learning solutions suite

Transcription

1 learning solutions suite RMEA Learning Services Build your Future

2 Ericsson Learning Services Combining global strengths with local expertise More than 1000 courses in the Portfolio More than student days per year 28 Education Centers worldwide More than 500 consultants & instructors LEADER IN TELECOM LEARNING & CONSULTANCY SERVICES Consultancy projects in more than 60 countries Deliveries in more than 140 countries Telecom leader World leader in Managed Services Ericsson Internal Page 2

3 Our Approach Fulfil competence plans as per your business strategy Identify competence gaps between current and wanted competence levels Ensure having the right skills at the right time Secure competitive edge using blended learning tools & methods Optimize people operational performance by improving their skills and competencies Ericsson Internal Page 3

4 We Cover end to end Technology Landscape Platform and Integrated Sites LTE/WCDMA GPRS/EDGE MICROWAVE... MSS IP DWDM... OSS, Billing and Charging, Revenue Management, fulfillment, Multimedia... TV, Mobile Wallet, Big Data Infomodeling Policy, Cloud... Ericsson Internal Page 4

5 Ls suite Blended Learning Solutions (ILT, WBL, VCT, Mobile Learning Training programs Competence Assessment Strategic Alignment to Your Business Competence Systems, Tools & processes Organization Career paths & Dimensioning Competence Framework Unit/Individual level Succession Planning Performance Management Partnership Ericsson Internal Page 5

6 Training programs Ericsson Internal Page 6

7 Competence assessment Process Assessment Criteria - One-to-one interviews with key members (VPs, Line managers and HR) - Using in-depth competence management analysis tools and techniques - Final report outlining recommendations and specific areas for improvement - Learning Culture and Leadership - Learning Governance and Organization - Learning Operations Efficiency - Strategic Competence Planning - Short Term Competence Planning - Developing Learning Solutions - Measuring Learning Impact Where are we now? Where do we need to be? What do we need to put in place to get us there? Results - Maturity Level & Recommendations Report Ericsson Internal Page 7

8 Blended learning Ericsson Internal Page 8

9 Technical certification Ericsson Internal Page 9

10 Competence Framework Organizational Analysis To identify Key Job Roles Job Role Analysis To identify Key Competencies Construction Of Competence Management Framework Complete Framework Model Complete set of Defined Job Roles Competences linked to Job Roles & Promotional Criteria Ericsson Internal Page 10

11 Performance management Define Communicate review monitor PPM Processes Communication plans Line manager training & guidance Setting & cascading goals Metric tracking & management KPI reporting & management Self, manager And assessment Performance Management Solution Implementation A Four Stage Process Ericsson Internal Page 11

12 Business Process Per etom Area Career path & dimensioning Assessment Fill in the Dimensioning Matrix Identify Customer Organization Identify number of Employees Identify Business Process Per Department Per Section Per Sub-Section Per etom Area Number of Business Process Example: (Order Management Process) Change SIM : lost, faulty, tossed, twin Is used by sub section Sales Consumer and SMB (Department, Section, Sub) Ericsson Internal Page 12

13 Strategic alignment to your business Slide title um 32 pt s 2 rows et level 1 um 24 pt level 2-5 um 20 pt GHIJKLMNOPQRST mnopqrstuvwxy ¼½ÀÁÂÃÄÅÆÇÈËÌÍ âãäåæçèéêëìíîïðñ ćċċčďďđđēėėęęě ņňňōőőœœŕŕŗŗ ŵŷŷÿźźżżžžƒșșˆˇ fifl ĘĚĚĞĞĠĠĢĢĪĪĮĮİĶĶĹ ŚŚŞŞŢŢŤŤŪŪŮŮŰŰ ΟΠΡΣΤΥΦΧΨΪΫΆΈΉΊ ΨΩΪΫΌΎΏ ЗИЙКЛМНОПРСТУ ЗИЙКЛМНОПРСТУ ЊЋЌЎЏѢѢѲѲѴѴҐ Strategic Planning Short- Term Planning Competence Strategy & Plan (Department/Unit) strategic aims months Unit Competence Plans Unit operational requirements months Strategic programs Unit programs Learning Activities Open schedule Individual bookings Role/skill based competence requirements 6-12 months Individual Competence Plans personal development needs / career goals 6-12 months Strategic plan & solutions cascade down Performance Review Tactical plan & solutions. Ad-hoc requirements bjects or Ericsson Internal Page 13 oter area

14 partnership Assessment LEARNING EXCELLENCE WITH ERICCSON Lay the Foundation Improve Efficiency Improve Effeciveness Ericsson Internal Page 14

