Developing capabilities ActKM 2011 Stephen Byrne, Senior consultant Step Two Designs
Agenda <ul><li>The headache </li></ul><ul><li>The proposed solution </li></ul><ul><li>In practice </li></ul><ul><li>The re...
Follow up
Formative career disciplines <ul><li>Engineering (Chief engineer) </li></ul><ul><li>Business (Regional / Managing Director...
The context
Client environment <ul><li>Tail end of major reengineering piece … </li></ul><ul><li>Asked for a knowledge strategy </li><...
Methodology <ul><li>Research and analysis </li></ul><ul><li>Draft framework </li></ul><ul><li>Feedback and activity select...
The headache
At first glance…  <ul><li>‘ We are a service organisation, we are here to help ’ </li></ul><ul><li>‘ People like to do wha...
Looking more closley… <ul><li>‘ We are doing too many things for other people’ </li></ul><ul><li>‘ I spend too much time d...
Executive headaches <ul><li>Inheritance of a toxic culture </li></ul><ul><li>Staff change-weary and fragile </li></ul><ul>...
Solving the headache
Needed a model to … <ul><li>Engage staff in the ‘role’ conversation </li></ul><ul><li>Inform role clarity </li></ul><ul><l...
Introducing a capability framework <ul><li>The hinge point between people and roles </li></ul><ul><li>Structured, integrat...
Why is it useful? <ul><li>Single model across all roles </li></ul><ul><li>Supports rigorous and fair evaluation </li></ul>...
Where does it come from? <ul><li>Hope the organisation has one … </li></ul><ul><li>Invest significant effort, expertise, t...
Introducing the UCF … <ul><li>Caveat … </li></ul><ul><li>SHL UCF </li></ul><ul><li>True framework … </li></ul><ul><li>Rese...
In practice
How do you use it … <ul><li>Define business outcomes </li></ul><ul><li>Define division, department, team outcomes </li></u...
Define the KM role … <ul><li>Define individual outcomes </li></ul><ul><li>Determine tasks required to achieve those outcom...
Sort the cards … <ul><li>Sort cards by role priority </li></ul><ul><li>Don ’ t just rely on card title </li></ul><ul><li>B...
The results
Capability matrix – KM role
Client outcomes <ul><li>All staff involved in capability selection </li></ul><ul><li>Safe level of discussion – not about ...
Additional resources <ul><li>http://www.shl.com/assets/resources/White-Paper-SHL-Universal-Competency-Framework.pdf  (Abou...
 
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Developing Capabilities

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Presentation made by Stephen Byrne from StepTwo Designs on developing KM capabilities at the 2011 actKM Conference in Melbourne.

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  • Information Architecture Essentials Sydney, April 2008
  • Developing Capabilities

