Building Business Critical Competencies with A Local Flavor: Focus Points Competency Profiles
People strategy in SimCorp focuses on attracting diverse talent, encouraging strong performance, driving leadership effectiveness, and developing great people aligned with SimCorp values, strategy, and priorities. A game plan outlines six focus areas for learning, emphasizing business impact, behavioral change communication, and metrics that matter. The strategy involves structuring learning initiatives around share value business partnering, embedding solutions in the organization, delivering learning culture, and developing learning excellence with a blend of global and local flavors. Lastly, building corporate structure entails a standardized approach to learning and development through a pedagogical and competence framework, learning operating model, and competency framework with a link between business strategy and learning solutions.
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Building business critical competencies with a local flavor FOCUS POINTS COMPETENCY PROFILES 1
People strategy in SimCorp To add bullets (use only circular bullets), use Home/Paragraph/Increase Indent Engaged and passionate people delivering investment management solutions together sensitive shortcut menu that appears above highlighted Attract Diverse Talent Encourage Strong Performance Drive Leadership Effectiveness Develop Great People SimCorp Values SimCorp Strategy and Priorities 2
Game Plan the six focus areas An umbrella for learning with a collective overview of possibilities, a common approach to learning activities, and a comprehensive competency framework supported by tools, templates and methodologies are paramount to ensure the most effective use of the overall learning budget. Business impact and true behavioral change have to be communicated. Metrics that matter is to be displayed, which effectively will demonstrate the value and contribution to SimCorp s organizational performance Structure Filled Round Bullets. Share Value Business Partnering The strategy of a modern learning organization must be directly linked to and embedded in the core organizational strategy for it to ultimately cater for customer needs. Strategic alignment, profound knowledge of- and collaboration with the business are key to develop world-class learning programs. click on the slide and choose Reset Slide . Self Embedding solutions in the organization is paramount for success. A well designed implementation will reduce the time to competence dramatically. The right plan, manager commitment and a solid technical platform is the vehicle for an effective execution. reinforcing circle Deliver Learning Learning culture There is a direct positive correlation between learning culture and business performance. Learning culture is perhaps the most important asset a company can build. In addition, change today is so rapid that companies must build a work force that can change several times, not just once. Develop Learning To achieve outstanding performance, learning excellence is key. Learning objectives, target audience and context mixed with adult learning styles and multicultural aspects are a must for effective global learning solutions with room for local flavors.
Building Corporate Structure A mature organization needs a structured and standardized approach to learning and organizational development Pedagogical and competence framework Ensure higher quality of our Learning solutions Common language and framework for competencies Pedagogical & Competence framework Filled Round Bullets. Learning Operating Model (LOM) An overall framework for Learning Ensure a common approach to Learning initiatives Learning Management System Learning Operating Model click on the slide and choose Reset Competency Framework Slide . Link between business strategy and learning solutions Foundation for Learning Road Maps per job role A more professional approach Leadership, SC Dimension, Sales, Developer, CS etc. Standard comprehensive curriculum with local flavor Academies for all Budget & evaluation reporting Competency framework Budget and evaluation reporting Secure cost visibility and transparency Ensure we have an optimal spend of budget Academies for all Learning Management System One stop shop for learning activities Documents learning activities and competencies
Partnering with the business Strategic alignment and profound knowledge of the business is key to developing world-class learning solutions Alignment to core strategy Ensure that GMC utilize Learning as a strategic tool Let GMC use Learning as a competitive advantage Ensure proper execution & embedment Filled Round Bullets. Alignment to core strategy Identify where Learning can make a difference Identify where Learning can support each function Secure organizational buy-in click on the slide and choose Reset Develop & maintain core curricula Plan the development of business critical solutions Secure relevance for the target audience Slide . Identify where Learning can make a difference Secure effect measurement Identify the right SMEs and secure the time needed Create a value proposition for SME contribution Secure right SMEs Secure effect measurement Focus on behavior and business evaluations (Kirkpatrick) Pro-actively communicate the value generated Develop & maintain core curricula Secure right SMEs Ensure proper execution and embedment Make sure the organization is ready for the solution(s) Plan and execute implementation with HR & Comms.
