THINQ LMS 5 Skills & Competency October 29, 2003 © Copyright 2002 by THINQ Learning Solutions, Inc. All rights reserved. Revision A

THINQ LMS 5Skills & Competency

October 29, 2003

© Copyright 2002 by THINQ Learning Solutions, Inc. All rights reserved.Revision A

Hamlet’s Dilemma

To be, or not to be: that is the question:Whether 'tis nobler in the mind to sufferThe slings and arrows of outrageous fortune,Or to take arms against a sea of troubles,And by opposing end them?

Hamlet; Act 3, Scene 1

The Competency Dilemma

To Skill or not to Skill: That is the question.Whether ‘tis nobler to suffer the inadequacies of ad hoc learning, or to take arms against a sea of learning interventions, jobs & skills and by decisive action build competency?

(With apologies to Will Shakespeare)

The Competency Dilemma

How can you move from ad hoc

to competency-based learning

with THINQ and PeopleView

Why Performance &Competency Management?

Aligns Organizational & Contributor Performance to Corporate Mission, Vision & Core Competencies

Improves an Organization’s Ability to Develop,Maintain and Track Competency Information

Supports Recruitment, Performance Management, Career Development and Compensation Management

Facilitates Development of Competency Centers to Leverage Scarce or Expensive Human Resources

When Performance &Competency Management?

A Systematic Framework

No formal consistent process

Consistent, basic approach to learning management

Consistent, comprehensive approach

Institutionalized and integrated into business planning

The Learning Management Maturity ModelTM

Learning and performance-centered organization

Ad hoc (I)

Managed Learning (II)

Competency-driven (III)

Integrated Performance (IV)

Optimized Workforce (V)

Key Considerations

How important is Skills & CompetencyManagement to your enterprise?

What is the impact if you don’t address this issue?

Where should this capability reside? HRMS LMS Competency Management System

Are there other approaches to solving the competency problem?

What do you look for in a competencymanagement solution?

Anticipatory delivery

Wisdom

Extended enterprise model

Performance support

Advanced profiling & predictive

technologies

Networked

Net worth

Re-invented

Rapid reconfiguration

Return on assets

Shareholder

value

Context-adapted

Knowledge

Performance management

Goal management

Knowledge management

Interoperable

ROI correlations

Strategic

Connected processes

Alignment of strategy & execution

Competitiveness

Universal, assumed interoperability

Information

Competency modeling

LCMS / CMS

Blended learning

360° assessment

Integrated

Qualitative

Prescriptive (push)

Learning culture

Achievement of business results

Proficiency

Simple, standards-based integration

Data

Enterprise LMS

E-Learning

Custom, standards-based content

Compliance & certification mgmt

Packaged

Quantitative

Planned (pull)

Consolidated operations

Change readiness

Cost avoidance

No connectivity

Data

Spreadsheets

Dept LMS(s)

COTS content

Automated

Predictable costs & rates

Reactive

Independent departments

Risk reduction

Visibility & Control

Content Agenda

Decision Support Dimension

Primary Tools &

Technologies

IT Focus

Key Metric

Learning Process

Organizational Focus

Driving Goal

Business Pain

STAGE V:

Optimized Workforce

STAGE IV:

Integrated Performance

STAGE III:

Competency-driven

STAGE II:

Managed Process

STAGE I:

Ad Hoc

9 DEFINING CHARACTERISTICS

LM3™: Learning Management Maturity Model Summary

Ad hoc (I)

Managed Learning (II)

Competency-driven (III)

Integrated Performance (IV)

Optimized Workforce (V)

KeyNot HappeningPartially EngagedFully Engaged

Consider the Learning and Performance Optimization Continuum


Corporate Strategy & Key Business Objectives

Staff

Customer

Distributors/ suppliers

Partners

Citizens / constituents

Extr

a-

En

terp

rise

Integrations w/ ERP, HRIS, Portals, other Legacy Data Stores

Content Mgmt Authoring tools COTS providers Third party developers LCMS & CMS & DMS Services

Knowledge Mgmt

Repository mgmt Workflows Electronic performance support systems Advanced search-and- navigation

Collaboration Virtual classrooms Blended learning Mentoring Discussions & chat Online Meetings Communities of Practice

Program Strategy

& Design(Services)

LMS Catalog admin. Event scheduling Compliance mgmt Job development Resource mgmt Skills & competency enablement

Change Leadership

(Services)

Testing & Assessment

Kirkpatrick evals Pre- & post-testing Job & Job skills testing 360 ° feedback

Performance Mgmt

Goal mgmt Performance evals Talent mgmt Succession planning

Competency Mgmt

Skills libraries Competency maps Development plans Analysis ervices Organisation & staff development planning

Stage III:Competency-driven

Stage IV:Integrated


Staff

Customer


Partners


Extr

a-

En

terp

rise




Knowledge Mgmt



Program Strategy

& Design(Services)


Change Leadership

(Services)


Kirkpatrick evals Pre- & post-testingJob & Job skills testing 360 ° feedback

Performance Mgmt


Competency Mgmt

Skills libraries Competency maps Development plans Analysis services Organisation & staff development planning

Stage IV:Integrated


Staff

Customer


Partners


Extr

a-

En

terp

rise




Knowledge Mgmt



Program Strategy

& Design(Services)


Change Leadership

(Services)


Kirkpatrick evals Pre- & post-testingJob and Job skills testing 360 ° feedback

Performance Mgmt


Competency Mgmt

Skills libraries Competency maps Development plans Analysis ervices Organisation & staff development planning

