L&D Overview 2014

L&D Overview 2014

© Outotec – All rights reserved

Outotec professional growth framework: 70/20/10.

2


Learning and Development Priorities - 2014 and 2015

3

Professional Growth

Life-cycle Solutions

Management and

Leadership

Technologies and products

General programs and

tools

OutotecExperience

?


Bringing O’People alive in your area

• Supporting your teams with action planning

• Collaboration

• Customer Centricity

• Consistency in behaviours

• Engagement and recognition

4

O’People is not just a survey!


Future Leaders Development Objectives

5

• Leading change through my team

• Increasing self awareness and ability to adapt / flex styles as a leader

• Being an engaging role model for Outotec Leadership for my people

• Developing my capacity to operate in a global, complex and adaptive

business

• How to coach as a leader and using peer coaching

• Leading teams and influencing / collaborating with peers

Module 1 in

Abu Dhabi

January

Module 2 in

Delhi

May

LG 1 LG 3LG 2

Leadership

Summit

(Virtual)

September


96 leaders have attended Future Leaders 2012 and 2013 – 46 will again attend in 2014

21.2.2016 Outotec6

15

24

19

11

12

4

9

FL Attendees 2012/13 by BA/Region/Function

MP

MEW

Americas

APAC

EMEA

Supply

Support functions w/oSupply

Future Leaders

To Future Leaders program we nominate leaders

that are potential change ambassadors, in

engaged teams, on strategic positions, maybe

new in their roles, with ability to influence large

teams in the matrix (directly or indirectly).

”Participants are not on the

program to become Future

Leaders, they are Future Leaders

and there to help develop new

Future Leaders”

6

4

3

6

8

21

FL Attendees 2014 by BA/Region/Function

MP

ME&W

Americas

APAC

EMEA

Global Functions


O’Mentor Program Overview

2/21/2016 Outotec7

1-2-1

Mentoring

meetings

Before kick-off meeting:

• Matching mentoring pairs

• Communication

• Personal Development Plan with Line manager

Kick-off

Meeting

(half-day workshop)

• Mentors and

mentees

• Understand the

process

• Mentoring

Alliance

• Agree on target

setting and

schedule

Closing

meeting

(2 hours)

• Mentors and

mentees

• Evaluation of

the process1-2-1

Mentoring

meetings

Coaching

session for

mentors

(half-day workshop)

• Mentoring meetings between mentor and mentee regularly during the one-year

process, 6-10 meetings according to mutually set schedule.

• Meeting length circa 1-2 hours depending on focus and agreed schedule.

• Mentee to prepare before meeting, preferably send key questions beforehand to

mentor.

• Mentee to do learning log after each meeting.

Follow-up calls from local HR during the process

Mid-year

review

(half-day workshop)

• Mentees

• Q&A

• Evaluation of

the process half

way through

• Sharing

experiences and

learnings


Mentoring programs 2014-2015

21.2.2016 Outotec8

O’Mentor in Finland 2014-15

• Kick off in February with 16 pairs

• Long waiting list for new program

to start in September

Cross Mentoring program with

Kone

• Kick-off in September for a high

level cross mentoring program with

Kone

• Main focus on China, Germany,

Finland and South Africa

• Main focus on Supply function

• Facilitated by third party

consultant

Regional / local initiatives

• Discussions with regional HR to

support regional or local initiatives

in SEAP and Americas.


Coaching around the globe

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Outotec Leadership Framework (evolving)

21.2.2016 Outotec10

Inspiring

People

Leadership

Personal

Leadership

Business

Leadership

Diversity

Adaptability

Influencing

Resilience

Managing

Performance

Change

Management

Learning

agility

Decision

making and

driving for

results

Business

acumen


Outotec Leadership Curriculum

21.2.2016 Outotec11

ONBOARDING

(training modules)ALL

EMPLOYEES

OUTOTEC MANAGERS PASSPORT

(training modules)

NEW LINE

MANAGER /

NEW LINE

MANAGER AT

OUTOTEC

MIDDLE MANAGER LEADERSHIP DEVELOPMENT

(development program)

FUTURE LEADERS (OR EQUIVALENT)

(development program)

UNIQUE LEARNING EXPERIENCES

MIDDLE

MANAGERS –

BY

NOMINATION

TOP

MANAGERS –

BY

NOMINATION

SELECTED

LEADERS – BY

NOMINATION


Performance Evaluation – why?

21.2.2016 Outotec12

Proposal Benefits

Create concept to fairly and

transparently evaluate

everybody’s performance

and behavior and support

actions to improve

What gets measured, get’s

delivered behavior quality

increases in Outotec.

Full picture of what and how

a person performs their role.

Use values as a base for

evaluating behaviors

Values linked to performance

evaluation people

behaving more according to

values

Performance Evaluation

(achievements + behaviors)

is a key element in pay for

performance

Linking behavior to pay

rewards the right behaviors.

Objective allocation of salary

increases.

Current State

Performance is currently only

partly evaluated through

bonus targets (behavioral

part and any quality

assessment is missing)

Values are not measured as

part of performance

Behavior has no link to pay.

Performance has no link to

base salary.

We want to reward our people with the best performance

= both achievements and behavior


Films & articlesCoaching booklet

Journey for coaching and change

21.2.2016 Outotec13

Engaging our people

• How do you get people to take responsibility?

• How do you get people to change the way they think?

• Myth busters

How our people learn

• Communicate

• Influence

• Coach in the right way to enable change

Post training and lessons

learnt

• Recognize

• Listen to our people

• Support through the challenges

Coaching for change -overview

Coaching models

Coaching and engagement toolkit

https://connections.myoutotec.com/communities/service

/html/communityview?communityUuid=cfd0c97c-3a2a-

494a-9db2-0dc090c94eb8

https://connections.myoutotec.com/communities/service/html/communityview?communityUuid=cfd0c97c-3a2a-494a-9db2-0dc090c94eb8


Learning Point in Intranet

21.2.2016 Outotec14

Learning Point

link

http://www.myoutotec.com/en/My-job/Learning/

© Outotec – All rights reserved15

Administrates global training

and leads development of

O’Success Learning

allowing employees

access to learning

Learning PointLearning Point is Outotec’s channel to

connect you to different learning

interventions and materials through the

following tools and people

Coordinates, provides

technical support both

for end users and

training owners

regarding

E-learning

Updates

Outotec

Learning

Point Intranet

Develops and works with

training

coordinator &

LMS user

network to

support training

delivery globally

New ways of

working

Assessments

and self

evaluations

1070 20Job

rotation New projects

& tasks

Feedback;

colleagues &

customersProject &

International

Assignments

Mentoring

Coaching

Conferences

Class-room

training

Learning at

customer

Sites

Reflective

Self-learning

Coaching and Mentoring

Raising self-awareness via

feedback and reflective learning

On-the-job learning

Exploring and gaining experience

Every day is a learning day!

Training courses

Learning new skills and

gaining knowledge

Lectures

Outotec Professional Growth Framework & Learning Point

Documents

L&D Overview 2014