Learning culture Research shows that one of the most important sources of competitive advantage is your entire corporate learning strategy Forbes, 2013 Filled Round Bullets. click on the slide and choose Reset Slide . Bersin & Associates, 2010 Bersin & Associates, 2010
Learning Development Proper design of Learning elements, modules or curriculum is instrumental for effective solutions with maximum impact Key questions: Pedagogical Framework Understand the goal of your learning (Knowles, Bruner) - how to cater for different cultures in the work force - how to cater for the international environment - how to cater for language barriers - which technological possibilities suit SimCorp - how to cater for different bandwidth across the globe consultants on the road - how to cater for consultants being at client facilities - what is the optimal blend - what are the performance measures - how to measure - when to measure Learning Objectives Ensure learning leads to reflection (Knowles, Mezirow) Filled Round Bullets. Approach learning as problem solving (Dewey, Knowles) Target Audience click on the slide and choose Reset Keep the context relevant to the job (Vygotski) Slide . + + Create flexible solutions (Bruner, Kolb) Know your audience (Piaget, Vygotski, Bruner, Kolb) Context = Involve learners in development & evaluation (Knowles) Encourage social participation and knowledge sharing (Lave/Wenger) World Class learning solutions Let learners experience (Dewey, Piaget) Adult learning styles Build learning communities (Lave/Wenger, Bruner)
Learning Delivery Taking any Learning solution to the organization requires a great deal of collaboration Organizational Buy-in Re-assure the business criticality of the solution Make sure the solution is desired by employees Identify and encourage ambassadors/role models Filled Round Bullets. Even a World Class learning solution has no effect + Planning Secure that the organization is ready Prepare implementation with stakeholders Create an appropriate roll-out plan with contingencies click on the slide and choose Reset Slide . + Communication Prepare communication on the specific solution Talk about the benefits and relevance Promote the Learning Roadmaps and PDP if it is not properly embedded in the organisation = Recognized Behavioural Change
Communicating Value Communication is a vehicle to inform, motivate and influence stakeholders Stakeholder matrix Each stakeholder must be addressed differently C: Maximum effort D: Key players Strong Filled Round Bullets. - Business impact - Behavioral change (Formal or Informal) click on the slide and choose Reset - Time spent Level of influence Slide . Learning s contributions to organizational performance - Top 10 list of popular courses A: Minimum effort D: enhancement Opportunity - New courses / roll out plan - What is relevant for me - How can we assist Low - Success stories / Cases Challenger Passive Resistor Active supporter Leader Neutral Preparedness to support / Interest
Game Plan - timing Competitive advantage Build curricula Fix the foundation Share value, external Customer focused communication, Customer satisfaction survey Develop learning BSLA, Learning Roadmaps, Pedagogical framework Structure Competence model, LMS, Learning operating model, Cost transparency Filled Round Bullets. Share value, internal VMS, Quarterly report, Employee engagement Deliver learning One-stop-shop learning portal, Proper implementation initiative Business Partnering Establish corporate learning council, get buy- in, part of strategy process click on the slide and choose Reset Slide . Measure Value KPIs for learning, behavioral change, external benchmarks Learning Culture Learning Culture model, Leadership development Time to competence Acceleration programs, leadership pipeline, talent management Pilots for Build curricula BSLA process, Learning Roadmaps, Pre-sales course, Induction program 2016 - 2018 2015 - 2017 2014 - 2016 10
SimCorp Career Framework Overview Services Filled Round Bullets. Sales Engagement Mgmt Account Management Service Delivery Consulting Sales Management click on the slide and choose Reset Customer Service Slide . Pre-Sales Management Development Communication Product Management Marketing To be completed in H2 IT Product Development Project Management Finance Advisory Technical Writing Testing HR 12
