Professional Training Facts 2010

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1 FRAUNHOFER-INSTITUT FÜR Arbeitswirtschaft und Organisation IAO Professional Training Facts 2010 Learning Competence Performance October 2010 Fraunhofer IZS, Stuttgart, Germany

2 Intro / Vorwort Learning Competence Performance Turbulent markets, growing competition and decreasing margins are challenges which companies can face with capacity for innovation, high-value and robust solutions, contemporary allocation of services and products as well as excellent quality. To keep companies competitive in this challenging environment it is necessary to build up, to maintain and to develop the competences of employees and organisational units. The challenge is to bring into relation the management of competences with the performance of the company and to adapt in-company learning and competence development processes appropriately. These current developments and topics are the subject of the international Professional Training Facts conference which takes place on 20th and 21st of October 2010 and is organised by Fraunhofer IAO for the sixth time in succession. The conference offers practitioners and developers a forum for the exchange of information and experiences from organisational and personnel development. On the agenda are new trends and challenges as well as solutions and practice examples from a company perspective. National and international speakers from companies and research institutions present methods, concepts and strategies how to design the»learning-competence-performance«triad for today and the future. Prof. Dr.-Ing. Dr.-Ing. E.h. Dieter Spath Turbulente Märkte, ein verschärfter Wettbewerb und schrumpfende Margen sind Herausforderungen, denen Unternehmen durch Innovationsfähigkeit, hochwertige und robuste Lösungen, zeitnahe Bereitstellung von Dienstleistungen und Produkten sowie exzellente Qualität begegnen können. Um die Unternehmen in dieser Situation wettbewerbsfähig zu halten, gilt es, die Kompetenzen der Mitarbeiter und Organisationseinheiten aufzubauen, zu erhalten und zu entwickeln. Die Herausforderung besteht darin, die Unternehmensperformance durch Kompetenzmanagement sowie innerbetriebliche Lern- und Weiterbildungsprozesse zu stärken. Zukunftsweisende Informations- und Kommunikationstechnologien flankieren diese Aktivitäten zur Entwicklung intelligenter Organisationsformen. Nicht zuletzt hierdurch können entsprechende Konzepte auf spezifische Belange von Unternehmen effektiv angepasst und konsequent eingesetzt werden. Die Bündelung von Management- und Technologiekompetenz gewährleistet, dass wirtschaftlicher Erfolg, Mitarbeiterinteressen und gesellschaftliche Auswirkungen immer gleichwertig berücksichtigt werden. Diesen aktuellen Entwicklungen und Themen widmet sich die internationale Konferenz»Professional Training Facts«, die das Fraunhofer IAO am 20. und 21. Oktober 2010 bereits zum sechsten Mal veranstaltet. Die Veranstaltung bietet Anwendern in Unternehmen und Anbietern von Lösungen ein Forum, um Erfahrungen und Informationen aus der Personal- und Organisationsentwicklung auszutauschen. Auf dem Programm stehen sowohl neue Trends und Herausforderungen als auch Lösungen und Praxisbeispiele aus Unternehmensperspektive. National und international hochkarätige Referenten aus Unternehmen und Forschungsinstituten stellen Methoden, Konzepte und Strategien vor, wie der Dreiklang aus»learning Competence Performance«heute und in Zukunft gestaltet werden kann.

