Competency Development @ INL

Competency Development @INL … must be aligned with INL’s organisational structure… One Organisation - Two Organisational Structures: The Networked The Hierarchical

Competency Development @INL … must develop both, organisational and individual competencies… One Organisation - Two Competency Sets to be developed: Organisational Competencies Individual Personal Competencies Organisational Competencies Individual Personal Competencies

Competency Development @INL So what is it exactly that we are talking about? Competencies? Let’s quickly lay out what is it exactly that we are talking about. -> Competency: Capacity to deal with an issue at hand. -> Individual Competencies: Capability to conduct specific tasks. -> Organisational Competencies: Capability to sustain and mobilize the resources required to achieve the organisation’s goals. -> Core Competencies: Competencies necessary to achieve a competitive advantage.

Competency Development @INL … Organisational Competencies One Organisation - Two Competency Sets to be developed: Organisational Competencies Individual Personal Competencies Competencies that are required to develop the organization as a whole further; Not limited to a particular function, task, role, etc.; Expected from anyone with whom the organization interacts, be it employees or external stakeholders; With understood differences in the degree that such competencies might be developed at the individual level; and With a continuous quest towards improving and developing such core competencies further.

Competency Development @INL … Individual Competencies One Organisation - Two Competency Sets to be developed: Organisational Competencies Individual Personal Competencies Competencies that are required to perform a given profession; Concerned with a particular function, task, role, etc.; Expected from anyone with whom the organization interacts, be it employees or external stakeholders; With well outlined expectations about the degree that such competencies shall be in place; and With a continuous quest towards improving and developing such articulated and agreed competencies further.

INL Individual Personal Competencies … are manifold and will vary by function, role, maturity level, etc. Research Development Framework European framework for research careers

Competency Development @INL *** While individual competencies matter, and must be developed, the focus here is on the organizational competencies, which core we attempt to define and agree on, and together with you in a collaborative effort, so to be subsequently embraced by all.

INL Organisational Competencies …Should take into account core competencies of Learning Organisations… Disciplines of a Learning Organization: Peter Senge (Vora, 2015)

INL Organisational Competencies …and core competencies of today’s agile organisations… The Agile Coaching Competency Framework

INL Core Competencies … and the INL particularities…

Emergent INL Core Competencies … so to converge into the INL core competency set… Source: https://www.canstockphoto.pt/âmago-palavra-finanças-negócio-11628425.html

Emergent INL Core Competencies … so what does the INL core competency set comprise of? Emergent INL Core Competencies: Analytical and Critical Thinking, Creative thinking, Problem solving; Leaderful Practice & Influence; Working with others; Personal mastery; Agility (speedier processes, work not driven by hierarchies, but around projects and other commonalities, etc.); Systems thinking and the ability to act upon incomplete sets of information.

INL Core Competencies “1. Analytical and Critical Thinking, Creative thinking, Problem solving […] these are presumably the baseline competencies that should be in place in any RTO, such as INL, and that are trained continuously starting from the initial PhD education, and then further across the entire career […]

INL Core Competencies “2. Leaderful Practice & Influence” “…in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders need to co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus […] the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.” Raelin, 2008

INL Core Competencies “3. Working with others” “…Working in a group is about communicating effectively, contributing ideas, listening and receiving feedback, and leading or following as appropriate. Developing your skills means thinking about and planning the tasks the group needs to do, negotiating with others to develop shared goals and purpose, collaborating to achieve agreed results and then reviewing the approach…” Available as a free course at: http://www.open.edu/openlearn/education/key-skill-assessment-unit-working-others/content-section-0?active-tab=content-tab

INL Core Competencies “4. Personal Mastery” The number one critical skill set (Jarche, 2018) Leadership, Learning and Personal Knowledge Mastery (Vora, 2015)

INL Core Competencies “5. Agility” To be agile in a research, start-up, fast growing, dynamic, complex environment.  VUCA/VUCA Prime leadership corollaries (O’Shea, 2017) Countering VUCA with the VUCA World Antidote: - Volatility -> Vision - Uncertainty - > Understanding - Complexity -> Clarity - Ambiguity -> Agility Leading In A VUCA World (Cook, nd)

INL Core Competencies “6. Systems Thinking” Tools for Systems Thinkers (Acaroglu, 2017)

INL Core Competencies … let’s actively develop them… Be invited to take on an active role in further outlining the INL core competencies!

References and Sources Acaroglu, L., (2017) Tools for Systems Thinkers: The 6 Fundamental Concepts of Systems Thinking, https://medium.com/disruptive-design/tools-for-systems-thinkers-the-6-fundamental-concepts-of-systems-thinking-379cdac3dc6a Agile Coaching Competency Framework; http://agilecoachinginstitute.com/agile-coaching-resources/ . European framework for research careers; https://cdn5.euraxess.org/sites/default/files/policy_library/professional_development_of_researchers_provisions_for_the_fut.pdf . Cook, P. (nd), Leading In A VUCA World, http://www.ttmassociates.com/wp-content/uploads/leading-in-vuca.pdf Jarche, H. (2018) The number one critical skills set, https://jarche.com/2018/12/the-number-one-critical-skill-set/ UK Vitae RDF – ‘Research Development Framework’, available from https://www.vitae.ac.uk . O’Shea, T., (2017), ‘Ready to shift your VUCA to VUCA Prime?’, http://agilityconsulting.com/your-agility-advantage/ready-to-shift-your-vuca-to-vuca-prime/ Raelin, J., (2008), ‘We the Leaders: In Order to Form a Leaderful Organization’, https://www.researchgate.net/publication/228210591_We_the_Leaders_In_Order_to_Form_a_Leaderful_Organization The Open University, “Working with others”, Free online course, http://www.open.edu/openlearn/education/key-skill-assessment-unit-working-others/content-section-0?active-tab=content-tab Vora, T., (2015), ‘Disciplines of a Learning Organization: Peter Senge’, http://qaspire.com/2015/12/07/disciplines-of-a-learning-organization-peter-senge/ Vora, T., (2015), ‘Leadership, Learning and Personal Knowledge Mastery’, http://qaspire.com/2015/10/26/leadership-learning-and-personal-knowledge-mastery/