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
KeyNot HappeningPartially EngagedFully Engaged
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
KeyNot HappeningPartially EngagedFully Engaged
Staff
Customer
Distributors/ suppliers
Partners
Citizens / constituents
Extr
a-
En
terp
rise
Integrations w/ ERP, HRIS, Portals, other Legacy Data Stores
Corporate Strategy & Key Business Objectives
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-testingJob & Job skills testing 360 ° feedback
Performance Mgmt
Goal mgmt Performance evals Talent mgmt Succession planning
Competency Mgmt
Skills libraries Competency maps Development plans Analysis services Organisation & staff development planning
Stage IV:Integrated
KeyNot HappeningPartially EngagedFully Engaged
Staff
Customer
Distributors/ suppliers
Partners
Citizens / constituents
Extr
a-
En
terp
rise
Integrations w/ ERP, HRIS, Portals, other Legacy Data Stores
Corporate Strategy & Key Business Objectives
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-testingJob and 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 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