Beyond role profiles; Successfully Meeting IT Business Challenges with SFIA

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For many IT organizations, Role Profiles are the starting point for using the Skills Framework for Information Age (SFIA). However, there is significantly more value to be had by extending the use of SFIA in your organization.

These are the slides from a joint webinar hosted by Peter Leather (Independent SFIA Consultant and leader of the SFIA User Forum) and Andy Andrews (President, salary.com Europe)

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  • Forgive me - but as director of projects, manageing some of the largest IT projects ever: Do you know anything about IT, or is it just verbal skills? What have you studied - beside MS Windows certification? You see, marketing gets you just up in the cloud and render you and your followers worthless as consultants with me.
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Beyond role profiles; Successfully Meeting IT Business Challenges with SFIA

  1. 1. Beyond Role Profiles Successfully Meeting IT Business Challenges with SFIA Andy Andrews, President, Salary.com Europe Peter Leather, Independent SFIA Accredited Consultant 1
  2. 2. Agenda  Introduction to Salary.com  Overview of SFIA  Why SFIA?  SFIA Beyond Role Profiles  The Role of Technology  Key Factors to Successful Implementation  Review and Conclusions  Q &A 2
  3. 3. Andy Andrews  I have a long legacy in Learning and Development within the IT sector – from college lecturer and training consultant to training manager.  I was one of the original founders of InfoBasis Ltd – a provider of skills management software and the first accredited software provider for the SFIA framework.  I have a wealth of experience in helping organizations such as the Ministry of Justice, Visa, Aviva and Safeway to implement SFIA and other skill frameworks.  Previously I have worked for Microsoft Learning Services where I gained my first experience with implementing skills management programs. 3
  4. 4. Peter Leather  A specialist in developing the capability of Business Change & IT organisations and developing internal communities of practice  Over 20 years experience working with major IT, financial services and professional services organisations.  I have more than 6 years hands-on experience using SFIA operationally and strategically  Accredited SFIA Consultant  Leader of the on-line global SFIA User Forum.  Speaker at the SFIA UK Capability Management conference in 2007 4
  5. 5. Salary.com: What We Do And Who We Are 5
  6. 6. Agenda  Introduction to Salary.com  Overview of SFIA  Why SFIA?  SFIA Beyond Role Profiles  The Role of Technology  Key Factors to Successful Implementation  Review and Conclusions  Q &A 6
  7. 7. What SFIA looks like The framework provides a clear model for describing what ICT practitioners do. It is a two-dimensional matrix. People exercise skills at different levels. SFIA recognises seven levels of professional skill. The levels range from 1 at basic entry to 7 at a very senior level, normally in a large The Skills Framework for the Information Age is owned by The SFIA Foundation: www.SFIA.org.uk. organisation. 7
  8. 8. What SFIA looks like Increasing Levels of autonomy, influence, complexity 7 Set 1 Follow 2 Assist 3 Apply 4 Enable 5 Ensure 6 Initiate strategy Strategy & • Each skill defined at up to 7 Architecture levels • Not all levels relevant to each skill Business Change • Total of 295 skill level definitions Solution Development & 86 Implementation skills in 6 groups Service Management Procurement and management support Client Interface 8
  9. 9. SFIA Framework Structure Proficiency Levels Categories Assessable Levels Skill Name Sub-category 9
  10. 10. SFIA Framework Structure Skill Description Skill Level Proficiency Description Framework Level Proficiency Description Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk. 10
  11. 11. Assessing overall competence of Individuals and/or the IT Workforce e.g. Prepare release plan Action Action Process Abilities Action Action SFIA framework Action focuses on Activity e.g. Project Planning & Professional skills Control e.g. Project Management e.g. Java Professional Skill Knowledge Behavioural Skill e.g. Results orientation Experience Have demonstrated competence by … 11
  12. 12. Agenda  Introduction to Salary.com  Overview of SFIA  Why SFIA?  SFIA Beyond Role Profiles  The Role of Technology  Key Factors to Successful Implementation  Review and Conclusions  Q &A 12
  13. 13. Benefits of a Skills Framework Why use a skills framework in the first place? • Provides a common language to describe skills in the business • Helps individuals and the organization to understand what „good‟ looks like • Enables an agile workforce by using a common reference for skills • Identifies skills required for career path development • Rationalizes role profiling for selection and recruitment • Helps to integrate Talent Management processes 13
