Preparing employees for roles that do not yet exist

Pete BakerGlobal Head of Learning and Organisation DevelopmentMaersk Line

QUESTION

How many of you are doing the same job now that you were doing 5 years ago?

Even if it is the same ”title”, is it really the same work?

QUESTION

How is your work different compared to 5 years ago? Differences in?

Strategies, Priorities, Structure, Tools,

Systems and Processes Stakeholders Customer needs

Can you predict now how your work will be different in 5 years?

“”

Whosoever desires constant success must change his conduct with the times.

— Niccolo Machiavelli

Competencies

The traditional “competency” based learning approach may not serve us well.

COMPETENCY MODELS (The traditional approach)

Groups of individual competencies are organised into competency models.

Identify the essential skills, knowledge, and personal characteristics needed for successful performance in a job.

Demonstrate that the behaviours and skills you identify and develop are proven predictors of success.

Identify the traits of top performers.How does this apply when the skills required will change in the future??

Department

How do you prepare people for future roles when you cannot predict the future??

Set the right expectations!!

The change journey is ongoing

Career planning is not static

Focus on more ”core” competencies that are more likely to apply even as the business changes.

Apply a ”just in time” approach to job specific competencies – training only at the time of need (not in advance of the need!).

Slide no. 7

Department

”Core” competencies are more flexible than role specific competencies

Slide no. 8

Core Competencies (examples)

Communication (written, verbal) Teamwork Planning & Organizing Accountability Creativity Client Orientation Commitment to Continuous

Learning

Technological Awareness

Leadership Competencies (examples)

Vision Empowering Others Building Trust Managing Performance Judgement/Decision-making

Agility in Organisations

What are the critical traits of an agile business? Select up to three.

 

Source: Ecomonist Intelligence Unit

Unified/flexible application infrastructure

Continual process improvements/Six Sigma

Lean operations

Decentralised or “flat” management reporting structure

Flexible management of teams and human resources

The ability to access the right information at the right time

Accountability and credibility

A high-performance culture

Rapid decision-making and execution

0% 10% 20% 30% 40% 50% 60% 70%

9%

17%

22%

29%

31%

34%

34%

44%

61%

Thank you!

Pete BakerGlobal Head of Learning and Organisation DevelopmentMaersk Line