15 Succession planning Determine the organizations overall strategy Identify Critical positions & vacancies Develop a recruitment strategy Create assessment and selection tools Identify competence gaps Develop individual development plans Develop and implement coaching and mentoring programs Leardership Directions Successful Operational Succession Planning Process: Build, Implement, Measure & Improve Ericsson Internal Page 15

16 How we do it Analyze The analyze phase will align competence goals with business, operational and job performance requirements. assess current competence identify individual and unit competence gaps between current and wanted competence Develop The Develop phase will convert identified competence gaps into competence development plans build & schedule learning activities to close identified competence gaps Develop an improvement plan for competence management benchmark competence management against established industry best practices Measure The Measure phase will measure the effect the increased competence and improved job performance has on business and operational results the improvement in the maturity level of competence management Implement The Implement phase will project manage and deliver learning activities to close identified competence gaps Implement improvements to improve maturity of competence management Ericsson Internal Page 16

17 Learning Services Framework Pre-Analysis Analysis Development Implementation Measurement Initial Engagement Competence Assessment Learning Services Design Learning Services Implementation Measurement Iterative Continuous Improvement - Analyse challenges & competence change drivers - Determine required approach for competence change - Define the engagement model 1-2 Weeks* Ericsson Internal Page 17 - Identify type of learning required products and services - Define & configure competence product & services - Create competence change roadmap - Create program governance - Design product and services deliverables - Architect and detailed design specs for learning and training solutions - Delivery and execution planning - Lead and manage organisation change - Implement competence development plan - Monitor performance - Identify continuous improvemen t needs - Manage Competence Change and Transition - Project Governance 8 Weeks to Weeks* 4-8 Weeks* Ongoing* Months* * All these durations are indicative and need to be re-assessed on project bases

18 Pre-Analysis Phase : Pre-Analysis Type : Initial Engagement Scope : -Analyse challenges & competence change drivers -Determine required approach for competence change -Define the engagement model Estimated Duration: 1-2 Weeks* Deliverables: - LMA 7 Dimensions Report - Organization Readiness Analysis Report (SWOT) - Learning Engagement Strategy presentation Product and Services Assets: - LMA : Learning Management Analysis - CMA : Competence Management Assessment Ericsson Internal Page 18 * All these durations are indicative and need to be re-assessed on project bases

19 Analysis Phase : Analysis Type : Competence Assessment Scope : -Identify type of learning required products and services -Define & configure competence product & services -Create competence change roadmap Estimated Duration: 2-4 Weeks* Product and Services Assets: CGA : Learning curriculum customized to meet the capability needs and equirements of the organization Assess the competence of the employees Compare this competence to the competence levels required to meet the needs specified at the start of the Analyze phase. Line of Sight : Create a clear link between the business and operational objectives based on the job performance with the competence needs and training activities to be planned Deliverables - CGA or Line of Sight Report Identify and establish the needed competencies and required competence levels Assess existing individual and/or group competence levels Analyze Gaps between the existing and needed Develop recommendations to close these gaps Ericsson Internal Page 19 * All these durations are indicative and need to be re-assessed on project bases

20 Development Phase : Development Type : Learning Services Design Scope : -Create program governance and a detailed project plan -Design product and services deliverables -Architect and design specs for learning & training solutions Estimated Duration: 4-8 Weeks* Product and Services Assets Training flows & Customized learning program Blended learning solution Competence Frameworks Development (Job descriptions and competence Profiles) Organization Design and Development (Design new organizational structures, organizational dimensioning and tactical & strategic resource planning) Deliverables Design of a training program or a training flow Design of a customized learning flow Design of a Specific Assessment program Design of Online solution (VCT/Webinar) Design of a Workshop Architect all of the above customized as a Blended Learning Solutions Organization Design and Development Job description, competence profiles and job indicators Ericsson Internal Page 20 * All these durations are indicative and need to be re-assessed on project bases

21 Implementation Phase : Implementation Type : Learning Services Implementation Scope : -Delivery and execution planning -Lead and manage organization change -Implement competence development plan Estimated Duration: 8 Weeks to 6 months* Product and Services Assets Delivery of all designed products Delivery of Consulting Services Deliverables Delivery of the designed learning solution products Delivery of the shelf products (Training courses, web based learning modules Ericsson Internal Page 21 * All these durations are indicative and need to be re-assessed on project bases