  14. 14. Benefits of SFIA • Mature, well established and used worldwide to describe IT skills • Developed by the IT industry for the IT industry • Covers entire IT & IT-related professions / end to end IT & Business Change • Recognized and used by government and professional bodies. Underpins IT professional accreditation schemes • Owned and maintained by The SFIA Foundation (BCS, e-skills UK, The IET, IMIS and itSMF). Vendor neutral and not-for-profit. Facility for user input into regular updates • Free licensing aside from commercial offerings, regularly updated • Translated into English, Japanese, Chinese and Spanish. German version due in 2010. • Supported by accredited consultants and partners 14
  15. 15. Agenda  Introduction to Salary.com  Overview of SFIA  Why SFIA?  SFIA Beyond Role Profiles  The Role of Technology  Key Factors to Successful Implementation  Review and Conclusions  Q &A 15
  16. 16. SFIA Beyond Role Profiles Do any of these areas represent a challenge to your IT business? • Ensuring that your people have the skills to support your IT business strategy • Successfully delivering your IT projects by assigning people with the right skills to them • Reducing the cost of expensive contractors by developing and utilizing existing employees • Retaining employees by providing career paths and development opportunities for all • Enabling high performance by supporting IT process improvement frameworks such as ITIL • Reducing the impact of losing IT staff with key skills • Supporting manager-employee development discussions 16
  17. 17. Support for IT Strategy Development, Planning & Implementation Operational Strategy Development Role requirements Organisation design People Management • Business Plan Skill requirements • IT & technology plan Process design • Skills assessment • Gap analysis Technology and applications • Skills development • Prioritization architecture • Performance management • Action planning • etc Skills Prioritization Grow Incorporate Prioritize critical Maintain Analyse 3-5 year technology skills for future Plan for change outlook strategy business needs Transition 17
  18. 18. Deliver your IT projects successfully by assigning people with the right skills to them, Some Common Resourcing Problems • Resource limitations constrain both project selection and project delivery • Dissatisfaction with "depth" of high quality resources • Complex legacy environment necessitates maintenance of a wide variety of skills • No common language to facilitate demand and supply planning • Resourcing decisions based on “who you know” not “what you know” • Resource requests always urgent – little opportunity to forward plan • Cost of external resources v time to develop skills • Projects don‟t want the overhead of developing staff 18
  19. 19. Deliver your IT projects successfully by assigning people with the right skills to them, Strategic Workforce Planning Planning Using SFIA • Skills assessments • Short listing suitable resources Demand • A common language for demand & supply Workforce Planning • Prioritizing skill requirements Preparation • Align development of staff and track skills development • Improved resourcing processes • Roles based sourcing strategy Resource Resource Resource Requests Selection Management 19
  20. 20. More effective use of external resources Resource buyers Resource providers Use SFIA skills / levels as Use SFIA skills / levels to benchmark for target quality demonstrate the quality of cost of resources your resources and the value they bring ● Use skill analysis and skills prioritisation tools (link to strategic and operational plans) to identify skill areas you need to develop in-house ● Compare cost of external resource with costs and benefits of internal resource development ● Monitor development of these skills (this stock of skills should increase) ● Monitor use of external resources being used to supply these skills (this stock of skills should decrease) ● Assess / audit external resource providers to ensure quality levels are being met ● Set competitive rate cards between competing resource suppliers using SFIA as standard benchmark 20
  21. 21. Retain and engage your employees by providing career paths and development opportunities for all Scope Using SFIA to underpin 7. set strategy, inspire, mobilise graduated career steps and role types. Clarify the learning, development and experience 6. initiate, influence Depth of Versatilist skill Generalist required to move between 5. ensure / advise career positions. Source: Gartner Research 4. enable Specialist 3. apply 2. assist 1. follow Performance Strategic Intent Career progression Workforce Workforce Role Specialists to wider Focus on extracting the roles Demand Supply value. Pipeline Design of career paths, • Pipeline for progression to Workforce Management more senior roles, applying skills to new environments recruitment / assessment Solid performers – the or focusing on technical specialism. processes for career vital many progression and talent 1.Attract 4.Buy Under performers management processes to enable career paths for all - 2.Identify 5.Keep future leaders, technical 3.Build 6.Lose Potential to develop new skills / undertake new roles specialists, managers, generalists 21
