HCM in IT Organisations (Human Capital Management)

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A framework for the introduction of HCM into IT organisataions. Also applicable to other knowledge intensive professions. Based on operational and strategic experience in an IT organisation of c1000 people. www.exceptional-performance.co.uk/sfia

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HCM in IT Organisations (Human Capital Management)

  1. 1. The Key Components Human Capital Management in IT Organisations [email_address] www.exceptional-performance.co.uk /
  2. 2. Implications for the Workforce People Capability Targets Business Drivers Driven by Business Imperatives Annual Business Operating Plans Strategic (2-3 yrs) Business Objectives Current Year: Workforce Needs Strategic Workforce Needs Current Year: People Capability Targets Strategic People Capability Targets Includes Capacity plans Numbers, skills, knowledge, behaviours, process abilities .. Measurement and Tracking
  3. 3. Capability Development Plan Recruitment Actions we can control: Re-skilling Talent Management Process Improvement Development Career Progression Succession Planning Sourcing Options Retention Strategies Actions controlled by others: Performance Management Attrition (voluntary leavers) ‏ Demographics 2009 2010 2011 Capability Devt Targets
  4. 4. Target Capabilities Strategic Workforce Needs <ul><li>“ ROLE PROFILES” </li></ul><ul><li>Define: </li></ul><ul><li>Knowledge </li></ul><ul><li>Skills </li></ul><ul><li>Behaviours </li></ul><ul><li>Process abilities </li></ul>Skills Inventory (incl SFIA) ‏ Tracking & Planning Resource Deployment Processes e.g. CMMi, ITIL Prince2, Agile Devt Reliable, moderated, up to date.. Should be dynamic (not static), must reflect strategy & business imperatives What is expected of me? Resourcing Strategy 2009 2010 2011 Capability Devt Targets Org Design
  5. 5. Learning & Development Business Operating Plans / Scorecard Business Critical Gaps Updated PDPs Individuals Receive Development Schedule Learning Solutions Identify Learning Solutions Budgets (cash and fte?) ‏ Deliver Learning Solutions Track & Evaluate Learning Solutions Full range: (Classroom, E-learning, Skills mentoring etc) ‏ Development as well Skills Inventory (incl SFIA) ‏
  6. 6. Career Development Strategic Workforce Needs <ul><li>“ GRADUATED CAREER PATHS” </li></ul><ul><li>To take account of </li></ul><ul><li>Grade </li></ul><ul><li>Prof. accreditation </li></ul><ul><li>Assignments </li></ul>“ CAREER PROGRESSION CRITERIA” Career Discussions Career Aspirations Where applicable Skills Inventory (incl SFIA) ‏ Org Dev Review Talent Review PDP and Assignments 2007 2008 2009 People Capability Devt Targets Org Design
  7. 7. Workforce development <ul><li>“ ROLE PROFILES” </li></ul><ul><li>Define: </li></ul><ul><li>Knowledge </li></ul><ul><li>Skills </li></ul><ul><li>Behaviours </li></ul><ul><li>Process abilities </li></ul>Learning Catalogue Knowledge Sharing Subject Matter Experts Professional Community PDP and Assignments Skills Inventory (incl SFIA) ‏ 2009 2010 2011 Capability Devt Targets
  8. 8. Performance Management Expectations of my role My Development These identify what I need to develop to perform my role and / or achieve my objectives These identify what is my individual contribution to my organisation’s objectives Personal Objectives Professional Skill Behavioural Skill Knowledge Experience
  9. 9. Human Capital Management in IT Organisations Toolkit
  10. 10. Workforce Planning & Monitoring 2. Crunch the Numbers Recruitment Promotions Attrition Resource Mix etc 3. Monitor Progress against plan 1. Map the workforce flows
  11. 11. Skills Development 2. Org Dev Data 3. Learning & Devt Plan 1. Skills Analysis Solid performers Lower performers Potential 1 2 3 P1 P2 P3 4 P4 Role Specialists <ul><li>Pipeline </li></ul><ul><li>Pipeline for promotion to next broad band </li></ul><ul><li>Pipeline for new / broader roles within broad band </li></ul>Top performing & Top potential Performance 4. Monitoring Progress
  12. 12. Career Development 2. Org Dev Data 4. Promotions 3. PDP / Career Plan Assignments Exposure Development Mentoring etc 1. Graduated Career Paths Solid performers Lower performers Potential 1 2 3 P1 P2 P3 4 P4 Role Specialists <ul><li>Pipeline </li></ul><ul><li>Pipeline for promotion to next broad band </li></ul><ul><li>Pipeline for new / broader roles within broad band </li></ul>Top performing & Top potential Performance
  13. 13. <ul><li>[email_address] </li></ul><ul><li>More free resources at </li></ul><ul><li>www.exceptional-performance.co.uk/sfia </li></ul><ul><li>www.exceptional-performance.co.uk/case-studies </li></ul><ul><li>Peter Leather is an independent consultant specialising in developing the workforce capability of Business Change & IT organisations. He is a recognised expert in implementing skills frameworks such as SFIA and developing internal Business Change & IT communities of practice. He was invited to speak at the SFIA UK Capability Management conference in 2007 to share this experience. </li></ul>

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