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• FOCUS POINTS• COMPETENCY PROFILES

Building business critical competencies with a local flavor

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People strategy in SimCorp

Engaged and passionate people delivering investment

management solutions together

SimCorp Strategy and Priorities

SimCorp Values

Attract Diverse Talent

Develop Great People

Encourage Strong Performance

Drive Leadership Effectiveness

Game Plan – the six focus areas

Structure

Business Partnering

Learning culture

Develop Learning

Deliver Learning

Share Value The strategy of a modern learning organization must be

directly linked to and embedded in the core organizational strategy for it to ultimately cater for customer needs. Strategic alignment, profound knowledge of- and collaboration with the business are key to develop world-class learning programs.

An umbrella for learning with a collective overview of possibilities, a common approach to learning activities, and a comprehensive competency framework supported by tools, templates and methodologies are paramount to ensure the most effective use of the overall learning budget.

To achieve outstanding performance, learning excellence is key. Learning objectives, target audience and context mixed with adult learning styles and multicultural aspects are a must for effective global learning solutions with room for local flavors.

Embedding solutions in the organization is paramount for success. A well designed implementation will reduce the time to competence dramatically. The right plan, manager commitment and a solid technical platform is the vehicle for an effective execution.

Business impact and true behavioral change have to be communicated. Metrics that matter is to be displayed, which effectively will demonstrate the value and contribution to SimCorp’s organizational performance

There is a direct positive correlation between learning culture and business performance. Learning culture is perhaps the most important asset a company can build. In addition, change today is so rapid that companies must build a work force that can change several times, not just once.

Selfreinforcing

circle

Building Corporate StructureA mature organization needs a structured and standardized approach to learning and organizational development

A more professional

approach

Pedagogical & Competence framework

Learning Operating

Model

Competency framework

‘Academies’ for all

Budget & evaluation reporting

Learning Management

System

• Ensure higher quality of our Learning solutions• Common language and framework for competencies

Pedagogical and competence framework

• An overall framework for Learning• Ensure a common approach to Learning initiatives

Learning Operating Model (LOM)

• Link between business strategy and learning solutions• Foundation for Learning Road Maps per job role

Competency Framework

• Leadership, SC Dimension, Sales, Developer, CS etc.• Standard comprehensive curriculum with local flavor‘Academies’ for all

• Secure cost visibility and transparency• Ensure we have an optimal spend of budget

Budget and evaluation reporting

• One stop shop for learning activities• Documents learning activities and competencies

Learning Management System

Partnering with the business

Alignment to core strategy

Identify where Learning can

make a difference

Develop & maintain core

curricula

Secure right SMEs

Secure effect measurement

Ensure proper execution & embedment

Strategic alignment and profound knowledge of the business is key to developing world-class learning solutions

• Ensure that GMC utilize Learning as a strategic tool• Let GMC use Learning as a competitive advantage

Alignment to core strategy

• Identify where Learning can support each function• Secure organizational buy-in

Identify where Learning can make a difference

• Plan the development of business critical solutions• Secure relevance for the target audience

Develop & maintain core curricula

• Identify the right SMEs and secure the time needed• Create a value proposition for SME contributionSecure right SMEs

• Focus on behavior and business evaluations (Kirkpatrick)• Pro-actively communicate the value generated

Secure effect measurement

• Make sure the organization is ready for the solution(s)• Plan and execute implementation with HR & Comms.

Ensure proper execution and embedment

Learning culture

Bersin & Associates, 2010Bersin & Associates, 2010

Research shows that one of the most important sources of competitive advantage is your entire corporate learning strategy Forbes, 2013

Learning Development

Pedagogical Framework

Understand the goal of your learning (Knowles, Bruner)

Ensure learning leads to reflection(Knowles, Mezirow)

Approach learning as problem solving(Dewey, Knowles)

Keep the context relevant to the job(Vygotski)

Create flexible solutions(Bruner, Kolb)

Know your audience(Piaget, Vygotski, Bruner, Kolb)

Involve learners in development & evaluation(Knowles)