  22. 22. Support for process improvement frameworks E.g. ITIL, CMMi, CobiT, People CMM Process Improvement Targets Process Improving capability requires a mix of process, people and tools. People Tools 2010 2011 2012 • Defined, repeatable processes go well with a common language for skills & skill levels. • A big benefit of SFIA is the end to end coverage of IT & Business Change processes. • CMMI and CobiT have specific process areas which deal with people and people performance. • ITIL does not but does recognise the importance of developing people. • The People CMM focuses exclusively on the development of people and the workforce. 22
  23. 23. Reduce the impact of losing IT staff with key skills and knowledge. Vacancy Risk Transition Risk Risk of critical positions Risk of poor assimilation of remaining vacant IT staff Readiness Risk Portfolio Risk Risk of underdeveloped Risk of poor deployment of successors IT staff against business goals Source: Adapted from Corporate Leadership Council 23
  24. 24. SFIA Beyond Role Profiles (Bersin) 24
  25. 25. Why Are Competencies Important? (AberdeenGroup) Internal challenges to address via assessments All Organisations Lack of skills to meet organizational needs 30% Excessive first year turnover among new hires 31% Consistency in employee competence 36% Weak or limited leadership pipeline 37% 0% 5% 10% 15% 20% 25% 30% 35% 40% 0% Impact of assessments -12% Recruiting costs in Talent Management 0% Overall turnover -10% Employee productivity 7% 14% Not Using Assessments Using Assessments Quality of hire 2% 17% 8% Employee performance 18% -15% -10% -5% 0% 5% 10% 15% 20% Source: Aberdeen 2009 Study; Assessments in Talent Management 25
  26. 26. SFIA Applications Applications Value Proposition Recruiting and Selection Match the best candidates to key positions. Reduce unsuccessful hires. Set clear expectations for new hires Learning and Development Define most critical areas for development. Allocate training resources based on strategic objectives. Reduce misguided, inconsistent training Resources Planning Staff projects, teams and organizations based on critical requirements. Reduce mismatches, and under and over skilling Performance Management Set clear standards of “how” work should be completed. Provide a common language for the performance discussion. Provide foundation for productive development and feedback through the year Succession Planning Define expectations for progression. Prepare succession candidates for future roles. Career Planning and Provide framework for employee-based career planning that aligns to company Development objectives, management input and career aspirations Organizational Design Create the best current and future job structure Compensation Use competency ratings to inform base and variable pay decisions Strategic Planning Define the needed skills to execute on the strategic plan 26
  27. 27. Summary of Business Drivers  What are the IT business issues we are looking to address through SFIA?  Are there any changes to our IT strategy that would benefit from implementing SFIA?  Are there any operational risks that would benefit from a SFIA-driven initiative?  What are the reports or applications that we would need to derive to address these issues? 27
  28. 28. Agenda  Introduction to Salary.com  Overview of SFIA  Why SFIA?  SFIA Beyond Role Profiles  The Role of Technology  Key Factors to Successful Implementation  Review and Conclusions  Q &A 28
  29. 29. The Role of Technology Using SFIA with technology provides a common platform for Talent Career & Management initiatives in the Succession Planning organization: Learning Compensation Needs Analysis SFIA Resource Risk Planning Analysis Recruitment & Selection 29
  30. 30. The Role of Technology The phases, sequence and content Define Skills Define Role Profiles Model Organization Assess Skills Validate Assessments Set Skill Objectives Assign Learning Analyze Skills 30
  31. 31. Employee Skill Gap Analysis How do our team managers know which employees require the greatest development? And which skills should they target for development? 31
  32. 32. Organizational Capability Analysis What is the capability of the organization - the strengths and weaknesses? How many people have each skill and what is their level of mastery? What are the areas of risk? Which people have key skills in the organization? How can we plan for their potential departure? 32
  33. 33. Organizational Skill Gap Analysis What skill gaps do we have which would prevent us from meeting our business objectives? How will these impact each function within the organization? 33
  34. 34. Subject Matter Expert Identification How can we find out who does what in the organization so that we can put the right people on the right project? 34