3 Objectives Ziele Target groups Zielgruppen The Professional Training Facts conference is most appropriate for in-company experts dealing with further training and competence management. Other target groups are: organisational decision-makers, experts from the educational sector as well as from the private and public sector, and application-oriented researchers. The main conference language is English. Furthermore, there will be numerous additional tracks and offers in German. Die Professional Training Facts Konferenz eignet sich in besonderer Weise für betriebliche Experten, die sich mit den Themen technologiegestützte Weiterbildung und Kompetenzmanagement professionell beschäftigen. Weitere Zielgruppen sind: Entscheidungsträger aus der Industrie, Experten aus dem Bildungsbereich, der Wirtschaft und dem öffentlichen Dienst sowie Experten mit Anwendungsbezug aus der Wissenschaft. Die Hauptsprache der Konferenz ist englisch. Darüber hinaus wird es zusätzlich zahlreiche Tracks und Angebote in deutscher Sprache geben. Conference participants benefit from the event by Wie Teilnehmer von der Veranstaltung profitieren können gaining an overview about the most important topics challenges, trends, and solutions, meeting experts from research and industry and becoming familiar with their points of view, enlarging their own personal network in the international community, experiencing good practice examples and solutions to get ideas for their own activities, sharing experience with speakers and other participants, receiving useful first-hand answers for implementation activities in organisations, finding partners for implementation projects from applied research and industry, understanding how to estimate the effectiveness of solutions outlined in the area of competence management with regard to time, cost and quality aspects. Schaffen Sie sich einen Überblick über die wichtigsten Themen, Herausforderungen, Trends und Lösungen. Treffen Sie betriebliche Experten und lernen Sie deren Standpunkte kennen. Erweitern Sie Ihr Kontaktnetzwerk in der internationalen Bildungsszene. Lassen Sie sich Praxisbeispiele präsentieren, um Anregungen für eigene betriebliche Fragestellungen zu erhalten. Teilen Sie eigene Erfahrungen mit Referenten und Teilnehmern. Erhalten Sie fundierte Antworten zur Umsetzung betrieblicher Maßnahmen aus erster Hand. Finden Sie geeignete Partner für Umsetzungsprojekte aus Wirtschaft und angewandter Forschung für eigene Aktivitäten. Lernen Sie einzuschätzen, wie effektiv aufgezeigte Lösungen z.b. im Bereich der Performancesteigerung durch ein effektives Lernmanagement im Spannungsfeld zwischen Zeit, Kosten und Qualität sind.

4 20 OCTOBER 2010 SCHEDULE WEDNESDAY Registration and Snack Welcome Keynotes (Hörsaal A+B) Lunch time [ Track 1 ] Hörsaal A [ Track 2 ] Hörsaal B [ Track 3 ] Seminarraum 1-3 upstairs Collaborative Work and Learning Competence Development with Personal Learning Environments (PLE) Softwaregestütztes Kompetenzmanagement Einsatzmöglichkeiten, Potenziale und Grenzen Short Break Experience Exchange Session Experience Exchange Session Experience Exchange Session Break [ Track 4 ] Hörsaal A [ Track 5 ] Hörsaal B [ Track 6 ] Seminarraum 1-3 upstairs E-learning and its Relevance for Company Performance Gender Diversity Management Improving Innovativity and Success Strategisches Kompetenzmanagement Conference Dinner

5 21 OCTOBER 2010 Schedule THURSDAY 8.30 Registration 9.00 [ Track 7] Hörsaal A [ Track 8 ] Hörsaal B [ Track 9 ] Seminarraum 1-3 upstairs Competence Management in Production Systems IT-based Competence and Learning Management Kompetenzmanagement im Hightech-Umfeld Coffee Break [ Track 10 ] Hörsaal A [ Track 11 ] Hörsaal B [ Track 12 ] Seminarraum 1-3 upstairs Aligning Learning, Competence, Performance-Contributions to Employee Development and Business Results Talent Management Solutions Karrieresysteme in Forschungsund Entwicklungsbereichen Best-Practice- Ansätze innovativer Unternehmen Lunch Showcase Session [ Track 13 ] Hörsaal A [ Track 1 4 ] Hörsaal B [ Track 1 5 ] Seminarraum 1-3 upstairs Bringing Strategy to the Shop Floor Strategy-oriented Competence Management in Practice Knowledge Maturing & Organisational Development Wirtschaftlicher Unternehmenserfolg integrierte Unternehmenssteuerung strategisches Kompetenzmanagement Short Break Experience Exchange Session Experience Exchange Session Experience Exchange Session End of the Conference and Farewell Coffee

6 [ Keynotes ] Hörsaal A + B How Strategies are Transformed into Performance: Effective Solutions are Simple, Flexible and Don t Need Complex Theories Hermann Arnold, umantis, Switzerland Accelerating Business Growth through Talent Management and Succession Planning Peter Schwanhäußer, PricewaterhouseCoopers, Switzerland