Encourage social participation and knowledge sharing (Lave/Wenger)

Let learners experience(Dewey, Piaget)

Build learning communities(Lave/Wenger, Bruner)

World Class learning solutions

=

Adult learning styles

Target Audience

Context

Learning Objectives

+ +

Proper design of Learning elements, modules or curriculum is instrumental for effective solutions with maximum impact

Key questions:

- how to cater for different cultures in the work force- how to cater for the international environment- how to cater for language barriers- which technological possibilities suit SimCorp- how to cater for different bandwidth across the globe – consultants on the road- how to cater for consultants being at client facilities- what is the optimal blend- what are the performance measures - how to measure- when to measure

Learning Delivery

Even a World Class learning solution has no effect…

…if it is not properly embedded in the

organisation

Organizational Buy-in• Re-assure the business criticality of the solution• Make sure the solution is desired by employees• Identify and encourage ambassadors/role models

Planning• Secure that the organization is ready• Prepare implementation with stakeholders• Create an appropriate roll-out plan with contingencies

Communication• Prepare communication on the specific solution• Talk about the benefits and relevance• Promote the Learning Roadmaps and PDP

Recognized Behavioural Change

+

+

=

Taking any Learning solution to the organization requires a great deal of collaboration

Communicating Value

Stakeholder matrix

C: Maximum effort D: Key players

A: Minimum effort D: enhancement Opportunity

Learning’s contributions to organizational performance

Each stakeholder must be addressed differently

- Business impact

- Behavioral change

- Time spent

- Top 10 list of popular courses

- New courses / roll out plan

- What is relevant for me

- How can we assist

- Success stories / CasesLow

Leve

l of i

nflue

nce

(For

mal

or I

nfor

mal

)St

rong

Neutral Active supporter LeaderChallenger Passive Resistor

Preparedness to support / Interest

Communication is a vehicle to inform, motivate and influence stakeholders

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Game Plan - timing

2016 - 2018

Competitive advantage• Share value, external

Customer focused communication, Customer satisfaction survey

• Share value, internalVMS, Quarterly report, Employee engagement

• Time to competenceAcceleration programs, leadership pipeline, talent management

2014 - 2016 2015 - 2017

Fix the foundation• Structure

Competence model, LMS, Learning operating model, Cost transparency

• Business PartneringEstablish corporate learning council, get buy-in, part of strategy process

• Learning CultureLearning Culture model, Leadership development

• Pilots for ‘Build curricula’BSLA process, Learning Roadmaps, Pre-sales course, Induction program

Build curricula• Develop learning

BSLA, Learning Roadmaps, Pedagogical framework

• Deliver learningOne-stop-shop learning portal, Proper implementation initiative

• MeasureValue KPIs for learning, behavioral change, external benchmarks

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Competency profiles

SimCorp Career Framework Overview

Account Management

Sales Management

Pre-Sales

Project Management

Technical Writing

Development

Testing

Service Delivery

Consulting

Customer Service

Sales

Product Development

Services

Advisory

Product Management

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Management

To be completed

in H2Finance

Communication

HR

Marketing

IT

Engagement Mgmt

The process to identify competency profiles

• Identifies the job role specific functional competences (Programming, Risk analysis, SC Dimension)

• Using GROW job-profiles as the off-set

• Documents a clear link to SimCorp strategy

Business Strategy Learning Analysis

• Identifies the generic behavioral competences (Communication, Drives results, Courage)

• Based on a standardized framework based on ongoing research

• Provides descriptions, learning activities, coaching- and ‘on-the-job’ training suggestions

