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Talent Development journey

TASK• Think of 1-2 major learnings that you have had in your life!

− What were the circumstances?− What did you do?− Who – if any – were involved?− What motivated you to learn?− What made it a great learning experience?

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The effectiveness of training

Did nothing ofwhat had been

Taught

15 %

Tried, but had trouble

implementing and stopped

Used it and created value

70 % 15 %

Out of 100.000 participants in a training course – how many do you think went home and ……..

3

What contribute to the effectiveness of training

Factors related to actions before

the training

40 %

Factors related to actions during

the training

Factors related to actions after

the training

20 % 40 %

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The 70:20:10 Model

70:20:10 views development as occurring through three basic types of activity:

Experience (70): learning and developing through day-today tasks, challenges and practice.

Exposure (20): learning and developing with and through others from coaching, exploiting personal networks and other collaborative and co-operative actions.

Education (10): learning and developing through structured courses and programs.

http://www.youtube.com/watch?v=t6WX11iqmg0&feature=youtu.be

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Experience (70%)

The main focus is on-the-job learning activities!

Challenge #1 Exposing you to the right on-the-job activities

Challenge #2 Enabling you to effectively capture learning

Challenge #3 Enabling you to apply the learning in new job situations (put into action at work)

Performance

Focus Intention Reflection Create

the impact

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Access to best practice

Scope expansion Change and diversity

Challenging relationships

Persuading and teaching

Making difficult decisions

Activities: • Shadow a

coworker to see how he conducts his work

• Work with recognised expert

Activities: • Increase

amount of responsibility

• Undertake a challenging assignment

• Participate in a group to solve a real business problem

• Fill in for a manager temporarily

Activities: • Work in a

situation with rapidly changing circumstances

• Handle a crisis at work

• Work in a situation where something goes wrong or fails

Activities: • Work with

people from other business units, functions or locations

• Work with multiple people with contradictory and competing views

• Work with difficult customers

• Work with difficult coworkers

Activities: • Persuade

senior management to take a difficult action

• Teach coworkers how to do a component of their jobs

Activities:• Make a risky

decision with potentially adverse consequences

• Make a decision outside area of expertise

Six types of high impact on-the-job learning

Experience (70%)

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Relationships and networks (20%)

Active interpersonal connections:

• Informal feedback

• Seeking advice, asking for opinions, sounding out ideas

• Work debriefs or review meetings

• Coaching from manager/HR

• 360 degree feedback

• Assessments with feedback

• Structured mentoring and coaching

• Career counseling

• Learning through networks

• Participating in virtual social networks

• Courses, workshops, seminars (internal and external)

• E-learning, E-lessons

• Certification processes – e.g. certified project manager

• Formal education, e.g. MBA, CBA

• Conference attendance – as participant and as presenter

• Reading article and books

Learn through structured courses (10%)

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Talent development journey

Challenge!

EVERY DAY - LITTLE UP!

SOME DAYS - BIG UP!

Until you take the first step, it will not be possible to see the next step!TRY

Stre

tch yo

urself

Tips

• There are a number of initiatives you may consider in order to gain full benefit from the development journey:

• Based on previous learning experiences, consider which learning methods you prefer and benefit the most from;

• You will need to make sure that you set aside the time needed in order to complete the development activity – this includes reflection;

• You might find it helpful to include colleagues in your plan to receive support and sparring opportunities;

• Take advantage of opportunities for knowledge sharing – communicating the lessons learned can be a valuable part of the learning process.

Remember that learning and development must extend far beyond conventional classroom training courses.

Be creative, innovative, and open-minded, and you will discover learning in virtually every new experience,

whether for yourself, your team, or your organisation.

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What is PDP?

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Ingredients in the talent’s development journey

The following are key ingredients in every talent’s development journey

− Personal Development Plan (PDP) – this is virtual site that the talent continuously work with. The site collects key input and key focus for the talent’s development

− Formalised input to the talent • Hogan personality profiles: A number of reports that highlight

strenghts and possible derailers in a talent’s personality. This is done as part of the nomination of the talent.

• 360 degree report: Feedback from key persons in the talent’s everyday environment structured around 10 key competences. This is done at the beginning, middle and end of the two year process

− Learning activities: This should be based on the 70-20-10 approach. • Some of the formalised 10% actitivies are master classes and

hot chair workshops. • Some of the 20% activities are the possibility of using a coach,

mentor and working in an action learning groups with fellow talents.

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Personal Development Plan - Checklist

Step Completed

Have I shared the plan with my manager and incorporated his/her feedback?

Do I focus on the knowledge, skills and attitude I’ll need to successfully do my job now and those I’ll need to achieve my career goals?

