the competence portfolio: reflection for organisational renewal
DESCRIPTION
This presentation shares the experience of an organisation competence audit that lead to the production of an eportfolio that can then be used as a tool for organisational development.TRANSCRIPT
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The competence portfolio:Reflection for organisational
renewal
Samantha Slade
Percolab.com
October 17, 2007
ePortfolio 2007, Maastricht
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Portfolios can help document and develop one’s
competences and can be a valuable and empowering exercise for an
individual.Photo, Kris Krüg, Flickr
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The same is true for a team
Foundphotoslj, flickr
Foundphotoslj, flickr
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and also for an organisation
Photo, Jyri Engestrom, Flickr
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The reflective exercise inherent in a portfolio process is useful for organisations to collectively take stock of how they developed over time and to strategically move forward.
Photo: Melanie b, Flickr
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Here is our experience of accompanying an artist-run print studio in Quebec through a competence portfolio process.
Photo: http://samkerson.com
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The process
1. Conduct a participatory audit of the organisations’ competences2. Develop the organisational ePortfolio
3. Use the ePortfolio as a tool for organisational development
Photo: Atelier Circulaire
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1.1 Organisational Culture
Visit the organisation
Analyse core documents
Work with a group of representatives to clarify questions: ex. What brought you to the organisation initially? and Why are you still here?
Photo: http://samkerson.com
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1. 2 Competence Framework
A common vocabulary : competences, typical activities, indicators of performance etc.. Le Groupe Réseau Conseil pour le Conseil
Québécois des Ressource Humaines en Culture, 2002, 51 pages.
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1.3 Competence framework
Appropriation activity
ex. placing the competences in order of importance with which the organisation addresses it, both for its present functioning and its future ideal functioning
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• Production - 135
• Support - 120
• Administration- 70
• Management - 65
• Artistic orientation - 35
• Distribution - 15
• Production -165
• Management - 95
• Artistic orientation - 70
• Administration - 60
• Distribution - 55
• Support - 30
FuturePresent
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1.3 Activities Inventory
Document current and past activities of the organisation for each competence.
Photo: http://www.colba.net/~atelcirc/
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1.4 Evaluating competenceEx. Define and update the artistic
orientation• 1. Define, detail or confirm the orientation
and the artistic vision and update it. • 2. Define the production and distribution
mandates in line with the organisation’s mandate.
• 3. Periodically evaluate the pertinence of the artistic orientation in accordance with the mission, clients, public, and community.
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2. ePortfolio
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2. ePortfolio
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ePortfolio as a tool for…
• Strategic decision making• Competence-based analysis• Avoiding blank slate phenomenon
ex. Every project can start from a base
• Improving processes ex. For recurring events
• Documenting progress• Long-term planning (goal making)
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Reaction from committee member
“It’s a perspective on us that we would have been incapable of structuring without never ending dispersing of ourselves. We now have our portfolio, which has an immediate use and long-term use for administrators”.
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Reaction from committee member
“Very impressive - the sum of information gathered and the elements that came out of the process - It is really quite a task that you have accomplished.”
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Lessons
• Existence of a competence framework adapted to organisations
• Representative participants in process
• Commitment: bottom up and top down
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“The health of the learning ecology of the organization depends on effective
nurturing of information flow.” George Seiman