7 [ Track 1 ] [ Track 2 ] Collaborative Work and Learning Competence Development with Personal Learning Environments (PLE) Hörsaal A Hörsaal B The integration of technology based collaborative work and learning supports individuals and work teams in mining necessary knowledge in and for the targeted work context and leads to a higher work performance. The integration of collaborative work and learning results in more complex systems and approaches. In order to reduce this complexity and increase the usability of the technology, integrated work and learning systems have to be designed carefully. At present, however, there are still psychological, technological and organisational obstacles that have to be overcome in order to achieve an integration of collaborative work and learning into existing structures. This track shows contemporary solutions, requirements and challenges in which way integrated collaborative work and learning can contribute to company performance. The Facilitation of Discussions in Collaborative Learning Environments Andrea Kienle, FH Dortmund, Germany Virtualisation of Knowledge Management at an European Agency Karin Hamann, Information and Communications Technology European Medicines Agency (EMA), UK Challenges for Collaborative Work and Learning (in Large Organizations) Uwe Riss, SAP AG, Germany Transitions are becoming of more importance for professional careers and learning histories, e.g. in keeping the employability of an aging work craft. Life-long learners need not only an e-portfolio based management of competences but also reliable recommendations and responses for future learning activities, learning materials and learning communities based on different assessment strategies. In the EU large-scale integrating project ROLE partners from industry and academia are researching and developing personal learning environments for life-long professional training in the face of transitions and the ever growing need for competence development. Business Requirements for Personal Learning Environment Manuel Schmidt, Festo Lernzentrum Saar, Germany From Widgets to Competences A Repository for Personal Learning Environments Daniel Dahrendorf, imc AG, Germany The Challenge of Critical Thinking in Personal Learning Environments Sylvana Kroop, ZSI, Austria Organised by: Andrea Kienle, FH Dortmund, Germany Organised by: Ralf Klamma, RWTH Aachen University, Germany

8 [ Track 3 ] [ Track 4 ] Softwaregestütztes Kompetenzmanagement E-learning and its Relevance for Company Performance Einsatzmöglichkeiten, Potenziale und Grenzen Seminarraum 1-3 upstairs Hörsaal A Dieser Track gibt einen Überblick über aktuelle deutschsprachige Software-Lösungen, die Kompetenzmanagement in Unternehmen unterstützen. Dabei wird aus Anwenderperspektive thematisiert, inwiefern unterschiedliche Unternehmensanforderungen abgedeckt werden und welche Anforderungen zukünftig unterstützt werden sollten. Beiträge von Softwarentwicklern, Anwendern in Unternehmen und der angewandten Forschung reflektieren dieses Thema und geben den Teilnehmern Impulse für eigene Lösungen. Im Rahmen der anschließenden Experience Session von 14:45-15:45 Uhr werden Softwarepakete online präsentiert und mit den Teilnehmern des Tracks diskutiert. Kompetenzmanagement-Software Einsatzgebiete, Fragestellungen, Chancen und Risiken Alexander Karapidis, Life-long learning is becoming increasingly important in daily business life. New work challenges require employees to cope flexibly with quickly changing business requirements. At the same time, employers must take into account a high degree of diversity in education of employees due to changing demographics and migration. For companies, it becomes increasingly important to be able to react flexibly to the quickly changing markets. New technologies, concepts and approaches are required that enable the continuous training of the work force. Consequently, the contribution of e-learning for the performance of organisations is an open question. Which impact of e-learning on organisational performance is visible? Which challenges and requirements have to be considered by organisations to implement e-learning successfully under the aspect of the cost-benefit analysis? Based on these key questions, experts and practitioners from applied research and companies present their experience and solutions. Kompentenzmanagement als erster Schritt Warum reines Kompetenzmanagement oft nicht den nötigen Applaus erhält John Schultze, rexx systems GmbH, Germany Kollaboratives Skills-Management Fähigkeiten messen und nutzen Axel Völker, Data Assessment Solutions GmbH, Germany Anwendungsbeispiele und Nutzenpotenziale für unternehmensweites Talent & Competence Screening mit der patentierten Softwareplattform becertified Ingo Glaser, GECO Systems GmbH, Germany E-learning and its Relevance for Company Performance Martin Wolpers, Fraunhofer FIT, Germany Green Prefab in Building Industry: Revolution Needs New Players Furio Barzon, Renzo Taffarello, Green Prefab International, Italy Technology-enhanced Learning for Capacity Development and Informal Learning Mike Long, The British Institute for Learning and Development, UK Organisiert von: Alexander Karapidis, Organised by: Martin Wolpers, Fraunhofer FIT, Germany

