Competency Profile James Finder

Srills Profle

James FinderFounder

PLEXD LLC

Prepared on 25 April 2016

1QuickAssess by Lexonis © 2016 LPI Capability Map © 2012 LPI Ltd

LPI Casability Frameworr

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

Live Delivery

Live Delivery 1 2 3 4

Presentation Delivery 33

Face-to-face Delivery 33

Virtual/Online Delivery 33

Presentalon DeliveryPresents to a live audience.

★Your assessment - Level 3: Guiding

Structures, develops and delivers presentations to live audiences that engage andproduce learning and/or knowledge transfer. Delivery encourages participation, citeswell-founded references and uses appropriate anecdotes. Works with the audiencefeedback, adjusting the presentation appropriately.

Face-to-face DeliveryLive learning facilitation.


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 longer online sessions or multiple linked sessions. Designs anddevelops the content for delivery and uses a range of tools to simulate activeinteraction. Can manage delivery alone or with support.


Learning desources

Learning desources 1 2 3 4

Design 44

Content Creation 33

DesignDetermining the design framework.

★Your assessment - Level 4: Leading

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 CrealonCreating/using appropriate content.


Creates and may manage others in creating, the content to meet organisational learningand performance requirements. Guides the use of appropriate media and engagementmethods as set out by the learning design strategy. Considers different designapproaches to produce the content best fitting the learning design aims. Coordinates thework of content quality review teams, including the work of subject matter experts fromthe business.


Performance Imsrovement

Performance Imsrovement 1 2 3 4

Performance Support 33

Coaching 33

Mentoring 22

Performance SussortDesigns and provides resources to support workplace performance.


Analyses the workplace for opportunities to provide on-going access to learning toimprove performance, including the adoption of techniques to identify existingorganisational resources and make them readily accessible. Engages with theorganisation to develop performance support that matches business drivers.

CoacoingProvides 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.

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

★Your assessment - Level 2: Extending

Promotes mentoring and the benefit of active mentoring. Mentors two or moreindividuals. Continues to develop own mentoring skills and applies good practicestrategies.


Collaboralve Learning

Collaborative Learning 1 2 3 4

Supporting Work Teams 33

Supporting Communities of Practice (CoP) 33

Supporting Content Co-creation and Curation 33

Developing Collaborative Learning Skills 44

Sussorlng orr eamsFostering collaboration.


Helps teams to work collaboratively by modelling effective collaboration behaviours.Leads initiatives to harness workplace collaboration tools and techniques.

Sussorlng Communiles of Praclce 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

Sussorlng Content Co-crealon and CuralonHelping community managers to create and sustain CoPs.


Assist teams in the identification of relevant sources and internal content streams thatare manageable and meet the teams needs. Assists teams to devise effective content co-creation strategies and implementation

Develosing Collaboralve Learning SrillsHelping 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.


Analysis and Strategy

Analysis and Strategy 1 2 3 4

Performance Analysis 33

Competency Management 33

Assessment and Evaluation 33

Learning Strategy 33

Performance AnalysisIdentifies 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.

Comsetency ianagementIdentifies 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.


Advises on the effectiveness of specific learning interventions with regard to specifiedorganisational performance issues. Monitors industry developments that can beharnessed to improve the organisational learning strategy.

Assessment and EvalualonAssessing 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 andperformance. 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 Informalon ianagement and Intersretalon

Learning Information ianagement and Intersretation 1 2 3 4

Information Architecture 33

Data Interpretation 33

Informalon ArcoitectureDesigning, implementing and managing the virtual spaces that support and enable learning.


Within the context of the desired information architecture for the organisation, capturesbusiness requirements for learning environments. Analyses learning audience behaviourto find usage needs and patterns and translates business requirements and audienceneeds into design specifications and success critieria. Creates overall blueprints for theenvironment and determines what content the environment will contain and thelearning supported business objectives it will support. Tests aspects of the environmentfor usability and appropriateness to its intended audience. Improves / adds to existingcontent organisation schemes / taxonomies / ontologies and guides others in their bestuse.

Data IntersretalonUnderstanding and communicating data.


Analyses data in line with strategic learning and performance requirements. Uses arange of analytical and statistical techniques to describe and model data. Verifies theaccuracy, completeness and relevance of data models. Obtains accurate and timelyinformation from others to inform data interpretation activities. Produces clear reportsfor dissemination according to strategic direction.


Learning Delivery ianagement

Learning Delivery ianagement 1 2 3 4

Project Management 33

Change Management 33

Project ianagementDelivering projects.


Defines and carries out medium-scale projects with no strategic impact or risk. Setsproject plan with due attention to risk assessment and leads execution, reporting atagreed points to stakeholders. Ensures projects are delivered on time and within budget,and are reviewed on completion. Assess options when performance is off track andtakes remedial action.

Coange ianagementManaging 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


ianaging toe Learning Funclon

ianaging toe Learning Function 1 2 3 4

People Management and Development 33

Process Management and Improvement 33

Resource Management 33

Peosle ianagement and DevelosmentManaging people.


Ensures mechanisms are in place for a clear understanding of personnel skills and howthese align to the capability needs of the learning function. Where appropriate accordingto lines of reporting, ensures the conduct of personnel is in line with department aims,job roles and company policies.

desource ianagementManaging learning resources.


Responsible for ensuring effective resource management for learning function. Thisincludes the short-term scheduling of personnel, technological assets and trainingmaterials. It also includes input into longer-term considerations of resourcemanagement.

Process ianagement and ImsrovementManaging 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.


Business Srills and Intelligence

Business Srills and Intelligence 1 2 3 4

Financial Management 22

Procurement 22

Communication, Marketing and Relationship Management 33

Industry Awareness 44

Financial ianagementControlling finances.


Monitors and maintains financial records to agreed requirements. Assists in financialmanagement related to learning and performance, especially in identifying andreducting costs.

ProcurementSourcing systems and services.


Sets specifications for products and services with low risk/strategic impact, working inconjunction with experts where necessary to ensure cost-effective and legally soundprocurement. Refers to supervision for support.

Communicalonn iarrelng and delalonsois ianagementPromoting learning and performance.


Develops and manages communications with one or more stakeholder groups, acting asa single point of contact. Facilitates the implementation of learning initiatives. Managescampaigns within specified budgets to meet specified outcomes with managers andlearners, including the use of feedback to ensure improved learning. Manages themarketing planning process, taking overall responsibility for the production of marketingprocesses and materials and the staging of events.

Industry AwarenessMonitoring industry developments.


Sets out the areas in which the learning and performance activity should be focusing itsmonitoring - including the addition of new, strategically important topics, and theremoval of others. Comments with authority on the state of the industry. Ensuresregular distribution of information via briefings and other media.


Competency Profile James Finder

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