competency profile folajimi olambo fakoya

SSills Profle

Folajimi Olambo FaSoyaInstructional Technology Specialist

Distance Learning Centre, University of Ibadan

Prepared on 9 August 2015

1QuickAssess by Lexonis © 2015 LPI Capability Map © 2012 LPI Ltd

LPI Capability FrameworS

Map of learning professionals' skills created by The Learning and Performance Institute.

Live Delivery

Live Delivery 1 2 3 4

Presentation Delivery 44

Face-to-face Delivery 33

Virtual/Online Delivery 44

Presentaton DeliveryPresents to a live audience.

★Your assessment - Level 4: Leading

Delivers presentations using techniques of the 'Guiding' skill level and advises others ontheir presentational structure, content and delivery techniques May also present atindustry events/conferences.

Face-to-face DeliveryLive learning facilitation.

★Your assessment - Level 3: Guiding

Controls and creates the design of lesson plans and resources to ensure requiredlearning outcomes are met. Delivers/facilitates learning and may also train/assist othertrainers in delivery.

Virtual/Online DeliveryVirtual Learning facilitation.


Designs and delivers online events using a range of online environments. Assists othersin the successful use of online/virtual environments. Works with others in theorganisation to set up, manage and host online events. Builds on audience interactionand alters the event delivery plan if this supports the intended learning. Monitorsindustry channels for developments in online learning skills and techniques.


Learning Resources

Learning Resources 1 2 3 4

Design 44

Content Creation 44

DesignDetermining the design framework.


Oversees the development of learning designs that meet the business requirements.Maps learning designs to required outcomes in line with wider organisational learningstrategy and performance requirements. Shares case studies within the business andoutside the organisation. Monitors industry channels for new developments, emergingtools and practice.

Content CreatonCreating/using appropriate content.


Leads the quality review of content and evaluates the effectiveness of content withregard to the achievement of specified business needs. Coaches and mentors contentdesigners who are leading content creation teams. Ensures that lessons learned fromcontent design initiatives inform and contribute to the future organisational learningstrategy. Takes ownership of all techniques, standards and operating practices withregard to the creation, modification, maintenance and archiving of all learning content.


Performance Improvement

Performance Improvement 1 2 3 4

Performance Support 44

Coaching 33

Mentoring 44

Performance SupportDesigns and provides resources to support workplace performance.


Develops strategies to encourage an organisational learning culture focused on meetingthe performance needs of the organisation. Monitors industry channels for goodpractice and emerging tools and techniques to support active workplace learning.

CoachingProvides structured support and guidance to improve learner skills and performance.


Supports coaching initiatives within the organisation, promoting the use of establishedcoaching standards. Coaches individuals within own team calling on own coreskills/knowledge and a wide variety of methods appropriate to the particular needs ofthe individual(s). Results reflected in performance reports.

MentoringProvides support and guidance to promote continuous professional development andcareer progression.


Communicates the benefits of mentoring within the wider learning strategy for theorganisation and acts as a mentoring role model. Monitors industry channels formentoring good practice and promotes findings organisational wide.


Collaboratve Learning

Collaborative Learning 1 2 3 4

Supporting Work Teams 44

Supporting Communities of Practice (CoP) 33

Supporting Content Co-creation and Curation 44

Developing Collaborative Learning Skills 44

Supportng orS eamsFostering collaboration.


Promotes collaborative and cooperative working across the organisation. Initiatesstrategic approaches for collaborative working and learning.

Supportng Communites of Practce cCoPCHelping community managers to create and sustain CoPs.


Supports community leaders as they foster a community, advising on and modellinggood community practice. Actively promotes the benefits of communities of practice,personal learning networks and cross organisational workplace communication andcollaboration

Supportng Content Co-creaton and CuratonHelping community managers to create and sustain CoPs.


Assists the organisation in the identification of relevant internal and external sourcesand content streams, and the co-creation of content across the organisation that meetsthe organisations needs. Advises and supports development of robust content co-creation and curation organisation-wide strategies.

Developing Collaboratve Learning SSillsHelping indviduals develop collaborative learning skills.