9 [ Track 5 ] [ Track 6 ] Gender Diversity Management Strategisches Kompetenzmanagement Improving Innovativity and Success Hörsaal B Seminarraum 1-3 upstairs Gender diversity is no longer regarded as something nice to have; it has become an economic issue since recent results from international research have shown that well balanced teams of women and men are more innovative as mere male or female teams. Because mixed teams regard both sides of the world their innovations match bigger markets and therefore have a bigger potential for economic success from the very beginning. Thus effectively communicating and working in gender mixed teams becomes a relevant topic. Exploring the specific competences of female and male employees and caring for the most fitting working conditions becomes important. Trainings and organisational arrangements are needed to get the best out of the differences between men and women in gender mixed teams. The Innovation Potential of Diversity Anne Spitzley, Practising Gender Equality in Science Simonetta Bormioli, ASDO, Assemblea delle donne per lo sviluppo e la lotta all esclusione sociale (Women s Assembly for Development and the Struggle against Social Exclusion), Italy Gender Diversity - Benefits for Enterprises and Individuals Maria Rimini-Döring, Robert Bosch GmbH, Germany Strategisches Kompetenzmanagement hat seinen Ursprung im ressourcenbasierten Ansatz der Unternehmensgestaltung. Im aktuellen betriebswirtschaftlichen Verständnis besteht weitgehend Einigkeit darüber, dass Fähigkeiten und Kompetenzen eines Unternehmens entscheidende Wettbewerbsfaktoren darstellen, es herrscht jedoch Unsicherheit, ob und wie diese grundsätzlich gestaltet werden können. Wissen über strategisch relevante Kompetenzen hilft zum einen, die strategischen Ziele realistisch an den vorhandenen Ressourcen zu orientierten, es hilft aber auch, gezielt an der frühzeitigen Entwicklung solcher Kompetenzen zu arbeiten, die für noch ehrgeizigere Ziele notwendig sind. Die strategische Auseinandersetzung mit Kompetenzen stellt besondere Anforderungen an das Management, da Kompetenzen letztlich nur selbstorganisiert entstehen und die Gestaltung sich daher auf das Setzen von Rahmenbedingungen auf der individuellen wie organisationalen Ebene beschränken muss. Strategisches Kompetenzmanagement: Eine Herausforderung nicht nur für die Planer Erich Barthel, Frankfurt School of Finance & Management, Germany Strategisches Kompetenzmanagement: Skizzen einer Lernarchitektur zu selbstorganisierter Kompetenzentwicklung Karl Kreuser, SOKRATeam, Germany Organised by: Jürgen Wilke, Organisiert von: Erich Barthel, Frankfurt School of Finance & Management, Germany

10 [ Track 7 ] [ Track 8 ] Competence Management in Production Systems IT-based Competence and Learning Management Hörsaal A Hörsaal B Competence management in production systems aims at securing the competences necessary for ensuring process stability, compliance with cost and quality targets as well as internal innovation capability. The focus here is on the opportunity to include the production divisions and especially the target group of workers into the competence development strategies of the whole company. Task-related competence management starts with concrete tasks in the production process and aims at a high comparability and as far as possible an objectivity of competence values measured and managed. Apart from the presentation of the approach on task-related competence management, the track presents successful company examples that pursue the common approach to implement a systematic competence management in their production systems. Competence Management in Manufacturing: Experiences from Italian Companies Bernd Beck, Studio BB, Italy (How) does Competence Measurement with CM ProWork Relate to the European Qualification Framework? Considerations and Practical Experiences with Regard to Worker Competences Elmar Witzgall, wissen-koennen.de, Germany Conceptual Considerations on the Practical Use of Competence Audits in Production Systems Alexander Schletz, Andrea Koren, IT-based competence management comprises different facets of developing an organisation s excellence. At the strategic level it can be a kind of cockpit that gives hints concerning performance gaps of staff for existing HR tools. At the operational level it reveals potentials of employees by assessing individuals capacities to cope with a job in a satisfying way. Modern competency management systems take learning management one step further and improve the quality of learning by offering a variety of monitoring possibilities that contribute to a higher learning transfer. This track presents different approaches of IT-based competence management as well as examples of competence-based learning activities. Why Corporations Should Rather Care about Competency Management Instead of Focusing on Learning Management Bernd Simon, Vienna University of Economics and Business, Austria Competency Management and Enterprise 2.0 New Approaches in a Changing World Christian Würdemann, Hypoport AG, Germany Vocational e-training: Challenges and Solutions to a Competence-Based Approach Iraklis Paraskakis, South-East European Research Center, Greece Organised by: Alexander Schletz, Organised by: Bernd Simon, Vienna University of Economics & Business, Austria

