Learning paths for core roles Case Development paths

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Learning paths for core roles Case: Development paths Commerce Pilot: Toolkit for SME created

Learning paths for core roles Case: Development paths Commerce Pilot: Toolkit for SME created paths - Affiliates

1 CONTEXT Talent development @Delhaize 2

1 CONTEXT Talent development @Delhaize 2

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INTEGRATED TALENT MANAGEMENT FRAMEWORK Competency model Critical roles Which capabilities do we need in

INTEGRATED TALENT MANAGEMENT FRAMEWORK Competency model Critical roles Which capabilities do we need in our associates to obtain our strategic goals of today and tomorrow? What is required to be successful in a role? § Allows to assess gaps/ development needs § For which we can leverage a focused & relevant development offer § In order to drive continuous performance improvement Which roles are seen as critical to our organizational strategy? potential gaps need to have our focus in terms of people investment • Assess capabilities of current & future talent through the lens of strategically critical roles • Build a succession pipeline and fill gaps focus clarity Define demand & assess supply of talent DEVELOPMENT FOR ALL Development framework Leverage talent § Learning offer built around key capabilities and expected leadership § § behaviour Individual Development Plan for all incorporating these capabilities Functional learning paths focus on core roles Career framework How can I develop my career within this company and what does it take? Engage, grow & retain talent to deliver on our company’s mission § Direction in lateral & vertical opportunities for progression and steps to take § Clarifying skills, competencies & behaviour necessary for success § Highlights potential skill gaps & focus for development direction 4

1 CONTEXT The Commerce context & demand 5

1 CONTEXT The Commerce context & demand 5

DEVELOPMENT TRACKS COMMERCE THE COMMERCE DEMAND & CONTEXT context Reorganization – 3 ‘new’ critical

DEVELOPMENT TRACKS COMMERCE THE COMMERCE DEMAND & CONTEXT context Reorganization – 3 ‘new’ critical roles but processes & E 2 E ownership not fully defined yet Unstable teams + gap between moment of departure & arrival of replacement: time for training No clear onboarding & learning tracks present LMS that doesn’t encourage use of modern learning methods Involvement (follow-up) of manager needs to be redefined & improved proposed solution Leads to: o Lack of appropriate training of newcomers in role o Role unclarity o Uneven level of knowledge and/or skills in current role incumbents o Pressure between learnng, handover & day to day operations o Loss of time, challenges in day to day execution Functional learning pahts building on: Phased approach Modular track - customizable High impact learning methods Mentorship Subject matter expert created & managed content Follow-up structure with clear role supported & carried out by management

DEVELOPMENT TRACKS COMMERCE GOAL what do we want to achieve provide the needed support

DEVELOPMENT TRACKS COMMERCE GOAL what do we want to achieve provide the needed support for associates in their new role to acquire the necessary basic knowledge & competencies in order to be relatively autonomous predefined 'anchor points' on predefined points of time in the track - evaluated by N + manager + HR customization according to the assessed experience, competences & needs of the associate provide the needed support for newcomers Go live

2 THE JOURNEY From needs assessment over to creation (…and frustration) and finally the

2 THE JOURNEY From needs assessment over to creation (…and frustration) and finally the launch 8

DEVELOPMENT TRACKS COMMERCE THE DEVELOPMENT PROCESS Analyze § § Implement Develop § § §

DEVELOPMENT TRACKS COMMERCE THE DEVELOPMENT PROCESS Analyze § § Implement Develop § § § High impact § Hybrid § Creator -> facilitator Guidance Time Role clarification Support 4 2 6 1 Align § Objectives § R&R § Mandate 3 Design Modular, customizable Inform Reassure Support Feedback 7 5 Validate Continuous improvement

3 THE RESULT Demo CE CM Reactions, lessons learned & next steps 10

3 THE RESULT Demo CE CM Reactions, lessons learned & next steps 10

“EXACTLY WHAT WE NEED” LEARNING” “ATTRACTIVE & AGILE, A MODERN WAY OF “THIS WILL

“EXACTLY WHAT WE NEED” LEARNING” “ATTRACTIVE & AGILE, A MODERN WAY OF “THIS WILL HELP NEWCOMERS AND US, EXPERIENCED COLLEAGUES, TREMENDOUSLY” “GREAT, BUT MY MANAGER WON’T LET ME’ “I WANT IT FOR MY TEAM AS WELL, WHEN CAN YOU (T&O) DELIVER ? ” 01 Differentiated experience for core roles Get the basics right for core roles by focussing on clearning paths for functional capabilities – supported by high impact learning methods 11 02 03 Focus on manager support Positioning & mandate Through role defining workshops, a leadership development framework, integration in current talent processes and … a pinch of magic? If we want to be a true learning facilitator instead of a curator of content and let the learner pull his learning based on his needs, and thus co-create his own experience, business alignment on our mandate is crucial – as well as a good platform; such as Flowsparks 04 Integration Achieve sustainable results by integrating all relevant experiences from attraction of talent to development towards the next step

4 PILOT Toolkit for SME created learning paths: Affiliates advisor 12

4 PILOT Toolkit for SME created learning paths: Affiliates advisor 12