Promotes the embedding of personal knolwedge management, social learning and meta-learning skills across the organisation. Demonstrates effective personal knowledgemanagement skills to keep abreast of the industry and profession. Advises and supportsdevelopment of robust strategies encompasing personal knowledge management andsocial learning.


nalysis and Strategy

nalysis and Strategy 1 2 3 4

Performance Analysis 33

Competency Management 33

Assessment and Evaluation 33

Learning Strategy 44

Performance nalysisIdentifies performance gaps and defines appropriate solutions.


Develops trust relationships with senior managers to identify business performance gapsand agree appropriate initiatives. Tracks effectiveness of solutions and reports andshares across the organisation. Provides coaching on performance analysis to others.

Competency ManagementIdentifies and facilitates skills/knowledge competency.


Implements and manages competency assessment programmes for one or morebusiness functions. Defines competency reports e.g. gap analysis, competencydistribution. Engages with managerial and executive stakeholders to get buy-in for theorganisation's competency initiatives. Interprets competency gap reports in order toidentify individual and organisational learning needs.

Learning StrategyApplying appropriate learning strategies.


Works with key stakeholders across the organisation to set an over-arching learningstrategy to develop and maintain capabilities that deliver performance for businesssuccess. Ensures key influencers and stakeholders understand how learning contributesto performance. Measures and reports on learning impact and contribution toorganisational performance. Ensures learning governance is appropriately considered atexecutive level.

ssessment and EvaluatonAssessing and interpreting learning impact.


Uses industry awareness and knowledge of assessment theory to guide the selection ofappropriate techniques to gather accurate information on learner skills, knowledge and


performance. Analyses this data to check whether learning interventions are in line withdesired outcomes, and suggests alterations where necessary. Interprets data to bemeaningful to stakeholders and business partners.


Learning Informaton Management and Interpretaton

Learning Information Management and Interpretation 1 2 3 4

Information Architecture 44

Informaton rchitectureDesigning, implementing and managing the virtual spaces that support and enable learning.


Can synthesize the organisation's unique integration of user-centred and interativeinformation design principles with its approach to instructional design principles. Definesthe organisation's learner-centred information architecture strategy. Plans for howlearning environments will accommodate change and growth over time and evaluatesthe overall design and usability of existing learning environments. Uses this informationto design new learning environments, including defining schemes for informationorganisation, navigation, labelling, and search as well as putting in place documentation.Analyses and adjusts for the social and cultural effects of information systems and theirimplementations.


Learning Delivery Management

Learning Delivery Management 1 2 3 4

Project Management 44

Change Management 33

Project ManagementDelivering projects.


Leads major, strategic projects with a major impact and significant risk factors. Ensuresproject team delivers on time and to budget, checking regular reports of resource usage.Ensures remedial action is taken if project does not keep to plan. At close of projectensures full review and reports on success of project and value measures to stakeholders

Change ManagementManaging change.


Determines the level of business readiness for the initiative, including stakeholderengagement and technical issues, and creates and implements plans to ensure readinessbefore implementation. Liaises with the project team to ensure monitoring andreporting on progress. Works with focus groups, change champions and conducts pilots -analyses feedback. Engages line management other stakeholders to maximise influenceand interest


Managing the Learning Functon

Managing the Learning Function 1 2 3 4

People Management and Development 22

Process Management and Improvement 33

Resource Management 44

People Management and DevelopmentManaging people.

★Your assessment - Level 2: Extending

Assists others in the department in their professional development in line with anydevelopment planning that is in place. Suggests ways of improving individual and teamperformance.

Resource ManagementManaging learning resources.


Ensures the learning function's assets are used to best effect in line with organisationaland departmental business goals, setting and implementing annual and shorter termplans. Reports on progress towards meeting these goals and plans, both within thedepartment and externally, using appropriate metrics in each case, includingorganisational key performance indicators where required.

Process Management and ImprovementManaging the learning function.


Analyses departmental processes drawing on both anecdotal and numeric data, as wellas observation of departmental activity; identifies potential improvements, assessestheir feasibility, and recommends new approaches. Establishes requirements for theimplementation of any changes.


competency profile folajimi olambo fakoya

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