Matrix cwe 15

Matrix of Competitiveness

of Work Experience

as an Instrument

of Professional Development

Investigation of the OP Problem

7. ORGANIZATION PSYCHOLOGY

5. Provide

New Competitive Competences of HR:

Involve employees

with competitive WE

4. STRATEGY MANAGEMENT

3. Organization

as flexible system

reading for changes

1. Market Competition

6. Organization:

EMPLYEE’s WE

is the instrumental value

for achieving

strategy goals

8. EMPLOYEE:

My WE is my

basic\terminal VALUE

because of great

personal input!

2. New Competitive

Products or Services

9. OP PROBLEM:

prompt to employee

to estimate&support

his\her Competitiveness of WE

IMPLEMENT: Matrix CWE

Comparison between work experience and

other professional features

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Work experience

Work biography

Knowledge,

skills,

Habits of work

Record of work

Competence

CWE Matrix idea and construction

Treatment of own experience as

constantly high value

Treatment of own experience as dynamically

changing value, which can and

must be managed

«VELVET HANDLE»:

low competitiveness of WE

“PORTFOLIO” of competences:

high competitiveness of WE тщательно отобранный материал,

позволяющий получить представление о

возможностях его владельца

CWE Matrix:

Structure of Competitiveness of Work Experience

benefits by

work

experience

investments in work experience

high low

high

3. Stars

This segment of WE includes

new competences, which are

expected by new organization

strategy and requires

supplementary efforts of

professional development.

4. Question Marks

To manage this segment specialist

should look forward because

turbulence environment requires

constant organization changes and

suitable competences.

low

2. Cash Cows

This segment of WE embraces

competences and practical

skills, which provides

organizational effectiveness

today.

1. Dogs

This segment consists of the part of

professional experience which was

suitable for previous strategy and

now became obsolete from

organizational position. But at the

same time this part of experience is

of great value for specialist. 5

Empirical research’s design :

Comparison between CWE Matrix for MLManagers,

constructed by Top Managers and MLManagers

Investigation steps:

1) Construction of CWE Matrix for midline Managers (MLM) by top managers (TM)

as an experts

2) Construction of CWE Matrix by postgraduate students of Presidental

Program&MBA Program (PgS)

3) Comparison between CWE Matrix for MLManagers, constructed by Top

Managers and CWE Matrix for MLManagers, constructed by MLManagers

Instruction for participants:

Please, fill the CEW Matrix for ML Manager.

Call, please, not less then 10 features/competences for each segment of CWE

Matrix:

Dogs

Cash Cows

Stars

Question Marks

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The sample of 1 part of research:

top managers as experts

Business Schools and Enterprises of Ural Region:

1) Ekaterinburg,

2) Perm,

3) Chelyabinsk,

4) Tyumen

Top level Managers of large industrial enterprises of Ural region

MBA alumnus, making decisions at Strategy Management area

30 participants

Period: 2006-2009 years

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The sample of 2 part of research

middle level managers

Business Schools and Enterprises of Ural Region:

1) Ekaterinburg,

2) Perm,

3) Chelyabinsk,

4) Tyumen

Post graduated students with managerial experience not less then 1 year

Middle level Managers of large industrial enterprises of Ural region

160 participants

Period: 2006-2009 years

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First segment of the CWE Matrix :

low investments and benefits

(Dogs, by BCG Matrix)

The question was:

1) What competences in your work experience you have to refuse from ? You like to do it but you understand that it is time to stop to do it.

Examples for WE revision:

My preferable methods and implements;

My skills which are inadequate to organization goals

The job I am doing for next last years

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The source of information :

Plans of Organizational Changes;

Top-managers’ requirements ;

Coach’s recommendations;

Mentoring

Second segment of the Matrix СWE:

low investments and high benefits

(Cash cows, by BCG Matrix)

The question was:

2) What competences of your WE

provide you the main part of

your salary ? What features

of your WE are estimated by

your employer ?


