaps • Supports early X-LoS networking and understanding • Sets a coherent but affordable programme with market value • Reinforces joint responsibility for learning and development • Provides powerful vehicle for Coaching relationships via the 70/20 Learning journal and dialogue • More formally synchronises Milestones and PC&D schedule

  15. Appendices

  16. Appendix - Budget assumptions • NB: • Budget assumptions are for the New Manager multi-year programme only (ie excludes operationalisation of overall Business Skills curriculum) • Assumes proportion of participants do not stay in hotel but all take catering • Estimates are all inclusive except for: • Train the Trainer (estimated at e40,000 in 2010/11) • Partner/Leader costs of attending (unless in trainer capacity)

  17. SM, Director and Partner track Regional and Territory L&D teams are collaborating to operationalise the curriculum for existing Senior Managers and Directors. The Partner curricula are aligned with Cluster and driven Regionally Partner content taken from Cluster Partner curriculum Senior Manager/Director courses created from agreed Regional core curriculum

  18. People currently involved – we will adjust as needed as we move into execution mode • Steering Group • Matt Pottle – HC Lead • Peter De Ruiter - Sponsor • Tim Sherwood – L&D Leader • Ro Pegler-Strestik – Project leader • Steef Klop – Advisor • Paul Stewart -TLS • Piotr Wyszogrodzki - Assurance • Brian O’Brien - Advisory • Alan Broach- TLS (RU) • Regional L&D • Tim Sherwood • Ro Pegler-Strestik • Angela Szatmary (Assurance) • Mina Peeva (Advisory) • Michal Corba (TLS) • Territory L&D • Natalya Zhuravleva – RU • Julia Lunik (RU - Bus Skills) • Anna Brzozowska – Poland • Olga Jopyk – (Poland - Bus Skills) • Jana Krajcarova – Czech Republic • Monika Ludanyi -Hungary • Carmen Baibarac -Romania • Melanie Schwabe -Kazakhstan

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