11 [ Track 9 ] [ Track 10 ] Kompetenzmanagement im Hightech-Umfeld Aligning Learning, Competence, Performance Contributions to Employee Development and Business Results Seminarraum 1-3 upstairs Hörsaal A Die Vorträge dieses Tracks vermitteln konkrete Erfolgsbeispiele des Kompetenzmanagements in Hightech-Unternehmen. Zielsetzungen, Strategien und Wirkfaktoren für die nachhaltige Umsetzung von Kompetenzmanagement-Instrumenten werden dargestellt. Ein weiterer Schwerpunkt liegt auf dem Konzept der Technologietreiber-Rollen, das Unterstützungsoptionen für individuelle und organisationale Kompetenzen in technologischen Innovationsprozessen aufzeigt. Zielgruppe: Entwickler und Anwender von Kompetenzmanagement-Systemen mit dem Interesse, sich über Erfolgsfaktoren professionellen Kompetenzmanagements auszutauschen, Benchmarking anhand von Good Practice Beispielen zu betreiben und spezifische Stellhebel des Kompetenzmanagements für das Hightech-Umfeld zu diskutieren. Vernetzung von Kompetenzen in einem Technologie-Innovationsprozess Jens Leyh, Technologiediffusion in hoch differenzierten Unternehmen Falko Baier, Voith Turbo GmbH & Co. KG, Germany Kompetenzentwicklung für die Umsetzung neuer Technologien in Hightech-Unternehmen David Kremer, Professional training, competence management and performance management are ubiquitously applied within companies to enhance business results by improving employee performance. Notwithstanding the interrelatedness of these concepts, it seems that within companies they are often implemented rather isolated. (How) can these approaches be integrated into a coherent framework of learning & performing? How does learning and work have to be designed to support individual competence development? How can individual competence development be linked to organisational competences and performance? (How) can the impact of learning and competence development on business performance be measured? Based on these key questions, experts and practitioners from applied research and companies present their experience and solutions. Aligning Learning, Competence, Performance Considerations from Applied Research Andrea Koren, What s the Use of Competences? A Consulting Business View on Learning, Competence and Performance from an Integrated HR Strategy Perspective Alexander Göttling, Britta Möller, Horváth & Partners Management Consultants, Germany How to Improve Company Performance by Applying Learning and Competence Management. Experiences from a Spanish Start-up in Corporate On-demand Learning Business Juan Izeta, Alecop, S. Coop., Spain Organisiert von: David Kremer, Organised by: Andrea Koren,

