SYNNØVE LYSSAND SANDBERG BYGGHERREDIREKTØR, STATSBYGG GARY TRAVERS MANAGING DIRECTOR EMEA, HUMAN SYSTEM INTERNATIONAL

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1 SYNNØVE LYSSAND SANDBERG BYGGHERREDIREKTØR, STATSBYGG GARY TRAVERS MANAGING DIRECTOR EMEA, HUMAN SYSTEM INTERNATIONAL DEVELOPING TALENT - HOW TO ACHIEVE YOUR ORGANIZATIONAL GOALS

2 LUNSJ 12:20-13:20

3 TALENTUTVIKLING I STATSBYGG FRA SYSTEM TIL KULTUR Synnøve Lyssand Sandberg byggherredirektør Statsbygg Metierkonferansen

4 Talentutvikling handler om engasjert toppledelse sterk kultur og enkle verktøy utfordringer i jobbsituasjonen Verktøy/ Systemer Kultur eget driv, motivasjon og potensiale klar og tydelig kommunikasjon Kommunikasjon

5 Statsbyggs strategiske mål SB STRATEGISKE MÅL Vi gir kunden gode og fleksible lokaler Vi bidrar til effektiv arealbruk i staten Vi tar klimaansvar Vi former morgendagens byggeog eiendomsnæring

6 TID KOST KVALITET

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8 INVESTERINGER

9 KRITISK KOMPETANSE FOR PROSJEKTORGANISASJONEN BYGGHERRE I STATSBYGG Prosjekteier Prosjektleder Prosjektøkonom /Prosjektstyrer Kontraktsansvarlig Kommunikasjonsleder SHA-leder Prosjektsikkerhetsleder Prosjekteringsleder

10 Månedlige ressursmøter Evaluering av prosjektteam Utvikling og læring gjennom jobberfaring Hospitering Utviklingssamtaler Individuell utviklingsplan Benchmarking av Statsbygg som prosjektorganisasjon Mentoring Statsbyggskolen strukturert kompetanseutvikling Evaluering HAYGRADE

11 RESULTATER FRA HSI-VURDERING AV TALENTUTVIKLING Statsbygg scorer middels sammenliknet med andre prosjektorganisasjoner i HSIbenchmark Vi har et bra kurstilbud De mykere, mellommenneskelige team og lederegenskapene er svakere utviklet Vi måler i begrenset grad virkningen av ledelse og utvikling på hvor godt vi får jobben gjort

12 KARRIEREPROGRAM FOR PROSJEKTLEDERE Skreddersydd prosjektene og arbeidsoppgavene Basert på HAY grade systemet

13 MENTORPROGRAM Forankring i toppledelsen Informasjon og utvelgelse av adepter Gjennomføring av mentorprogrammet Mentoropplæring Startsamling Adept samling Underveis samling 1 Underveis samling 2 Underveis samling 3 Avslutningssamling Utvelgelse av mentorer Mentortrening /-oppfølging Informasjon/markedsføring Søknadsprosess og utvelgelse Informasjonsinnhenting Fra adept om preferanser/behov måneder Desember 2016 Mars 2017 Adept og mentor arbeider sammen i møter a 2 timers varighet i løpet av det året programmet varer. Juni 2017 Samling for adepter Fellessamling Adept - Mentor

14 UTVIKLE PROSJEKTTEAMET GJENNOM BENCHMARKING Trigger en diskusjon / felles evaluering i prosjektteamet Verktøy for å avdekke forhold underveis i prosjektet korrigere kurs på samarbeid og ledelse Kunne det vært bedre? Hvor mye bedre?

15 Evaluering av et prosjekt Typiske spørsmål Informasjon til å gjøre jobben effektivt PL åpen for dårlige nyheter og input Anerkjennelse for innsats og gode resultater Evne til å jobbe som et team

16 ELEMENTS OF A DEVELOPMENT PROGRAM Experiential Growth Experience pathways managed to create required capability profile. Attractive assignments key to Employer and Profession of Choice. People reports as credible, comprehensive & strategic as Finance reports. Formal Learning Curriculum covers whole talent triangle. Curriculum addresses capability at 3 levels: corporate, business, project. Blended learning serves all PM functions, not just PMs Community of Practice Common culture Definitions and numbers of every role in PM Function. Talent availability & mobility visible. Strong emotional ownership of Program Social Learning Senior PM s devote percent of time to mentoring junior colleagues Every member of the community can choose their own mentor from list Any project team has access to coach. Career Ladder & Accreditation Development framework specifies assignments and competencies. Practitioners are internally accredited. Mandatory courses and peer assessments before senior promotions. Continual Improvement Lessons learned change practice. Academy s curriculum reflects current business goals. Current hot spots dealt with by Program. Program aligns with global best practice

