Building a Learning Organization- Positively Impacting Organizational Performance: A Reality HR Interview with David Koe

1. Building a Learning Organization- Positively Impacting Organizational Performance:A Reality HR Interview with David Koehn, Ph.D. Hosted by: Aileen MacMillan, Research Analyst, HR.com

2. Background & Focus of Work • Psychology • Management Diverse Experiential Portfolio

3. HR Philosophy Corporate Strategy People Strategy Strategic HR, Competency-Based Processes Performance Management Learning & Development Succession Planning Talent Management Compensation • Define position requirements • Improve pre- screening • Establish interview scripts • Review candidates • Improve quality of hire • Set position expectations • Provide performance feedback • Identify gaps • Link Pay to Performance based on results and demonstrated competency • Establish development plans • Develop training curriculum • Train to gaps • Match people to jobs • Determine readiness to move and advance

4. Learning, Development, & Performance Management

5. Balancing the Portfolio Sustained Shareholder Value Balanced Scorecard Productivity Strategy Revenue Growth Strategy Financial Perspective Improve cost structure Increase asset utilization Enhance customer value Expand revenue opportunities Customer Value Proposition Customer Perspective Price Quality Availability Selection Functionality Service Partnership Brand Product/Service Attributes = BV Relationship = QCS Image BV/QCS Operations Management Produce & deliver products and services Customer Management Enhance customer value Innovation Create new products and services Regulatory Improving environment Social Enhancing communities Internal Process Perspective Creating Intangible Fit “Strategic Readiness” Creating Alignment Strategic Job Families Strategic IT Portfolio Organization Change Agenda Learning & Growth Perspective Human Capital Competencies Personal Learning Knowledge Application Information Capital Systems Databases & Networks Decision Tools Organization Capital Cultural Coherence Managerial Leadership Teamwork & Connectivity

6. Learning Performance Talent HRIS ERP Systems Thinking Change Enablement Analytics Compensation Foundation - Competency Management Collaboration

7. Competency Modeling Core/ Company Executive Leadership/ Management Functions Professional Sales Operations Manager Finance Supervisor Individual Contributor Organizational Models: Strategy Based Positional Models: Job Based

8. Measurement Mission Related Performance Competencies Threshold, Target and Actual • UnsatisfactoryNo movement or negative trend. • Needs ImprovementVery little growth in performance. • Meets ExpectationsSatisfactory positive performance. • Exceeds ExpectationsGoal actually accomplished. • ExceptionalNew goal introduced and positivegrowth noted. • Requires directed guidance, apprentice like expectation • Requires general guidance, journeyman like expectation • Operates independently, professional like expectation • Ability to guide others actions, coach like expectation • Expert and exemplar in the craft, masters like expectation • Mainly knowledge awareness – Reading about it, knowing about it, taking a quiz – could demonstrate one has learned this competency. • Mainly skill application – Need to practice it to really prove the competency has been learned. • Mainly analysis – Can see the patterns and organize the parts and meanings of ideas as well as identify the components. • Mainly synthesis – The competency has been fully ingrained as a practice and is difficult to measure due to the fact that the competency is being practiced in concert with many other aspects of ones job. • Mainly evaluation – Can compare the idea and assess the value to make choices based on reasonable arguments and verify the value of evidence. Competencies Difficulty Competencies Weight • Minor significance (Needed as support agent to other competencies impact on business • Some significance (More tied specifically to Business Group/Unit) • Average significance (Mission & business essential across the CACI corporate environment) • Great significance (Strongly contributes to our value proposition) • Extreme significance (Can’t live without, absolutely critical – both from a top down and/or bottoms up perspective)

9. Learner’s Orientation Based on Jungian Topology Based on Personality Based on Learning Styles Based on Information Processing Based on Motivational Dynamics Based on Change Readiness P(f) Q X C P(f) H X (D+K)

10. Bang for the Buck

11. Leadership Development Moving to a Fundamental State of Leadership Produces Other-Focused Externally Open • Values/behavior more congruent • Internal/external realities more aligned • Become genuinely concerned for others • Relationships increase in meaning, trust and caring • Attract new flows of energy • Overcome entropy and slow death • Become more fully alive • attract others to fundamental state“and” thinking I am transcending my ego, putting the common good and welfare of others first, increasing in authenticity and transparency, nurturing trust, and enriching the levels of connectivity in my networks. I am moving outside my comfort zone, experimenting, seeking real feedback, adapting, and reaching exponentially higher levels of discovery, awareness, competency, and vision. Internally-Directed Purpose-Centered I am clarifying what result I want to create. I am committed and engaged, full of energy and holding an unwavering standard as I pursue a meaningful task. I am continually examining my hypocrisy and closing the gaps between my values and behavior. I am reaching higher levels of personal security and confidence. Results in a creative and adaptive system that is in dynamic connection with a constantly changing universe.

12. Linking Skills Task Linking People Linking Leader Linking

13. Organizational Unit External Forces Change Dimensions Org. Mindset Personal Mindset Expected Alt1 Change Path Events Baseline Alt2 Infrastructure Internal Forces Transformation Plan Change Initiatives Change *Change, Adaptation, & Learning Model © 2005 CACI International and DecisionPath, Inc. All Rights Reserved.

14. CLO Role Supporting & Maximizing Performance Outcomes Building Collaboration: “The Company’s Way” Enabling Integrated Learning Services Enabling Transformation Enabling Knowledge Sharing Adhocracy at Work Self Managed Teams

15. CLO Conundrum Demonstrating Accountability for Bottom line -- Bold Metric 6% EBIT Increase Tipping Point 2006 …XXX CLO Challenge! Get CEO and Senior Executives Involved Our past ways to success will not get us to the future but can be an albatross that blocks access to the future ! Chaos Requires New Opportunities Require New Ways of Thinking and Doing

16. The End Game Confidence Trust Satisfaction Effort Performance Outcomes Satisfaction Building Trust through the Belief System Lack of Trust “The outcomes will not be tied to my performance.” Lack of Satisfaction “ The outcomes offered will not be satisfying to me” Identifying Problem Lack of Confidence “I can’t meet the performance outcomes.” Core Questions “Does the person (me) believe the outcomes will be tied to performance?” “Does the person (me) believe his or her effort will lead to performance?” “ Does the person (me) believe the outcomes will be satisfying?” • Put Downs • Negative Self-Talk • Inadequate Skills • Unrealistic Expectations • History of Failure • Inadequate resources of Authority • Over demanding Management Style • Health/Wellness • Personal Problems • Not received desired outcomes • Receiving unwanted outcomes • Undervaluing outcomes received • Overvaluing outcomes received • Confusion over what is wanted • Preference changes • Conflicting desires • The work itself is not rewarding • Outcomes are not tied to performance • Misperception that outcomes are not tied to performance • History of outcomes not being tied to performance Breakdown Causes

17. People • Characteristics of a Complex Adaptive System • Self-Organizing • Fluctuates between order and disorder • Underlying pattern or patterns exist • Leverage points • Have emergent properties Supporting the emergence of a resilient DNA A company as a budding resilient organization will be flexible enough to adapt quickly to external market shifts, yet remain steadfastly focused on and aligned around a coherent business strategy. It will be a forward-looking organization that anticipates change routinely and addresses them proactively. It will attract motivated team players and offers them not only a stimulating work environment, but also the resources and authority necessary to solve tough problems effectively We talk about the learning organization, but we have to balance learning with adjusting our past thinking . What can I learn from the past, and how can I adapt the things that might constrain me? Balancing the two, learning and adaptation, must be a dynamic process. And the CEO must drive this. The CEO should be the “chief challenge officer.”

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