© 2013 IBM Corporation Click to add text Leren op basis van competenties en skills – Een getuigenis vanwege IBM 22 November 2013 Jeroen Caubergs Benelux.

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1 © 2013 IBM Corporation Click to add text Leren op basis van competenties en skills – Een getuigenis vanwege IBM 22 November 2013 Jeroen Caubergs Benelux Learning Integrator Global Learning Relationship Program Manager

2 © 2013 IBM Corporation Inhoud  Introductie  Over IBM  Traditioneel versus nieuw leerparadigma  Voordelen van nieuw leerparadigma  IBM Competenties  Learning Activities gerelateerd aan competenties  Bouwstenen van een leermethodologie gebaseerd op competenties en vaardigheden –IBM Expertise Taxonomy –Experties Assessment –Skill Gap Analyse –Gap Closure Activities  Skill gap closure – ondersteuning voor de werknemer  Q&A

3 © 2013 IBM Corporation Introductie  Jeroen Caubergs –Lic Klinische & Lic Organizatiepsychologie –6 jaar docent en afdelingshoofd bij Katholieke Hogeschool Mechelen – Nu Thomas Moore Doceren Onderwijsvernieuwing Oprichting postgraduaten en Bachelor Informatiemanagement –Senior Learning Consultant PricewaterhouseCoopers –Verschillende learning rollen binnen IBM  LinkedIn profiel LinkedIn profiel

4 © 2013 IBM Corporation 16% 44%41% Software IBM is a leading technology and services company in Belgium and Luxembourg Consultancy Services and IT Delivery Systems and Financing We have embraced progress and re-mixed our business to meet changing client needs, enabling innovation, growth and efficiency.

5 © 2013 IBM Corporation Global Presence Serving clients in over countries Global Presence > 400,000 170 employees worldwide Armonk, NY Corporate headquarters > 55% Revenue outside USA 3th most valuable brand ww Triple - A financial status Most U.S. Patents for years in a row 19

6 © 2013 IBM Corporation IBM Team – More than 400,000 people worldwide contribute to our success IBM ResearchIntegrated Supply Chain (ISC) Global Technology Services (GTS) Global Business Services (GBS) Software Group (SWG) Systems & Technology Group (STG) Sales and Distribution (S&D) BUSINESS GROUPS & UNITS (“BRANDS”) Industries Telecommunications Media & Entertainment Utilities & Energy Consumer Packaged Goods (CPG) Travel & Transportation Life Sciences/Pharmaceutical Banking Financial Markets Insurance Government Education Healthcare Automotive Aerospace & Defense Chemical & Petroleum Electronics Legal, IT, Human Resources, FinanceCommunications & Marketing / Strategy / Sales Operations IBM Global Financing (IGF)

7 © 2013 IBM Corporation Traditioneel leerparadigma 1.Leerbehoeften afgeleid van jobanalyse, taakanalyse, omgevingsanalyse,… 2.Gebruik van historische data + nieuwe strategische ontwikkelingen om aan leerplanning te doen 3.Toevoeging van nieuwe leeractiviteiten 4.Formuleren van doelstellingen 5.Ontwikkelen van content 6.Geven van cursussen 1.Definitie van expertise taxonomie 2.Allocatie van expertise metadata aan werknemers 3.Definitie van doelniveaus in skills en expertise nodig voor successvol uitoefenen van jobs en rollen 4.Assessment van skill- en expertise levels (jaarlijks) 5.Gap-analyse op individueel en groepsniveau 6.Bepalen van leeractiviteiten die in staat zijn deze gaps weg te werken  Cursus: Classroom based, Live Virtual, Self Paced, Immersive, PARR  Experientieel: Shadowing, mentoring, job rotation, ‘Blue Opportunities’ Nieuw leerparadigma

8 © 2013 IBM Corporation Voordelen van nieuw leerparadigma  Skill (-gap) gebaseerd leren laat toe –Leren op maat van individu, team, business unit, land,… –Leren dat tegemoet komt aan reële noden in de markt –Prioritiseren van investeringen daar waar ze resultaat opleveren –Leren ruimer te zien dan het geven van cursussen en modules –Een ruimere verantwoordelijkheid toe te kennen aan het individu –Taken van learning professionals te verbreden en te verrijken

9 © 2013 IBM Corporation IBM Competencies The nine IBM Competencies provide guidance and set the aspirational direction for all IBMers. They state what IBMers need to know, do and be if we are to accomplish all we are capable of achieving. IBM's corporate strategy requires a broader concept of leadership. Leadership can no longer be seen as a position or the obligation of a select few. All IBMers, regardless of position or job role, need to proactively identify and take responsibility for what needs to be done, do so in a timely manner, and in alignment with corporate intent. All IBMers must create the conditions in which this can and will happen. 1.Partner for clients' success 2.Embrace challenge 3.Collaborate globally 4.Act with a systemic perspective 5.Build mutual trust 6.Influence through expertise 7.Continuously transform 8.Communicate for impact 9.Help IBMers succeed

10 © 2013 IBM Corporation Learning Activities gerelateerd aan deze competenties (1/2)

11 © 2013 IBM Corporation Learning Activities gerelateerd aan deze competenties (2/2)

12 © 2013 IBM Corporation Bouwstenen van een leermethodologie gebaseerd op competenties en vaardigheden Taxonomie ‘Woordenboek’ van competencies, vaardigheden, kennis, attitudes Assessment Systeem en proces om actueel niveau van vaardigheden, competencies te meten Doelniveaus Voor alle competenties en vaardigheden een indicatie van het niveau dat gewenst is Gap-analyse Analyse van actuele niveaus versus doelniveaus Gap-closure Verzameling van leeractiviteiten getagd met ‘skills en competency metadata’ die toelaat gaps op groeps- en individueel niveau te gaan ‘sluiten’

13 © 2013 IBM Corporation IBM Expertise Taxonomy  The IBM Expertise Taxonomy is a standardized, enterprise-wide language and structure to describe Job Role requirements and employee capabilities across IBM –Single trusted source for skills and expertise we apply to our jobs –The Global Expertise Taxonomy is an all-embracing set of definitions -- a kind of IBM dictionary of job terms -- that identifies the skills and expertise we apply to our jobs. Did you know? Studies suggest that nearly 80% of employee learning now occurs in the workplace--learning termed as "spontaneous... ongoing." This requires a new way of thinking about learning. Research has demonstrated that learners who want to grasp the impact and concepts of new initiatives quickly have the most success in learning through discovery, a style in which learners are actively involved in the learning process on task- based needs.

14 © 2013 IBM Corporation Expertise Taxonomy Elements  Primary Job Category  Secondary Job Category  Job Roles  Job Role Skillsets  Skills  Personal Elements of Expertise  Industry  Language  Business Experience in Country  Certifications

15 © 2013 IBM Corporation Expertise Taxonomy Structure Example IBM Expertise Taxonomy  An individual Skill can reside in one or many Job Roles  Skills can also reside at the Secondary or Primary Job Level Primary Job Category Secondary Job Category Job Role Job Role Skill Sets Skills Application Developer Services Specialist IT Specialist App Developer: AIX/UNIX Apply Knowledge of XML

16 © 2013 IBM Corporation Skills Assessment

17 © 2013 IBM Corporation Gap closure activities Learning Activities per Skill Learning Activities per Werknemer

18 © 2013 IBM Corporation Gap Closure – Ondersteuning voor de werknemer

19 © 2013 IBM Corporation