Peter leather   overcoming sfia implementation pitfalls
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  • 1. Learning & Development Specialist GroupOvercoming pitfalls when implementingSFIA in L&DPeter Leather MBA (Open), BSc., MBCS Using SFIA in Education and Workplace Learning Conference, 13th June 2012 1
  • 2. A bit about meq  A well established, independent consultant specialising in developing the capability of IT organisations.q  MBA qualified with over 25 years’ experience in a range of roles working with major IT, financial services and professional services organisations.q  I have been using SFIA since 2003 – both operationally within a large IT organisation and as an accredited SFIA Consultant.q  A member of the SFIA Council (the SFIA steering group) and leader of the on-line global SFIA User Forum.Recent assignments have included: Ø  A global FMCG organisation; providing expert advice and implementation support in the use of SFIA in support of a Global IT organisation with several worldwide operating hubs (c1,500 IT Staff). Ø  A large provider of out-sourced IT services based in India; providing expert advice and mentoring in using SFIA to strengthen resource management and to assess the skills of their staff (8,000 IT staff). Ø  A leading professional sports organisation in the UK; working with the IT Leadership team to use SFIA to develop role profiles and improve objective setting, performance appraisals and professional development. Ø  A global software provider based in Germany; developing options and implementation strategies for a skills & competency framework. *Grundy Using SFIA in Education and Workplace Learning Conference, 13th June 2012 2
  • 3. Execution is the Graveyard of Strategy* R.I.P. SFIA Career L&D Paths Strategy*Grundy Using SFIA in Education and Workplace Learning Conference, 13th June 2012 3
  • 4. The real finish line* EMBEDDED BUSINESS OUTCOMES IMPLEMENTATION CONCEPTS & DESIGN BUSINESS NEED *The Six Disciplines of Breakthrough Learning Using SFIA in Education and Workplace Learning Conference, 13th June 2012 4
  • 5. Eating the elephantPerfect is the enemy of goodq  Adopt continuous improvement and 80/20 approachq  Divide large projects into rapid cycle sub-projects or pilotsq  Prioritisation - where is the pain?Design a realistic route mapGo with the flowq  Plan an integrated approach / fit with other IT / HR initiativesBalance attractiveness & implementation http://www.isodxprez.com/isodx_prez/2012/04/eating-the-elephant- one-bite-at-a-time.htmldifficultyMake the most of external expertise Using SFIA in Education and Workplace Learning Conference, 13th June 2012 5
  • 6. AID Analysis – develop a realisticimplementation plan Attractiveness / Implementation Difficulty* High q  Change deployment processes to maximise on the job learning q  Strategic work force planning q  Implement ITAttractiveness professions & communities of practice q  Moderated Medium org- wide SFIA assessment Develop a range of q  Map SFIA Skills to roles q  Operational (1 year) work force options and identify planning a realistic implementation plan q  SFIA self assessment Low Easy Difficult Very Difficult Implementation DifficultyIllustrative options only *Grundy Using SFIA in Education and Workplace Learning Conference, 13th June 2012 6
  • 7. Have a route map for your use of SFIA in L&DWhy are we doing it?q  What’s the business purpose?What will it be used for?q  What people management processes will you create or improve?q  How will it be positionedWhat’s in scope?q  What outcomes and enablers will we develop & implement?q  What benefits will we achieve?How will we develop, implement and embedthe changes?q  What is the process, who will be involved, how will we resource this? Using SFIA in Education and Workplace Learning Conference, 13th June 2012 7
  • 8. Go large on change management – itsworth it!With excellent change management you are: q 6 x more likely to meet project objectives q 4.5 x more likely to meet project schedule q 1.5 x more likely to meet project budget* Projects utilising SFIA which affect peoples’ skills and behaviours require particular change management attention.*Hiatt Using SFIA in Education and Workplace Learning Conference, 13th June 2012 8
  • 9. Consider all parts of ADKAR* Post Implementation Successful ChangePhases of a ImplementationChangeProject Concept & Design Business Need Awareness Desire Knowledge Ability Reinforcement *Hiatt Phases of a Change for Employees Using SFIA in Education and Workplace Learning Conference, 13th June 2012 9
  • 10. SFIA Skills assessmentsStart with the end in mindq  What quality of assessment do you need?q  What do you consider fit for purpose?q  Will you need to calibrate and / or moderate the assessments?Are you assessing fit for role, fit forfuture or current stock of skillsq  Is SFIA all you want to assess?q  Incremental assessmentsq  Combine rigorous assessments with a free format approachBe led by requirements and processnot by the tools and databasesq  Be wary of silver bulletsq  Assessment is a conversation not a score Using SFIA in Education and Workplace Learning Conference, 13th June 2012 10
  • 11. Your line managers are key …However…q  IT line managers are typically selected for their technical competency, not for their people skillsq  IT line managers do not feel prepared for their management dutiesAnd then …q  Introducing SFIA and upgrading your workplace L&D brings increased expectations on managers So … provide the time, space and tools to develop your line managers’ skills Using SFIA in Education and Workplace Learning Conference, 13th June 2012 11
  • 12. Role profiles – getting through the GroanZone* *Kanerq  Avoid analysis paralysisq  One size does not fit all q  Use common language – not just for SFIAq  Cherish your differences q  Build with the end in mind - be wary of off the shelf models q  Edit, re-use, build consistency into the productionq  Engage managers and subject matter expert process Using SFIA in Education and Workplace Learning Conference, 13th June 2012 12
  • 13. Focus on organisational priorities andmeasurable results Priorities Measurable results E.g. E.g. q  re-organisations & transformations, q  % of training spent on critical business skills q  improved performance / productivity q  % of employees with target skills & knowledge q  new operating models q  % regrettable turnover q  cost reductions q  % employees with development plans q  customers / markets q  % planned development accomplished q  new technologies & architectures q  permanent : contractor ratio q  recruitment q  time to full competence for new hires q  mergers, acquisitions and shared services q  ratio of interviews to job offers q  demonstrate competence in tendering activity q  cost of re-work Using SFIA in Education and Workplace Learning Conference, 13th June 2012 13
  • 14. Contact DetailsPeter LeatherE-mail: peter.leather@ex-p.co.ukWebsite: www.ex-p.co.uk/sfiaLinkedIn: http://uk.linkedin.com/in/peterleatherSFIA User Forum: http://sfiauser.ning.com/LinkedIn SFIA Users: www.tinyurl.com/sfiausers-linkedin Using SFIA in Education and Workplace Learning Conference, 13th June 2012 14
  • 15. ReferencesGrundy, T., 1998. Strategy implementation and project management. International Journal of Project Management 16 (1), 43–50Wick, C. et al, 2010/ The Siz Disciplines of Breakthrough Learning, 2nd EditionHiatt, J.M., 2006. ADKAR: A model for change in Business, Government and our CommunityKaner, S., 1996. Facilitator’s Guide to Participatory Decision-Making,http://www.isodxprez.com/isodx_prez/2012/04/eating-the-elephant-one-bite-at-a-time.html Using SFIA in Education and Workplace Learning Conference, 13th June 2012 15