My relationships and contacts;

My reputation;

Something what I do better

then others

My Know-how

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Assessment’s results;

Top-management’s requirements;

Appreciates by colleagues,

Third segment of the CWE Matrix :

high investments and benefits

(Stars, by BCG Matrix)

The question was:

3) What competences of your WE provide possibilities to increase your present salary whereby supplementary efforts? What you have to do to achieve it?


Lack of relationships and connections;

Lack of acknowledgments;

Skills which are demanded for development

New skills which I have to have in my WE but I have not

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Top-management’s requirements;

benchmarking

SWOT-analysis of WE

Fourth segment of the CWE Matrix :

high investments and low benefits

(Question marks, by BCG Matrix)

The question was:

4) What competences of your

WE will provide you the

salary’s growth in close

future? What features of WE

you have to invest in just

now?


my possibilities to

develop or provide key

competences of

organization

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Strategy plans of organization development

BCG Matrix of Organization’s SBU


Monitoring of Labor Market

Monitoring of new competences at the labor market

Empirical research’s results:

Comparison between CWE Matrix for MLManagers,

constructed by Top Managers and MLManagers – Concurrences

Competences of WE Segment of CWE Matrix

Be ready to change the activity according to

organization goals

Cash Cows

Be ready to different jobs Cash Cows

Experience to work in groups and teams Cash Cows

Stress management Cash Cows

Experience of successful presentations Cash Cows

Worker holism Cash Cows

Professional society membership Cash Cows

Using of Internet , but not “.ru” only Stars

Strategy thinking and strategy management knowledges Stars

Empirical research’s results: Comparison between CWE Matrix for

MLManagers, constructed by Top Managers and MLManagers -

Differences

Competences of WE Top-managers MLManagers

«Heroic» Management Dogs Cash cows

Skills corresponding to key competences of

company

Cash cows

Stars

Business connections and relationships Cash cows Stars

Business reputation Cash cows Stars

Foreign language Question Marks Stars

Take a rest as fast as it is possible Question Marks Stars

Professional memory Question Marks Stars

Competences corresponding to «Question

marks» SBU according to BCG Matrix

Question Marks -

Empirical research’s results

1) The main concurrences are located at “Cash Cows” segment

2) ML managers locate some competences to “Cash Cows” segment, but Top Managers locate its to “Dogs” segment.

3) ML managers locate some competences to “Stars” segment, but Top-managers locate its to “Cash cows” segment.

4) ML managers call competences for “Question Marks” segment corresponding to theire personal and professional positions, but Top-managers call competences for “Question Marks” segment corresponding to organization strategy position and «Question marks» SBU according to BCG Matrix

Recommendation: Implement of CWE Matrix

CWE Matrix may be used for agreement of

HR professional development’s goals

and strategy goals of Organization

CWE Matrix may be constructed at Strategy

planning sessions for different groups of

employees

Development employee's competences.

Recommendation: 3 steps of consulting

step1 – to present the CWE Matrix to employee

and ask him/her to fill it

step 2 - to present CWE Matrix which have been

filled by managers at the Strategy planning

session

step 3 – compare both CWE Matrix and discuss

the differences.

The main results of the research

1. Grant “Stereotypes of Russian

Managers’ Professional

Consciousness” (2007-2009)

from Russian Humanitarian Found

2. “Psychological Essence of Managing Work Experience of Russian specialists in the Market Economy “, Doctoral Thesis by F.Ismagilova (Moscow State University, 2000)

3. F. Ismagilova, Work Experience of Specialists in the Organizations and Labor market, Ekaterinburg,1999

4. F.Ismagilova, Stereotypes of Russian managers, Harvard Business Review Russia, 2008, January-February

My courses of lectures / My Workshops

1. “Psychology of professional performance and work experience”,

for students of psychological department,

for Postgraduate students

2. “Strategy HRM and Career development”,

for MBA students, (Russia: Ekaterinburg, Moscow, Perm, Chelyabinsk, Tyumen, Ulyanovsk),

for Managers of Ural industrial enterprises (VSMPO, PNTZ, Novoural.ECP, LUKoil)

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Matrix cwe 15

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