Elena Shoikova Technical University - Sofia

1. European Day of the Entrepreneur’ 2009 24.11.2009 Inter Expo Center, Sofia Lifelong Competence Development Trough Innovative TechnologiesCase Study: Keys to Successful TENCompetence Business Demonstrator Implementation Elena Shoikova Technical University - Sofia

2. In this talk: • Methodology • Business Demonstrator Implementation • Main Results • Conclusion

3. Competency-based Approach to Integrate HR&Talent Management Building a successful talent management strategy The European Foundation for Quality Management Excellence Model Competency Dictionary Knowledge Conversion European Qualifications Framework for Lifelong Learning European e-Competence Framework Methodology

4. Competency-based Approach to Integrating HR & Talent Management • Talent management is a complex collection of connected HR processes that delivers a simple fundamental benefit for any organization. It includes: • recruitment and on boarding • integrated set of goal-setting • performance management • assessment • compensation management • learning • career and succession planning processes

5. Why the company starts to focus on Talent Management? A company which wants to survive at a time of economic uncertainty must keep the human capital – identify, preserve and develop the people who can run their business over time, and ensure future prosperity through leadership

6. Talent Management Pyramid SumTotal

7. Building a Successful Talent Management Strategy Part I: using competency-based approach to build successful talent management strategy • Develop a company-wide view of readiness to embrace change • Employee competence: the roadmap to future Gap analysis: How do we get there from here? • Define annual talent management timeline Culture Shock: Change to secure commitment Creating a fully integrated talent management system Step 1 Step 2 Step 3 Step 4 Step 5 Part II: translating the strategy into a talent management system Step 6

8. The EFQM Excellence Model • The examination of the business benefits is articulated around the criteria of the Excellence Model, developed by the European Foundation for Quality Management • The Model is based on the premise that: Excellent results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, that is delivered through People, Partnerships and Resources, and Processes.

9. The EFQM Excellence Model

10. Competency Dictionary

11. Knowledge conversion Externalization Tacit Explicit Blog Mobile technologies Video/Phone Conferencing VoIP Chat mail Meta-data ePortfolio RSS Learning Designs TENCompetence Framework ePortfolio LearnWeb2.0-Knowledge Sharing Networks Information sharing TenTube Pod/Video-casting Communities Learning Designs PCM-Personal Competence Manager Knowledge Personal Competence Manager PDP-Personal Development Plan Socialization Combination PDP-Personal Development Plan LearnWeb2.0-Knowledge Sharing LearnWeb2.0-Knowledge Sharing Intelligent Search engines Participation Performing Distributed repositories Observation Reflecting Social bookmarking Personal CompetenceManager Imitation FOAF LearnWeb2.0-Knowledge Sharing PDP-Personal Development Plan Role-playing Peer-review Multi-player gaming Multi-user simulations Learning by doing Trial and error Tacit Explicit Internalization

12. EQF - European Qualifications Framework for Lifelong Learning • 8 common reference levels (learning outcomes) • Common principles support EQF levels and provide guidelines for cooperation • Supporting recognition of learning and qualifications across European countries • A range of tools and instruments for training organisations, communities of practice, individuals

13. Functions of the EQF

14. The Eight EQF Levels

15. European e-Competence Framework • International HR management and a planning tool for ICT Industry • A common reference point between existing national ICT competence frameworks like CIGREF, AITTS, SFIA • A catalogue of reference competence definitions relevant for ICT business on practitioners and manager level, related to the European Qualifications Framework (EQF, level 3 - 8)

16. European e-Competence Framework • A framework with real added value for many kinds of ICT sector players • A Europe-wide working tool for: • ICT practitioners and managers with clear guidelines for their competence development • HR managers with inputs to anticipate, plan and develop competence needs • Higher Education, Vocational Training and Certification Providers, enabling effective planning and design of ICT curricula

17. European e-Competence Framework An ICT competence reference framework structured from 4 dimensions • Dimension 1: 5 e-Competence areas, derived from the ICT business processes PLAN – BUILD – RUN – ENABLE – MANAGE • Dimension 2: A set of reference e-Competences for each area, with a generic description for each competence  32 competences in total • Dimension 3: Proficiency levels of each e-Competence provide European reference level specifications on e-Competence levels e-1 to e-5, related to EQF levels 3-8. • Dimension 4:Knowledge and skills related to the e-Competences, optional framework components for inspiration  not exhaustive.

18. EU E-Competence Framework 2.

19. EU E-Competence Framework 2.

20. EU E-Competence Framework 2.

21. EU E-Competence Framework 2.

22. Implementing a long-term e-Skills Strategy

23. European e-Competence Framework

24. Aim Pilot building Input company bottlenecks Technical implementation Business Demonstrator Implementation

25. The Aim Implementation of the TENCompetence Framework to support • the company management in the adoption of the ‘competence’ concept as a base for all Human Resource related processes • a variety of professional communities and individuals for stimulating personal competence development and knowledge sharing in an enterprise context

26. Pilot building • Systematic approach that promotes continuous improvement through the consideration of the company strategy • Competence concept introduction in company’s mid- and long term talent management processes fostered by TENCompetence solutions

27. Pilot building

28. Input company bottlenecks Conclusions made after: • intensive research • unstructured interviews • review of existing documents & plans

29. Input company bottlenecks • Lack of competence profiles • Absence of assessment center • Too little effective and efficient support to the users • Current pedagogical and organizational models for learning do not meet the demands and possibilities of lifelong competence development and the new learning technologies that are available • Topic-based onsite corporate training process

30. Input company bottlenecks • No centralized knowledge management system • Narrow focus on ICT tooling & innovation • No integration of competence management, knowledge management and organisational learning • Hard to get an overview of all the possible formal and informal learning opportunities

31. The main research and evaluation questions • Find the most appropriate methods to introduce and present the new concept for lifelong competence development • Discover the optimal way to interweave mastering both the competence management processes and infrastructure within a real industry environment.