Stage V:Optimised

Performance Appraisal &

Assessments

Personal Development

Plan

Personal Learning

Plan

Learning Consumption &

Assessment

Performance Objectives and Skills Gaps

Performance Objectives and Skills Gaps

Skills Enhancement & Goal Tracking

Individual and Role-based Prescriptions

Assessment scores, Appraisal ratings, Evaluations

THINQ Solution Overview

Competency Mapping Define Cascading Organizational Core Competencies

Define Competencies as Sets of Assessable Knowledge, Skills & Abilities (KSA’s)

Job Role Competencies Support Organisational Competencies

Job & Skills Libraries Define Idealised Job Roles with Competencies & Skills Target Desired Proficiency Levels

Analysis Services Define Organisation Specific Job Roles, Competencies & Skills Align Organisational Competencies with Goals & Objectives

CorporateCore

Competencies

DivisionCore

CompetenciesSupport

DepartmentCore

CompetenciesSupport

Job RoleCompetencies

Support

Skills &Knowledge,

Skills,Abilities

Support

Best Practices in Competency Management Best Practices in Competency Management

OrganisationMission

&Values

OrganisationGoals

&Objectives

Derive From

DivisionGoals

&Objectives

DepartmentGoals

&Objectives

Support Support

Division Mission

&Values

Support

Department Mission

&Values

Support

Derive From Derive From

IndividualGoals

&Objectives

Support

Individual Mission

&Values

Support

Derive From

Goal Management Provide Cascading Mission & Values, Goals & Objectives

• Define Organisational Mission & Values• Identify Goals and Objectives that Support Mission & Values

Align Goals to Organisational Competencies Derive Individual Goals & Objectives from Organisational

Goals & Objectives

Best Practices inPerformance Management

Performance Evaluation Assess Individual Performance on a

Predefined Cycle Based on Individual Goals & Objectives

• Send Performance Assessment Notifications Automatically

• Provide 180°, 360° or Multi-Rater Feedback for Individual Performance Assessment

• Assign Learning Interventions to Close Performance Gaps.

Assess Organization Performance on a Predefined Cycle Based on Organizational Goals & Objectives

• Assess Organizational Performance by Aggregating Individuals Performance Assessment

Self-Assessment

ManagerAssessment

PeerAssessment

SubordinatesAssessment

Customer/PartnerAssessment

Best Practices inPerformance Management

Identify & Manage Key Positions Define Succession Plan for Key Positions Identify Candidates for Retention & Promotion Find Candidates for Jobs (Recruitment) Manage Career Paths

Talent Management &Succession Planning

OrganisationMission

&Values

OrganisationGoals

&Objectives

Derive From

Division Mission

&Values

DivisionGoals

&Objectives

Department Mission

&Values

DepartmentGoals

&Objectives

Support Support

Support Support

Derive From Derive From

Individual Mission

&Values

IndividualGoals

&Objectives

Support

Support

Derive From

CorporateCore

Competencies

Support

DivisionCore

Competencies

DepartmentCore

CompetenciesSupport Support

Support Support

IndividualCompetencies

Support

Support

Knowledge,Skills,Abilities

Support

Creation and maintenance of a virtuous cycle that powers workforce optimization

Performance and Competency Alignment

Integration ApproachTwelve Steps to Skill Recovery

LearningManagement

System

PeopleViewHCM

Learners, Job Assignments, Courses, & Course-Skills

Jobs, Job Competency Models (Job-Skills), Skills

System of Record for:LearnersCourses

Course-SkillsTranscripts

System of Record for:Jobs

Job-SkillsAssessment Results

1

32

Administrators align learninginterventions (Courses) withSkills and determine theCourse-Skill proficiency level.

Learners are assigned toJobs.

Twelve Steps to Skills RecoveryTHINQ-PeopleView Approach to Competency Based Learning Management

Twelve Steps to Skills RecoveryTHINQ-PeopleView Approach to Competency Based Learning Management

6

OptionalJobs & Skills may bedeveloped through a Job andTask Analysis for jobs andskills that are not generic.Otherwise, customer selects ageneric job competency modelfrom a company such as ITG.

8Learning Plan is synchronized between LMS and SkillSight

4 Job Skills assessment sent toLearner by invitation e-mail.The e-mail includes a URL link

to the assessment.

Similar e-mails may be sent tomanager, peers andsubordinates to provide a 360-degree assessment of skills.

5 Learner completes theassessment.

7Manager & Learner reviewassessment results anddevelop Learning Plan

NOTE: Learning Plans can be developed in either system.Learners can add to their Learning Plan thru THINQ Learner.

Learner engages in targetted learning interventions (Class, e-Learning, Text, Mentoring, Job Aid, etc.)

9

Skills Assessment Results/Appraisals for Learners

Learning Plan Completions sync'ed to SkilSight

10

11 PeopleView SkillSightaggregates results bydepartment and organization.

- Reporting- Personnel Sourcing- Training Investment Plan

Development- Succession Planning

12LMS becomes the StrategicTalent Management Engine- Business Opportunity

Evaluation- Key staff retention- Measure learning efficiency + Time to competence + Training investment costs

+ Training Program Efficiency + Kirkpatrick & Phillips learning & ROI assessment + Alignment of Business Strategy & Organizational

Skills

2

Q&A

PeopleView

Documents

THINQ LMS 5 Skills & Competency October 29, 2003 © Copyright 2002 by THINQ Learning Solutions, Inc. All rights reserved. Revision A