17 EGET DRIV OG POTENSIALE

18 Developing Talent: How to Achieve your Organizational Goals Gary Travers, Managing Director HSI (A PMI Organization) Metier Conference, June

19 Is this any organization s most difficult (but most necessary) task?! 72% of senior management believe talent management will become increasingly important over the next three years, yet only 41% believe their company currently has an understood and accepted approach for managing talent strategically 76% of senior executives report that implementation of strategic initiatives is hampered often (35%) or sometimes (41%) by lack of right talent. [EIU, November 2014.] Refs: HSI Report 2014 Spotlight on Success and Economist Intelligence Unit 2014 Rally the Talent to Win

20 Why is this hard? PPM consists of temporary organizations, and so developing PPM talent is more challenging than normal talent management HR in the PPM field is challenging, for the same reasons, which complicates talent management even further. PPM is a growing element of the world s GDP It may be a truism, but people are the key to sustainable business success.

21 Sponsorship Why is this hard? Corporate Governance Strategic Planning Permanent Organisation Management of Projects Management of Operations Portfolio Management Program Management Project and Program Governance Project Management Temporary Organisation

22 HSI can speak with some real insight: we have the world s largest database of PPM Practices

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24 Overall Strategy (1) Talent Management strategy is built on the foundation of OPM capability. 5 years seems to be a critical time Balanced scorecard facilitates good talent management approach

25 Overall Strategy (2) Senior sponsorship for talent management is crucial PMO is often involved in linking talent management to OPM development. Top performing organizations look to today and 5 years out

26 26 Dubai Workshop November 07 7 powerful presentations by eminent speakers from leading global PM organizations Delegates from 17 leading PM organizations Reflection and assimilation of learning facilitated by Human Systems

27 One Output 7 Stages of Development 1. Understand nature of complexity and skills necessary 2. Develop role profiles to match project types 3. Establish career paths and framework 4. Establish developmental processes 5. Assess individuals periodically 6. Assess and develop project teams 7. Establish infrastructure to support the developmental process

28 Take just one element: Career Paths only 45% of organizations have a formal process for talent development Project Success Rates With Career Path Without Career Path Refs: PMI Thought Leadership Series

29 Overall Workshop Conclusions Projects and programs should be as complex as they need to be and no more People are both the problem and the solution The key to managing unavoidable complexity lies in systematically developing leadership, and matching capability to organizational needs

30 30 Rijswijk Workshop Sept attendees from 26 organizations in Europe, North America and Asia Pacific. To secure a better understanding as to: How organizations design PM competency development schemes? Whether accreditation is important? Is it relevant at higher experience levels? What is the right investment in learning? Is this a cost, or a value stream? How can success be measured? What does 'best practice' look like for Project Academies?

31 Select The Right People Aim for employer of choice status Work with HR to specify needs Embed means of recruiting superior internal candidates

32 Our research has taught us that attention to talent is required at 3 levels Improved Organizational Capability Consistent project success. Improved agility: (Do we consistently do the right projects, and do them strategy implemented, resources utilisation improved. right?) Improved Sponsor / Ownership Capability Project Improved success. effectiveness: (Did benefits we do realised, the right stakeholders project?) delighted. Improved Program & Project Management Capability Improved efficiency: Project management success. on-time, on-budget, planned scope, quality OK, (Did we do the project right?) improved project value.

33 HSI Research in 2015: Possible Scope of a Development Program The professional development of people and teams comprising the PM function at 3 levels of capability Project Delivery Executive Sponsorship Corporate infrastructure Development includes all three aspects of PMI s Talent Triangle (See Diagram). All project-related roles not just PMs

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35 Elements of a Development Program Experiential Growth Experience pathways managed to create required capability profile. Attractive assignments key to Employer and Profession of Choice. People reports as credible, comprehensive & strategic as Finance reports. Formal Learning Curriculum covers whole talent triangle. Curriculum addresses capability at 3 levels: corporate, business, project. Blended learning serves all PM functions, not just PMs Community of Practice Common culture Definitions and numbers of every role in PM Function. Talent availability & mobility visible. Strong emotional ownership of Program Social Learning Senior PM s devote percent of time to mentoring junior colleagues Every member of the community can choose their own mentor from list Any project team has access to coach. Career Ladder & Accreditation Development framework specifies assignments and competencies. Practitioners are internally accredited. Mandatory courses and peer assessments before senior promotions. Continual Improvement Lessons learned change practice. Academy s curriculum reflects current business goals. Current hot spots dealt with by Program. Program aligns with global best practice

36 Talent Management For more information: Gary Travers Managing Director, HSI EMEA

37 PAUSE 14:00-14:10