  35. 35. Candidate Analysis How do we find out who is best suited for each role in the organization? Or which other roles would better suit them? 35
  36. 36. Skill-Based Learning Needs Analysis How can we identify what our highest priority learning and development needs are in order to run the business? What are the highest priorities? What will it cost to deliver them? 36
  37. 37. Learning Plan Analysis How can we plan skill-based learning activities and schedule according to priority? 37
  38. 38. Agenda  Introduction to Salary.com  Overview of SFIA  Why SFIA?  SFIA Beyond Role Profiles  The Role of Technology  Key Factors to Successful Implementation  Review and Conclusions  Q &A 38
  39. 39. Skills Management in Practice Some practical suggestions in summary: • Don‟t forget the principles of Change Management • Get an Executive sponsor and make sure they are visible • Define success criteria - clearly link the program to your strategic /operational plans, communicate the results • Developing skills takes time – set realistic expectations and timeframes • Identify your stakeholders and get them „on board‟, articulate the benefits • Make sure employees and managers know what‟s in it for them • Engage line managers - support them with SFIA and „soft skill‟ training • Run a „pilot‟ program, learn from it • Leverage existing skill, role profile content, keep it simple • Make participation a performance objective, integrate into the review process • Create a fan base and advertise, advertise, advertise! 39
  40. 40. Summary of Implementation Considerations  Sponsor?  Pilot group?  Stakeholders?  Project Manager? Business or HR?  Point of pain? Success criteria?  Pilot duration?  Communications plan?  Manager training? 40
  41. 41. Agenda  Introduction to Salary.com  Overview of SFIA  Why SFIA?  SFIA Beyond Role Profiles  The Role of Technology  Key Factors to Successful Implementation  Review and Conclusions  Q &A 41
  42. 42. What’s in it for the Organization? Risk Management: • Do we have the critical workforce skills to compete today and in the future? • What knowledge, skills, and abilities are walking out the door when an employee leaves? Succession Planning: • What is our bench strength? Development Planning: • Are we expending our development resources in the right areas, in the most efficient way? Organizational Alignment and Communication: • How do employees know what the company expects of them? • Are individuals‟ jobs and competencies aligned with corporate objectives, strategies, and goals with individuals‟ jobs? Staffing and Recruiting: • Are we hiring in the right skills at the right levels for the right positions? • Do we have the talent in-house? 42
  43. 43. What’s in it for Managers • Which skills do I need to be successful in my job? • How does my job fit in with organizational strategies? • What responsibilities do I have for?  developing organizational capability and skills  managing staff  getting value from external resource  implementing resource strategy • How do I develop my staff? Is it consistent with what other managers are doing? • How can we objectively discuss required job responsibilities and knowledge? • Does my team have the right skills for the next critical project? 43
  44. 44. What’s in it for Individuals? • How does my job fit in with the organizational strategies? • Which skills do I need to be successful in my job? • What are my career opportunities? • Are my skills visible to other parts of the organization? • How can we objectively discuss required job responsibilities and knowledge? 44
  45. 45. SFIA Benefits Summary SFIA will help your organization to: • Execute your business strategy by developing the skills that support your business objectives • Stay competitive by developing and retaining an appropriately skilled workforce • Reduce your costs by identifying „real‟ training needs, reducing contractor spend and recruitment costs • Maximize workforce ROI by developing and utilizing employee skills effectively • Mitigate risk by identifying skills gaps and shortages and reducing the risk of non-compliance • Develop intellectual capital by developing the capability of the organization • Retain and engage employees by identifying and facilitating employee development and improving utilization 45
  46. 46. Agenda  Introduction to Salary.com  Overview of SFIA  Why SFIA?  SFIA Beyond Role Profiles  The Role of Technology  Key Factors to Successful Implementation  Review and Conclusions  Q&A 46
  47. 47. Questions and Answers  Thank you for your time 47
  48. 48. Contact Information For further information on Salary.com‟s skills management technology solutions contact: Andy Andrews andy.andrews@salary.com Tel: +44 (0) 1235 540 140 http://europe.salary.com For further information on SFIA consulting services and the SFIA User Forum contact: Peter Leather peter.leather@ex-p.co.uk Tel: +44 (0) 1423 504453 http://ex-p.co.uk/sfia 48
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