Do I focus on continuing to build my strenghts at least as much as I focus on closing my gaps?

Does this development plan push me to the edge of my ”comfort zone”?

Have I identified a clear action plan that will help me reach my development goals?

Have I made sure that at least 70% of my action steps are tied to my day-to-day responsibilities and project assignments and around 10% are training programs?

Have I shared my development goals with others so I can measure progress along the way?

Have I created realistic and achievable metrics to measure my progress?

Have I tied the metrics to realistic deadlines to assess my progress?

Have I created milestones to ensure that I’m on track?

Category

Development goals

Action steps

Success measures

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Talent development – Roles, cont

Role From what perspective do you involve yourself in the role?

What do you do in the role?

Manager From daily work and performance (narrow and typical functional focus)

• Creates goals and focus in the PDP (plan) and follows up on progress

• Main responsible in making the development possible

HR Partner From daily work and performance (broad, cross functional approach)

• Supports in creating the PDP (plan)• Discusses the quality of the PDP (plan)• Evaluates and supports the manager’s contributions and

efforts

Talent Management Manager/Specialist

From an organisational perspective – a strategic and succession planning approach

• Keeps updated on the individual’s progress and career ambitions

• Keeps updated on organisational needs and possibilities• Paves the way for the talent’s next position

Learning Partner From the talent’s individual perspective – a competence and career approach

• Discusses the different feedback input (Hogan, 360)• Supports in creating PDP (plan) and creating focus and

intentionality• May be an active player in concrete development

activities• Ensures coordination across the roles

Talent From your own development and performance

• Makes the development happen in most efficient ways

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Talent development - roles

General perspective

Day-to-day perspective

Pers

on

al d

evelo

pm

en

t

Pro

fessio

nal

develo

pm

en

t

Manager

Coach

HRPartner

Learning Partner

Mentor

TalentManager

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Leadership

Leading Leaders1 cohort in 2014

in DK

Functional expertise

ECCO-knowledge

Introduction to Senior Managers2 cohorts in 2014

in DK

From hide to Highstreet

Cow to Shoe to be updated and

rolled out in 2014

Academic studies

Master of Business

Administration5 seats budgeted

for 2014

Certificate of Business

Administration1 cohort in 2014

Talents development

Leading Others2 Cohorts in 2014

in USA & Asia

Hot Chair Year 2

Project Management

2 Cohorts in 2014 in Europe & Asia

Finance for Non-Finance Managers2 Cohorts in 2014 in Europe & Asia

Master Class 4 Year 2

Master Class 3 Year 1

Master Class 2 Year 1

Master Class 1 Year 1

Cancellation fee after confirmed participation is 1000 Euro for CBA and 500 Euro for other programs except for Intro. To Senior Managers.

ECCO Group Development: structured Initiatives

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Design principles of master classes

- To combine training topics with real-life projects

- To design diverfied real-life projects, which provide the space to challenge all talents

- The projects will be sourced from VP’s and selected by CTB

- To assign and reassign the talents different roles based on the identified development needs in their PDP and these roles will be reassigned along the master classes

- To focus both on the contents as well as process, which means that participants will be observed and feedback on their behaviors and performance during the master classes workshops

- Subject, business, and process experts will be involved along the whole master classes

- The talents are required to participate in all master class in principle. Absence should be granted case by case.

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Process of Master Classes

Innovation

Distribution network

Trainee development

Selling leather to luxury brands

Developing Others

Distribution network

Trainee development

Selling leather to luxury brands

Managing Performance

Influencing & Impacting

Distribution network

Trainee development

Selling leather to luxury brandds

Distribution network

Trainee developmen

t

Selling leather to

luxury brands

Proc

ess-

orie

nted

Task

-orie

nted

(bus

ines

s en

gage

men

t)

San

ity c

heck

wit

h f

un

ctio

nal exp

ert

s

San

ity c

heck

wit

h f

un

ctio

nal exp

ert

s

San

ity c

heck

wit

h f

un

ctio

nal exp

ert

s

Final pre

senta

tion t

o f

unct

ional expert

s

Debriefing

Debriefing

Debriefing

Debriefing

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Hot Chair Stratetic Challenge competition

- To provide ECCO with out-of-box solutions to our current strategic challenges - To offer ECCO talents a learning experience in a safe but competitive

environment

- By invitation only

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Coaching and Mentoring

- Not a recipe for all: dialogue with your learning partner, HR partner and manager to clarify why and what to achieve

- Consent from the budget owner of your development activities is crucial

- Take initiatives to approach the mentors yourselves

- Learning partners coordinate the availability of the ”highly-requested” mentors