Korn Ferry

Global Competency Framework

• Includes both functional and behavioral competences

• Overview current level compared to desired proficiency level

• ‘Competency gaps’ are linked to available courses in SimPeople

SimCorp Competency profile

+ =Step one Step two Result

Competency Profile: M. SmithFACTOR I: THOUGHT

FACTOR II: RESULTS

FACTOR III: PEOPLE

FACTOR IV: SELF

A. UNDERSTANDING BUSINESS 5. Business Insight11. Customer Focus17. Financial Acumen35. Tech Savvy

B. MAKING COMPLEX DECISIONS

8. Manages Complexity12. Decision Quality32. Balances Stakeholders

C. CREATING THE NEW & DIFFERENT

18. Global Perspective19. Cultivates Innovation33. Strategic Mindset

D. TAKING INITIATIVE

E. MANAGING EXECUTION

F. FOCUSING ON PERFORMANCE

G. COLLABORATIVE RELATIONSHIPS

H. OPTIMISING DIVERSE TALENT

I. INFLUENCING PEOPLE

2. Action Oriented27. Resourcefulness

15. Directs Work25. Plans and Aligns38. Optimizes Work Processes

1. Ensures Accountability28. Drives Results

6. Collaborates 9. Manages Conflict20. Interpersonal Savvy21. Builds Network

4. Attracts Top Talent13. Develops Talent14. Values Differences34. Builds Effective Teams

7. Communicates Effectively16. Drives Engagement23. Organizational Savvy24. Persuades37. Drives Vision and Purpose

J. BEING AUTHENTIC

K. BEING OPEN

L FLEXIBLE AND ADAPTABLE

10. Courage36. Instills Trust

29. Demonstrates Self-Awareness30. Self-Development

3. Manages Ambiguity22. Nimble Learning26. Being Resilient31. Situational Adaptability

BUSINESS CRITICAL FUNCTIONAL COMPETENCIES

FACTOR V: SimCorp

Rating Scale:

4. The employee exceeds most expectations3. The employee meets expectations2. The employee meets most expectations1. The employee does not meet expectations

CONCEPTUAL DRAWING

SimCorp Dimension

Risk Analysis

Product Lifecycle

Functional Skill # 4

Functional Skill # 5

Functional Skill # 6

Certified F.O.

ExpertBasic project

mng

Craftmanship

Master Class

P. COMPANY40. Being a SimCorp’er

Q. PRODUCT DIVISION51. PD Project Management

Skilled behavior in role: (consistently) Shows great enthusiasm and loves to take ownership of a problem! Is goal oriented and motivated by

results.

Gets the job done – and thinks about the next! Is a visible and inspirational role model for the entire project team.

Establishes trust with the stakeholders, and keeps it, by ‘saying what they do and doing what they say’.

Influences the decision making process when needed, speaks truth to power when necessary and always finds the right consensus.

Creates a productive work environment where professionals enjoy to perform.

Is proactive and constantly evolving best practice methodology. Shares information across the entire organization.

Less skilled behavior in role: (at times)• Looses sight of the big picture, approaches tasks or projects in an unstructured or counterproductive

manner.

• Sacrifices long term relationships for the short term project win

• Manages through mails and fails engage with the project team and

• Does not deliver on agreed time, scope, cost or quality contained in a project.

• Does not communicate effectively with project stakeholders.

• Does not ensure proper communication from the project

• Does not recognize the difference between “making a decision” and “getting a decision”.

DETERMINED: Ambitious, focused and acts with sustained initiative to meet defined objectives.

ENTHUSIASTIC: Works with eagerness and stimulates an innovative environment.

INTEGRITY: Acts with a high ethical standard and always performs activities with integrity and responsibility.

TOGETHER: Practices team behavior, gives feedback, appreciates input from others, shares knowledge.

Development Plan

Through Living (70%)

Through Leading (20%)

Through Learning (10%)

• Need solid team players? Select and leverage the right mix.Analyze the key purpose, tasks, and deliverables of the team, then ask: who is best suited to do the work? What knowledge, expertise, and skills are critical? Don’t stop with the obvious technical/functional requirements. Consider the optimal mix of diverse experiences, backgrounds, and styles. Aim for complementary skills, not more of the same. Who collaborates well? Knows how to make decisions? Keeps good people on track? Challenges the status quo? Generates enthusiasm? Isn’t afraid to tackle the problems head-on? Can build trust inside, build bridges outside? Share each other’s strengths so you can capitalize upon them and learn from each other. Talk about your weaknesses and vulnerabilities, too, so that you can work around them for the good of the whole. The team should know who they are and what they stand for, individually and collectively.