22 Measurement Phase : Measurement Type : Measurement (Iterative Continuous Improvement) Scope : -Monitor performance and Identify continuous improvement needs -Manage Competence Change and Transition -Project Governance Estimated Duration: on going* Product and Services Assets: Improvement Measurement (Review organization KPIs and individual performance targets. Assess & develop Individual Performance Measurement systems) Improvement Support and Planning (Liaise with training providers, recruitment agencies) Deliverables Improvement Measurement Improvement Support and Planning Ericsson Internal Page 22 * All these durations are indicative and need to be re-assessed on project bases

23 transformation assessment overview of time lines Initial Engagement Assessment Project Agreement Transformation Assessment Individual transformation initiatives Projects agreed Transformation Design Transformation Program Agreement Transformation Implementation Iterative Continuous Improvement Initialize collaboration 1-2 months Set the context Define Transformation roadmap Creation of the transformation program Realize the transformation benefits Continuous Improvement 2-3 months 3-6 months 18 mths to 3 years ongoing TRANSFORMATION GOVERNANCE Program / Project Management Design authority / Change Board / Transition Ericsson Internal Page 23

24 Ericsson Learning Professionals LEARNING ENGAGEMENT SPECIALIST ORGANIZATION & COMPTENECE CONSULTANTS TECHNICAL LEARNING ARCHITECTS LEARNING PROJECT MANAGERS MENTORS/COACHS TECHNICAL INSTRUCTORS Ericsson Internal Page 24

25 Secure capabilities for network performance - GAIN THE BUSINESS ADVANTAGE - IMPROVE PEOPLE PERFORMANCE - A CASE Ericsson Internal Page 25

26 Secure capabilities for network performance THE CHALLENGE Poor network quality Competitor launch, need to improve market perception Major sporting event with advanced 3G services Low customer satisfaction, increasing churn THE SOLUTION Operational Readiness Program including: Competence transfer program (SKT) for key engineers Competence Gap Analysis (CGA) though online assessments Competence development plans for key personnel Blended learning with a mix of ILT, SKT and OJT activities Regular KPI reporting on the progress Ericsson Internal Page 26

27 Secure capabilities for network performance THE RESULT ERICSSON 1 - Starts network operational responsibility - Improves service quality - Provides competence transfer 2 CUSTOMER 2 - Takes over from Ericsson - Maintains service quality - Competence transfer completed 1 Ericsson Internal Page 27

28 Secure capabilities for network performance Ericsson brings a world-class skill set to those areas where we need to improve Customer CTO Ericsson Internal Page 28

29 Decrease cost & risk in competence shift - A CASE Ericsson Internal Page 29

30 Decrease cost & risk in competence shift THE CHALLENGE Multi-country operator in expansion & growing rapidly Preparing for 3G competence shift across diverse OpCos Misaligned people, processes, systems and data structures Poor competence and talent management strategies negatively impacting recruitment and retention THE SOLUTION Aligning people, processes and systems across all OpCo s Standardization, leveraging synergies and re-use, Aligning Job roles & career structure Competence Gap Analysis (CGA), Assessment Programs, Structured Knowledge Transfer (SKT) to manage 3G competence shift Ericsson Internal Page 30

31 Decrease cost & risk in competence shift THE RESULT Desired competence pyramid reached Job rotation program to utilize overskilled staff Increased business focus through integration of Competence and Performance Management processes 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% AS IS TO BE Senior Experienced Assessed Ericsson Internal Page 31

32 Decrease cost & risk in competence shift We needed a partner to develop this framework with us building on years of in-house expertise while incorporating industry best practices and operating models Group Engineering and Planning Director Ericsson Internal Page 32

33 Increase effectiveness for competence management - A CASE Ericsson Internal Page 33

34 Increase effectiveness for competence management THE CHALLENGE Parallel structures with high competence management cost Low visibility on full cost picture Urgent need to prepare for large 3G competence shift THE SOLUTION Service Level Agreement for Competence Management Common competence management process Consolidated training plans, budgets and forecasts External certification programs Increased use of elearning to reduce travel costs Use of KPIs for vendor management Ericsson Internal Page 34

35 Increase effectiveness for competence management Cost THE RESULT Time to 3G and IP competence & fast induction of new employees Cost effective methods & talent retention Control of cost, quality and planning (for both vendors & internal delivery) Savings redeployed into strategic competence initiatives Competence management process reduced admin costs with 25 % Increased use of elearning reduced travel costs by 25% Cost per Student Day Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q Certifications * *Forecast Ericsson Internal Page 35

36 Increase effectiveness for competence management Our cost visibility improved significantly, leading to more effective cost management and the ability to fund strategic competence development initiatives HR Director Ericsson Internal Page 36

37 Identifying THE ability to handle Competence management Strategic Aligned Established Ad Hoc Ericsson Internal Page 37

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