    1. 1. Developing capabilities ActKM 2011 Stephen Byrne, Senior consultant Step Two Designs
    2. 2. Agenda <ul><li>The headache </li></ul><ul><li>The proposed solution </li></ul><ul><li>In practice </li></ul><ul><li>The results </li></ul>
    3. 3. Follow up
    4. 4. Formative career disciplines <ul><li>Engineering (Chief engineer) </li></ul><ul><li>Business (Regional / Managing Director) </li></ul><ul><li>Psychology (Organisational Psychologist) </li></ul><ul><li>Knowledge (Knowledge Manager) </li></ul>
    5. 5. The context
    6. 6. Client environment <ul><li>Tail end of major reengineering piece … </li></ul><ul><li>Asked for a knowledge strategy </li></ul><ul><li>They were unclear what this actually was … </li></ul><ul><ul><li>A DMS solution? </li></ul></ul><ul><ul><li>Organisational strategy tie-in? </li></ul></ul><ul><ul><li>A circle-thingie ? </li></ul></ul><ul><ul><li>‘ A learning organisation ’ </li></ul></ul><ul><ul><li>Scary process maps? </li></ul></ul>
    7. 7. Methodology <ul><li>Research and analysis </li></ul><ul><li>Draft framework </li></ul><ul><li>Feedback and activity selection </li></ul><ul><li>Four areas of focus for practical intervention </li></ul>
    8. 8. The headache
    9. 9. At first glance… <ul><li>‘ We are a service organisation, we are here to help ’ </li></ul><ul><li>‘ People like to do what’s asked of them’ </li></ul><ul><li>‘ We are very friendly and helpful’ </li></ul><ul><li>‘ I fill in my day tracking down problems’ </li></ul><ul><li>‘ We are a very supportive culture, but some people have used it to push tasks onto others who are not responsible for them’ </li></ul>
    10. 10. Looking more closley… <ul><li>‘ We are doing too many things for other people’ </li></ul><ul><li>‘ I spend too much time doing other peoples jobs’ </li></ul><ul><li>‘ We are all busy doing everyone elses work’ </li></ul><ul><li>‘ People are very busy’ </li></ul><ul><li>‘ There’s just not enough hours in the day’ </li></ul><ul><li>‘ Mangers are doing General Managers work, administrators are doing managers work’ </li></ul><ul><li>‘ I’m tired of having to mange upwards’ </li></ul><ul><li>‘ We are trying to be all things to all people’ </li></ul>
    11. 11. Executive headaches <ul><li>Inheritance of a toxic culture </li></ul><ul><li>Staff change-weary and fragile </li></ul><ul><li>‘ Technical’ managers </li></ul><ul><li>The specter of union action </li></ul><ul><li>Some particularly challenging cultural issues: </li></ul><ul><ul><li>Low engagement </li></ul></ul><ul><ul><li>Not enough difficult conversations </li></ul></ul><ul><ul><li>Poor performance management </li></ul></ul><ul><ul><li>Some emotional bullying </li></ul></ul><ul><ul><li>Low levels of trust </li></ul></ul>
    12. 12. Solving the headache
    13. 13. Needed a model to … <ul><li>Engage staff in the ‘role’ conversation </li></ul><ul><li>Inform role clarity </li></ul><ul><li>Provide a common language for ‘people’ discussions </li></ul><ul><li>Promote objectivity </li></ul><ul><li>Allow comparison between and across roles </li></ul><ul><li>Support staff insight and development </li></ul>
    14. 14. Introducing a capability framework <ul><li>The hinge point between people and roles </li></ul><ul><li>Structured, integrated model that links what people do to in their role, to business outcomes </li></ul>
    15. 15. Why is it useful? <ul><li>Single model across all roles </li></ul><ul><li>Supports rigorous and fair evaluation </li></ul><ul><li>Supports conversations through the entire employee lifecycle </li></ul><ul><li>Empowers staff and managers to achieve better outcomes </li></ul><ul><li>Helps with role definition </li></ul><ul><ul><li>Feeds into job analysis, gap analysis, PD development) </li></ul></ul><ul><li>Team, department, organisational bench strength evaluation </li></ul><ul><li>Workforce planning </li></ul>
    16. 16. Where does it come from? <ul><li>Hope the organisation has one … </li></ul><ul><li>Invest significant effort, expertise, time and resources … not to mention significant client appetite … and create one </li></ul><ul><li>or </li></ul><ul><li>Use an off the shelf model </li></ul>
    17. 17. Introducing the UCF … <ul><li>Caveat … </li></ul><ul><li>SHL UCF </li></ul><ul><li>True framework … </li></ul><ul><li>Research based </li></ul><ul><li>Significant support tools </li></ul><ul><li>www.shl.com/au </li></ul>
    18. 18. In practice
    19. 19. How do you use it … <ul><li>Define business outcomes </li></ul><ul><li>Define division, department, team outcomes </li></ul><ul><li>Define individual outcomes </li></ul><ul><li>Determine tasks required to achieve those outcomes </li></ul><ul><li>Select the capabilities that underpin the tasks </li></ul><ul><li>Use the capabilities to relate people to the role </li></ul>
    20. 20. Define the KM role … <ul><li>Define individual outcomes </li></ul><ul><li>Determine tasks required to achieve those outcomes </li></ul><ul><li>Select the capabilities that underpin the tasks </li></ul><ul><li>Use the capabilities to relate people to the role </li></ul><ul><li>Valuable resource: http://www.onetonline.org/ </li></ul>
    21. 21. Sort the cards … <ul><li>Sort cards by role priority </li></ul><ul><li>Don ’ t just rely on card title </li></ul><ul><li>Be able to justify your choice </li></ul><ul><li>Max 6 essential </li></ul><ul><li>Max 6 desirable </li></ul><ul><li>Colours can be divided up </li></ul>
    22. 22. The results
    23. 23. Capability matrix – KM role
    24. 24. Client outcomes <ul><li>All staff involved in capability selection </li></ul><ul><li>Safe level of discussion – not about demarcation </li></ul><ul><li>People centered discussions </li></ul><ul><li>Gap analysis on position descriptions </li></ul><ul><li>Rich discussions in relation to current and future role responsibilities </li></ul><ul><li>Better equipped managers – supported workshops </li></ul><ul><li>Gap analysis on position descriptions </li></ul><ul><li>Agreement on role capabilities </li></ul><ul><li>Later can be used to help make better hiring decisions </li></ul><ul><li>Supports development activities </li></ul>
    25. 25. Additional resources <ul><li>http://www.shl.com/assets/resources/White-Paper-SHL-Universal-Competency-Framework.pdf (About the model presented at ActKM2011) </li></ul><ul><li>http://www.apsc.gov.au/ils/index.html (A comprehensive model for Australian government leadership) </li></ul><ul><li>http://www.onetonline.org/ (Comprehensive database of role definitions, skills and capabilities) </li></ul>

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