12 [ Track 11 ] [ Track 12 ] Talent Management Solutions Karrieresysteme in Forschungs- und Entwicklungsbereichen Best-Practice-Ansätze innovativer Unternehmen Hörsaal B Seminarraum 1-3 upstairs Companies face a dramatic change in their Human Resources (HR) business. On the one side, Payroll and HR administration are non business critical functions and therefore are being outsourced into HR service organisations or shared offices. On the other side, the need to build relations with talents, to manage successions and develop people is becoming a growth critical component. The use of social media within recruiting and people management is needed to enable participation and creativity in business. Under these circumstances, talent management is becoming an important software trend in the area of learning and development. Companies invest into talent and learning management software in order to support the whole cycle from recruiting, on boarding, development, HR planning, succession management and performance measurement. Companies also invest into social media for HR business in order to connect to future employees very early as well as foster collaboration between the employees. Analytics functionally on talent and learning offers companies to search for talents on the market, to search for successions, to plan individual developments and careers, to manage the training of employees etc. Talent Management solutions in combination with learning empower companies and are an important component of a modern HR strategy. In this session, an overview on the trends into talent management is given and practical samples for talent management strategies are being explained. Talent and Learning Management: How HR Software Will Enable Growth in Business! Volker Zimmermann, imc AG, Germany Talent Management with StepStone Solutions or How We Can Help HR to Demonstrate Value Robert Feix, StepStone, Germany Strategic Talent Management Challenges and Potentials Stefan Schüßler, SAP AG, Germany In Zeiten flacher werdender Führungshierarchien können klassische Aufstiegskarrieren nicht mehr das einzige Leitbild darstellen. Die Möglichkeit alternativer Karrierewege ist unerlässlich, um Menschen mit verschiedenen Anforderungen und Vorstellungen attraktive Aufstiegsmöglichkeiten zu bieten. Im Rahmen eines Eigenforschungsprojekts hat das Fraunhofer IAO sich mit der Frage beschäftigt, welche alternativen Karrierepfade als Ergänzung zu der klassischen Führungskarriere möglich sind und wie sie erfolgreich umgesetzt werden können. Einblicke ergaben sich vor allem durch eine Reihe an Interviews mit Unternehmen der unterschiedlichsten Branchen, die bereits alternative Karrierepfade anbieten oder diese in naher Zukunft einführen wollen. Alternative Karrierepfade, so zeigte sich, ermöglichen es nicht nur, gute Mitarbeiter ohne Führungsambitionen durch das Angebot einer anderen Entwicklungsperspektive zu halten. Sie ermöglichen es auch, wichtige Unternehmensziele im Unternehmen zu verankern, beispielsweise durch vorbereitende und begleitende Qualifizierungsmaßnahmen. In dem Track werden die wichtigsten Ergebnisse insgesamt, sowie einige detaillierte Fallstudien im Einzelnen vorgestellt. Verschiedene Praxisreferenten wurden für Vorträge angefragt. Einführung: Innovative Karriere- und Anreizsysteme? Grundlagen, Zielstellung und wesentliche Fragen der Studie des Fraunhofer IAO Kuno Moll, Die Projektmanagement-Laufbahn bei PHOENIX CONTACT Praxisbeispiel zur Entwicklung und Einführung individueller Karrieremodelle Martin Grosser, PHOENIX CONTACT GmbH & Co. KG, Germany Betriebliche Weiterbildungskonzepte für Führungs-, Fach- und Projektlaufbahnen Erkenntnisse der Studie des Fraunhofer IAO Liza Wohlfart, Organised by: Volker Zimmermann, imc AG, Germany Organisiert von: Kuno Moll,

