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Learning paths for core roles

Learning paths for core roles. Case: Development paths Commerce. Pilot: Toolkit for SME created paths - Affiliates. 1. Context. Talent development @Delhaize. Integrated Talent management framework. Define demand & assess supply of talent. Competency model

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Learning paths for core roles

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  1. Learning paths for core roles Case: Developmentpaths Commerce Pilot: Toolkit for SME createdpaths - Affiliates

  2. 1 Context Talent development @Delhaize

  3. Integrated Talent management framework Define demand & assess supply of talent Competency model 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 Critical roles 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 DEVELOPMENT FOR ALL Leverage talent Development framework • 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. Developmenttracks commerce Reorganization – 3 ‘new’ criticalroles but processes & E2E ownership not fullydefinedyet Unstable teams + gap between moment of departure & arrival of replacement: time for training No clearonboarding & learningtrackspresent LMS thatdoesn’t encourage use of modern learningmethods Involvement (follow-up) of manager needs to beredefined & improved The Commerce demand & Context context proposed solution • Leads to: • Lack of appropriate training of newcomers in role • Roleunclarity • Uneven level of knowledge and/or skills in currentroleincumbents • Pressurebetweenlearnng, handover & daytoday operations • Loss of time, challenges in day to day execution Functionallearningpahts building on: Phased approach Modular track - customizable High impact learningmethods Mentorship Subject matter expert created & managed content Follow-up structure with clear role supported & carried out by management

  6. Developmenttracks commerce 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 goal what do wewant to achieve Go live

  7. 2 The journey From needs assessment over to creation (…and frustration) and finally the launch

  8. Developmenttracks Commerce The development process Implement Analyze Develop • Inform • Reassure • Support • Feedback • High impact • Hybrid • Creator -> facilitator • Guidance • Time • Role clarification • Support 4 6 2 1 7 Align 3 5 Continuous improvement • Objectives • R&R • Mandate Design Validate Modular, customizable

  9. 3 The result Demo CECM Reactions, lessons learned & next steps

  10. “Exactly what we need” “attractive & agile, a modern way of learning” “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?” Differentiated experience for core roles Focus on manager support Positioning & mandate 02 03 Get the basics right for core roles by focussing on clear learning paths for functional capabilities – supported by high impact learning methods 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 01 04 Integration Achieve sustainable results by integrating all relevant experiences from attraction of talent to development towards the next step

  11. 4 Pilot Toolkit for SME created learning paths: Affiliates advisor

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