• Questioning team size? Bigger is not always better.

• To much individualism? Shift the focus from ‘me’ to ‘we’.

• Want higher performance? Go for higher-impact communication.

• Losing momentum? Monitor and publicize short-term wins.

• Have virtual team challenges? Keep them connected and motivated.

Tips to develop a behavioral competency34. Builds Effective Teams

Competency Profile: M. SmithCONCEPTUAL

DRAWING

Development talks lead to Development plans

Development planCareer aspirations:I would like to become a program manager in 12 months.

Take basic PM course Join the PM community

Think about high impactcommunication

Other activities:xxxx

in

FACTOR I: THOUGHT

FACTOR II: RESULTS

FACTOR III: PEOPLE

FACTOR IV: SELF

A. UNDERSTANDING BUSINESS 5. Business Insight11. Customer Focus17. Financial Acumen35. Tech Savvy

B. MAKING COMPLEX DECISIONS

8. Manages Complexity12. Decision Quality32. Balances Stakeholders

C. CREATING THE NEW & DIFFERENT

18. Global Perspective19. Cultivates Innovation33. Strategic Mindset

D. TAKING INITIATIVE

E. MANAGING EXECUTION

F. FOCUSING ON PERFORMANCE

G. COLLABORATIVE RELATIONSHIPS

H. OPTIMISING DIVERSE TALENT

I. INFLUENCING PEOPLE

2. Action Oriented27. Resourcefulness

15. Directs Work25. Plans and Aligns38. Optimizes Work Processes

1. Ensures Accountability28. Drives Results

6. Collaborates 9. Manages Conflict20. Interpersonal Savvy21. Builds Network

4. Attracts Top Talent13. Develops Talent14. Values Differences34. Builds Effective Teams

7. Communicates Effectively16. Drives Engagement23. Organizational Savvy24. Persuades37. Drives Vision and Purpose

J. BEING AUTHENTIC

K. BEING OPEN

L FLEXIBLE AND ADAPTABLE

10. Courage36. Instills Trust

29. Demonstrates Self-Awareness30. Self-Development

3. Manages Ambiguity22. Nimble Learning26. Being Resilient31. Situational Adaptability

BUSINESS CRITICAL FUNCTIONAL COMPETENCIES

FACTOR V: SimCorp

Rating Scale:

4. The employee exceeds most expectations3. The employee meets expectations2. The employee meets most expectations1. The employee does not meet expectations

SimCorp Dimension

Risk Analysis

Product Lifecycle

Functional Skill # 4

Functional Skill # 5

Functional Skill # 6

P. COMPANY40. Being a SimCorp’er

Q. PRODUCT DIVISION51. PD Project Management

Skilled behavior in role: (consistently) Shows great enthusiasm and loves to take ownership of a problem! Is goal oriented and motivated by

results.

Gets the job done – and thinks about the next! Is a visible and inspirational role model for the entire project team.

Establishes trust with the stakeholders, and keeps it, by ‘saying what they do and doing what they say’.

Influences the decision making process when needed, speaks truth to power when necessary and always finds the right consensus.

Creates a productive work environment where professionals enjoy to perform.

Is proactive and constantly evolving best practice methodology. Shares information across the entire organization.

Less skilled behavior in role: (at times)• Looses sight of the big picture, approaches tasks or projects in an unstructured or counterproductive

manner.

• Sacrifices long term relationships for the short term project win

• Manages through mails and fails engage with the project team and

• Does not deliver on agreed time, scope, cost or quality contained in a project.

• Does not communicate effectively with project stakeholders.

• Does not ensure proper communication from the project

• Does not recognize the difference between “making a decision” and “getting a decision”.

DETERMINED: Ambitious, focused and acts with sustained initiative to meet defined objectives.

ENTHUSIASTIC: with eagerness and stimulates an innovative environment.

INTEGRITY: ActWorks s with a high ethical standard and always performs activities with integrity and responsibility.

TOGETHER: Practices team behavior, gives feedback, appreciates input from others, shares knowledge.

Q&A

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