The process to identify competency profiles Global Competency Framework + = Step two Result Step one Business Strategy Learning Analysis Korn Ferry SimCorp Competency profile Identifies the job role specific functional competences (Programming, Risk analysis, SC Dimension) Identifies the generic behavioral competences (Communication, Drives results, Courage) Includes both functional and behavioral competences Overview current level compared to desired proficiency level Using GROW job-profiles as the off-set Based on a standardized framework based on ongoing research Competency gaps are linked to available courses in SimPeople Documents a clear link to SimCorp strategy Provides descriptions, learning activities, coaching- and on-the-job training suggestions
Competency Profile: M. Smith FACTOR I: THOUGHT FACTOR II: RESULTS FACTOR III: PEOPLE FACTOR IV: SELF FACTOR V: SimCorp A. UNDERSTANDING BUSINESS 5. Business Insight 11. Customer Focus 17. Financial Acumen 35. Tech Savvy D. TAKING INITIATIVE 2. Action Oriented 27. Resourcefulness G. COLLABORATIVE RELATIONSHIPS 6. Collaborates 9. Manages Conflict 20. Interpersonal Savvy 21. Builds Network J. BEING AUTHENTIC 10. Courage 36. Instills Trust P. COMPANY 40. Being a SimCorp er Development Plan DETERMINED: Ambitious, focused and acts with sustained initiative to meet defined objectives. ENTHUSIASTIC: Works with eagerness and stimulates an innovative environment. Through Living (70%) B. MAKING COMPLEX DECISIONS E. MANAGING EXECUTION H. OPTIMISING DIVERSE TALENT K. BEING OPEN INTEGRITY: Acts with a high ethical standard and always performs activities with integrity and responsibility. 8. Manages Complexity 12. Decision Quality 32. Balances Stakeholders 15. Directs Work 25. Plans and Aligns 38. Optimizes Work Processes 4. Attracts Top Talent 13. Develops Talent 14. Values Differences 34. Builds Effective Teams 29. Demonstrates Self-Awareness 30. Self-Development TOGETHER: Practices team behavior, gives feedback, appreciates input from others, shares knowledge. Q. PRODUCT DIVISION 51. PD Project Management C. CREATING THE NEW & DIFFERENT F. FOCUSING ON PERFORMANCE I. INFLUENCING PEOPLE L FLEXIBLE AND ADAPTABLE Skilled behavior in role: (consistently) Shows great enthusiasm and loves to take ownership of a problem! Is goal oriented and motivated by results. Through Leading (20%) 18. Global Perspective 19. Cultivates Innovation 33. Strategic Mindset 1. Ensures Accountability 28. Drives Results 7. Communicates Effectively 16. Drives Engagement 23. Organizational Savvy 24. Persuades 37. Drives Vision and Purpose 3. Manages Ambiguity 22. Nimble Learning 26. Being Resilient 31. Situational Adaptability Gets the job done and thinks about the next! Is a visible and inspirational role model for the entire project team. Establishes trust with the stakeholders, and keeps it, by saying what they do and doing what they say . BUSINESS CRITICAL FUNCTIONAL COMPETENCIES Influences the decision making process when needed, speaks truth to power when necessary and always finds the right consensus. Creates a productive work environment where professionals enjoy to perform. Rating Scale: Through Learning (10%) Is proactive and constantly evolving best practice methodology. Shares information across the entire organization. SimCorp Dimension Expert Product Lifecycle Master Class 4. The employee exceeds most expectations 3. The employee meets expectations 2. The employee meets most expectations 1. The employee does not meet expectations Risk Analysis mng Certified F.O. Craftmanship Basic project Less skilled behavior in role: (at times) Looses sight of the big picture, approaches tasks or projects in an unstructured or counterproductive manner. Sacrifices long term relationships for the short term project win Manages through mails and fails engage with the project team and Functional Skill # 4 Functional Skill # 6 Functional Skill # 5 Does not deliver on agreed time, scope, cost or quality contained in a project. Does not communicate effectively with project stakeholders. Does not ensure proper communication from the project Does not recognize the difference between making a decision and getting a decision .