13 [ Track 13 ] [ Track 14 ] Bringing Strategy to the Shop Floor Strategy-oriented Knowledge Maturing & Organisational Development Competence Management in Practice Hörsaal A Hörsaal B Strategy and competence management a contradiction in terms? Hopefully not. In many companies, competence management gains in importance but real links of (individual) competence management and strategic elements at organisational level are rare. This track tries to tackle the challenge to establish strategic links when introducing and implementing competence management approaches. The middle management of companies is crucial in interpreting strategic objectives and their implications as well as potentials and needs at employee level. Which competence strategies and competence models seem to be suitable? Which groups of employees have to be integrated into the process? The scope of this track ranges from a general overview on the design of strategy-oriented competence management to the implementation of competence models as well as the discussion of experiences in bringing together strategy and competence management in SMEs. Strategy-oriented Competence Management in Practice Bernd Dworschak, Alexander Karapidis, In our fast-changing economy, companies need to be capable of adapting quickly to a changing environment. This agility is only possible if companies adopt new ways of knowledge and competence development. The knowledge maturing approach aims at making these developments more continuous by overcoming barriers and disruptions, which is tightly coupled to organisational development processes. Within the track, results from a large-scale European study on knowledge maturing are presented, which analyze barriers and specific conditions like organisational culture that affect knowledge maturing. Case studies from companies share the lessons learnt from successes and failures of such organisational development processes. EXPERIENCE EXCHANGE SESSION Knowledge Maturing & Organizational Culture In this session, we will collect the experiences from the participants on the impact of organizational culture on sharing and developing knowledge within an organization. Also participants will be able to discuss about organizational development processes. Strategies and Usage Scenarios for the Introduction and Implementation of Competence Models Karna Wegner, Xenia Kuhn, University of Duisburg-Essen, Germany Knowledge Maturing & Organisational Culture: Results from an European Study Andreas Schmidt, FZI Research Center for Information Technologies, Germany Developing Organizations: How to Synchronize Customer Expectations and the Requirements of Successful Internal Change Processes. Practical Experiences and Conclusions on Linking Competence Management with Organizational Development. Hartmut Scholl, reflact AG, Germany Competence Management as a Strategic Human Resource Development Instrument at EnBW Ernst Biesalski, EnBW AG, Germany Knowledge Maturing as a Means for Requirements Engineering René Peinl, IPI GmbH, Germany It s tools! It s people! Communicating KM Initiatives Marie-Luise Groß, SAP AG, Germany Organised by: Bernd Dworschak, Organised by: Andreas Schmidt, Forschungszentrum Informatik FZI, Germany

14 [ Track 15 ] Wirtschaftlicher Unternehmenserfolg integrierte Unternehmenssteuerung strategisches Kompetenzmanagement Seminarraum 1-3 upstairs Gibt es einen Zusammenhang zwischen Kompetenzmanagement und dem wirtschaftlichen Erfolg von Unternehmen? Drei Treffpunkte erörtern dies. Treffpunkt Wissenschaft Hans-Günter Lindner, Fachhochschule Köln, Germany Treffpunkt Wissenschaft Künftig sollen Unternehmens- und Personalstrategie aus einem Guss sein. Die Frage»Was will ich machen?«wandelt sich zu»mit wem kann ich was machen?«. 5 Disziplinen und der 6. Sinn: Was Porter und Senge vermissen lassen Das Yin und Yang der Strategie Das Märchen vom Mehrwert Treffpunkt Business Analytics Lösung Gertrud-Elisabeth Bonifer, SAS Institute GmbH, Germany Treffpunkt Praxis Jörg Tiemann, tiemann-consulting, Germany Treffpunkt Business Analytics Lösung Den gesamtheitlichen Blick auf die zukünftige Belegschaft zur Identifizierung und Minimierung von Kompetenzrisiken ermöglicht Business Analytics. Zukünftiger Bedarf und Angebot muss bestimmt, und die finanziellen Auswirkungen im Auge behalten werden. Die Entscheidungsfindung erfolgt via Szenariomodellierung und Simulation, Steuerung und Monitoring eingeleiteter Maßnahmen ist integriert. Treffpunkt Praxis Ein erfahrener Stratege beleuchtet, wie die Aspekte der Wissenschaft und die Möglichkeiten von Lösungen in der Praxis, Anklang finden, umgesetzt werden können und vor allem, welche Aspekte nicht zu vernachlässigen sind. Denn das Tagesgeschäft erfordert schnell umsetzbare, einfache Lösungen. Weniger honoriert werden wissenschaftlich perfekte Ansätze, sondern gut kommunizierbare, nutzenstiftende Werkzeuge. Organisiert von: Gertrud-Elisabeth Bonifer, SAS Institute GmbH, Germany

15 Information Target Group Contact Companies, trade associations, chambers of commerce and industry, training providers, research institutes Conference Fee 20 and 21 October 2010: 495 EUR 20 October 2010: 295 EUR 21 October 2010: 295 EUR OPTIONAL: Conference Dinner for 35 EUR. Fraunhofer IAO Alexander Karapidis Nobelstraße Stuttgart Phone Fax Website Conference website with programme and online-registration: Location Institutszentrum Stuttgart der Fraunhofer-Gesellschaft (IZS) Nobelstraße Stuttgart Germany Organised by Fraunhofer IAO

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