32. The main research and evaluation questions • Evaluate the business benefits of the TENCompetence implementation through mapping to the European Foundation for Quality Management (EFQM) Excellence Model • To find the right balance between the face to face and technology enhanced training, enabling on-the-job learning to be implemented.

33. Implementation plan

34. Implementation plan

35. Implementation plan

36. Implementation plan

37. Mapping Competences to Talent Management Competences make key connections between all the phases of a talent management system, from recruitment to succession planning

38. Mapping Competences Develop Future Leadership Plan Fill Competence Gap in Staff ORGANISATIONAL CUSTOMER DERIVED COMPETENCES Measure Results and Improvements Improve Staff Competences

39. Mapping Competences Interviewed Competences Determine Leadership Competences ORGANISATIONAL CUSTOMER DERIVED COMPETENCES Established/Improved Competence Measure Results and Improvements

40. Making Competences Work Organizational vision/mission Business strategy Succession planning and Recruitment & Selection Organisational Customer Derived Competences Compensations and incentives Analysis of roles and competences Performance management Training and development HR system design and applications Career development

41. Making Competences Work RECRUITMENT & SELECTIONSERVICES • Getting the role specification right and designing a recruitment process that attracts the right candidates • Designing and supporting assessment & selection processes that identify, quantify and differentiate the capabilities of good candidates • Design and delivery of 'Behavioral' interview techniques, which independent research indicates are significantly more effective at predicting success in role than conventional interviewing • Consolidating and analyzing assessor analysis to ensure full and detailed feedback against the needs of the role, of critical importance particularly for internal promotion selection processes • Training internal assessors in the process skills necessary for effective, high-quality and non-discriminatory selection

42. Making Competences Work RECRUITMENT&SELECTIONBENEFITS • Reduce staff turnover • Reduce recruitment costs • Reduce training costs • Improve new staff productivity • Improve long-term performance • Improve the return on training & development investment

43. Making Competences Work PERFORMANCE MANAGEMENTSERVICES • Integrating competencies into existing or new performance management processes • Designing or integrating with 360° or other multi-rater processes • Validating, calibrating and assuring the quality of performance management process output • Creating effective links between capability, performance and compensation

44. Making Competences WorkPERFORMANCE MANAGEMENTBENEFITS • Improve the accuracy, consistency and reliability of performance data, within cultures and across multiple cultures for international organization • Improve the motivation ofemployee • Capture and integrate behavioral measures with quantitative measures of performance • Improve the performance and capability development output from the company process • Accurately target rewards and incentives effectively across the international business environment

45. Making Competences Work TRAINING & DEVELOPMENTSERVICES • Identifying training & development needs accurately and methodically across key behavioral and technical competencies • Enabling accurate 'gap analysis' between the capability of the individual and the requirements of current or future roles • Facilitating reality-based assessment and valuable feedback through 'critical incident' focus • Identifying and quantifying T&D needs across teams, functions, locations and units, translating into comprehensive T&D plans • Supporting technology enhanced lifelong personal competence development

46. Making Competences Work TRAINING & DEVELOPMENTBENEFITS • Radically improve the accuracy of T&D needs analysis • Deliver comprehensive T&D plans for individuals, teams, functions, units • Create T&D processes that identify and deliver the most effective interventions, sensitive to the cultural norms of international staff • Radically improve the return on T&D investment and build the 'human capital' of the organization

47. Making Competences WorkSUCCESSION PLANNING SERVICES • Building succession-planning processes that focus on and deliver the competencies the organization needs for its current and future roles, not to match job-descriptions and boxes on organization charts that will be out-of-date by the time the position is available • Enabling the identification and accessibility of competency anywhere in the organization, when it is needed • Enabling organizations to build accurate 'maps' of capability across teams, functions, business units, locations, countries and regions

48. Making Competences Work SUCCESSION PLANNING BENEFITS • Identify the capabilities the organization needs for its future, not its past • Quantify and analyze capability gaps at organization level, against the strategic requirements of the business, internationally • Identify capability surpluses that can be utilized in other parts of the organization

49. Making Competences WorkASSESSMENT CENTER DESIGN & DELIVERYSERVICES • Designing and building assessment center processes that can be delivered on flexible platforms as events, in modular form, in 'virtual' form, in self-assessment formats, in tight or extended time-scales • Utilizing behavioral-event assessment focused against competence-based role profiles, in selection and / or development scenarios • Ensuring accurate and appropriate use of psychometrics, capability measures and other methodologies • Ensuring effective assessor training and consistent evaluation of capability • Delivering design that ensures applicability and fair assessment across multiple cultures

50. Making Competences WorkASSESSMENT CENTER DESIGN & DELIVERYBENEFITS • Significantly improve the credibility of assessment feedback • Develop Assessment processes that are genuinely effective across multiple cultures - not just in the home-country of the organization - so that the international strategic needs of the business can be met • Enable flexible delivery that engages individuals and delivers the information and capability the organization needs