Tips to develop a behavioral competency 34. Builds Effective Teams Need solid team players? Select and leverage the right mix. Analyze the key purpose, tasks, and deliverables of the team, then ask: who is best suited to do the work? What knowledge, expertise, and skills are critical? Don t stop with the obvious technical/functional requirements. Consider the optimal mix of diverse experiences, backgrounds, and styles. Aim for complementary skills, not more of the same. Who collaborates well? Knows how to make decisions? Keeps good people on track? Challenges the status quo? Generates enthusiasm? Isn t afraid to tackle the problems head-on? Can build trust inside, build bridges outside? Share each other s strengths so you can capitalize upon them and learn from each other. Talk about your weaknesses and vulnerabilities, too, so that you can work around them for the good of the whole. The team should know who they are and what they stand for, individually and collectively. Filled Round Bullets. Questioning team size? Bigger is not always better. click on the slide and choose Reset Slide . To much individualism? Shift the focus from me to we . Want higher performance? Go for higher-impact communication. Losing momentum? Monitor and publicize short-term wins. Have virtual team challenges? Keep them connected and motivated.
Competency Profile: M. Smith Development talks lead to Development plans FACTOR I: THOUGHT FACTOR II: RESULTS FACTOR III: PEOPLE FACTOR IV: SELF FACTOR V: SimCorp A. UNDERSTANDING BUSINESS 5. Business Insight 11. Customer Focus 17. Financial Acumen 35. Tech Savvy D. TAKING INITIATIVE 2. Action Oriented 27. Resourcefulness G. COLLABORATIVE RELATIONSHIPS 6. Collaborates 9. Manages Conflict 20. Interpersonal Savvy 21. Builds Network J. BEING AUTHENTIC 10. Courage 36. Instills Trust P. COMPANY 40. Being a SimCorp er DETERMINED: Ambitious, focused and acts with sustained initiative to meet defined objectives. ENTHUSIASTIC: with eagerness and stimulates an innovative environment. B. MAKING COMPLEX DECISIONS E. MANAGING EXECUTION H. OPTIMISING DIVERSE TALENT K. BEING OPEN INTEGRITY: ActWorks s with a high ethical standard and always performs activities with integrity and responsibility. 8. Manages Complexity 12. Decision Quality 32. Balances Stakeholders 15. Directs Work 25. Plans and Aligns 38. Optimizes Work Processes 4. Attracts Top Talent 13. Develops Talent 14. Values Differences 34. Builds Effective Teams 29. Demonstrates Self-Awareness 30. Self-Development TOGETHER: Practices team behavior, gives feedback, appreciates input from others, shares knowledge. Q. PRODUCT DIVISION 51. PD Project Management C. CREATING THE NEW & DIFFERENT F. FOCUSING ON PERFORMANCE I. INFLUENCING PEOPLE L FLEXIBLE AND ADAPTABLE Skilled behavior in role: (consistently) Shows great enthusiasm and loves to take ownership of a problem! Is goal oriented and motivated by results. 18. Global Perspective 19. Cultivates Innovation 33. Strategic Mindset 1. Ensures Accountability 28. Drives Results 7. Communicates Effectively 16. Drives Engagement 23. Organizational Savvy 24. Persuades 37. Drives Vision and Purpose 3. Manages Ambiguity 22. Nimble Learning 26. Being Resilient 31. Situational Adaptability Gets the job done and thinks about the next! Is a visible and inspirational role model for the entire project team. Establishes trust with the stakeholders, and keeps it, by saying what they do and doing what they say . BUSINESS CRITICAL FUNCTIONAL COMPETENCIES Influences the decision making process when needed, speaks truth to power when necessary and always finds the right consensus. Development plan Creates a productive work environment where professionals enjoy to perform. Rating Scale: Is proactive and constantly evolving best practice methodology. Shares information across the entire organization. SimCorp Dimension Product Lifecycle 4. The employee exceeds most expectations 3. The employee meets expectations 2. The employee meets most expectations 1. The employee does not meet expectations Risk Career aspirations: I would like to become a program manager in 12 months. Analysis Less skilled behavior in role: (at times) Looses sight of the big picture, approaches tasks or projects in an unstructured or counterproductive manner. Take basic PM course Join the PM community Think about high impact communication in Sacrifices long term relationships for the short term project win Manages through mails and fails engage with the project team and Other activities: xxxx Skill # 5 Functional Skill # 4 Functional Skill # 6 Functional Does not deliver on agreed time, scope, cost or quality contained in a project. Does not communicate effectively with project stakeholders. Does not ensure proper communication from the project Does not recognize the difference between making a decision and getting a decision .
Q&A 17
