Recruit and retain IT professionals Gary Fay


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Recruit and retain IT professionals Gary Fay

  1. 1. Recruit and RetainIT ProfessionalsKevin Tibbs – Director, Assess Management Ltd ( Fay - Associate Director, Hudson IT
  2. 2. A common language
  3. 3. Existing route ??? qualifications Experience, Professional skillsTech Screening CV Knowledge Evaluation Behavioural skills Hudson 5+1 Model
  4. 4. Case study: THE FCO – GOING ABOVE AND BEYONDThe FCO had been to market three times previously to fill this businesscritical post without success- Engaged with Hudson and we worked with them to try and understand the issues –what was the ‘missing link’ ? - We suggested an approach where we would re-scope the job specification and lift outthe key professional skills. The FCO already understood what the technical andbehavioural qualities needed to be – but not what the candidate would be doing – whatdid the ideal candidate look like ? - Using the SFIA framework, we broke the role down into 4 key professional skills, all ofwhich could be tested against using the assessment tool – until this point no othersupplier had helped them challenge the job specification and requirement. - Rather than simply searching for a ‘Service Delivery Manager’ with a strong ITILunderstanding from the Public Sector. We evaluated the post, understood the level ofcandidate required and analysed the core components of the required skills.
  5. 5. The Hudson approach Review Role and identify 3 to 4 critical SFIA skills and overall SFIA level of role Candidate Documentation Validate SFIA Review and mapping and report on most process with appropriate key candidates stakeholders Undertake objective Develop assessment Assessment against critical Profile for Role SFIA skills
  6. 6. SFIA assessment case study D7 Live Services Delivery Manager
  7. 7. Unique approach to this assignment – the differenceWhat made the approach to this particular assignment unique and different to a traditional retained project was:1. In Collaboration with the client, we determined the critical professional skills associated with the D7 Live Services Delivery Manager role using the Skills Framework for the Information Age.2. Enhance the selection data gathered from interview, behavioural and technical assessments with an objective assessment of candidates professional competencies against the criteria established.3. Provide feedback as to which candidates demonstrated the highest level of relevant professional competence for the role.
  8. 8. FCO D7 Live Services Delivery ManagerDetermining Level and Critical SFIA Skills SFIA Skill Description Overall Level of Level 6 – Initiate/Influence Responsibility SLMO-6 The planning, implementation, control, review and audit Service Level of service provision, to meet customer business Management requirements. This includes negotiation, implementation and monitoring of service level agreements, and the on- going management of operational facilities to provide the agreed levels of service, seeking continually and proactively to improve service delivery. SEAC-6 The achievement of formal confirmation that Service acceptance criteria have been met, and that the service Acceptance provider is ready to operate the new service when it has Application Form been deployed. (Acceptance criteria are used to ensure that a service meets the defined requirements, including functionality, operational support and quality requirements). RLMT-6 During the design, management and implementation of Stakeholder business change and throughout the service lifecycle, Relationship the analysis and coordination of relationships with and Candidate Brief Management between stakeholders, taking account of the services they use. RELM-6 The management of the processes, systems and Release and functions to package, build, test and deploy changes Deployment and updates (which are bounded as “releases”) into a live environment, establishing or continuing the specified Service, to enable controlled and effective handover to Operations and the user community.
  9. 9. The methodology• Hudson went to market and ran a traditional search and selection campaign with advertising, headhunting, networks, database search etc.• We developed an application form which asked competency based questions around the key professional skills.• 1st level assessment evaluated the general candidates back ground however even at this stage we started to measure the candidates answers to the competency based questions in the application form which followed the SFIA Professional skill codes.• Hudson Interviewed each candidate• Personality profiling• Long list produced based on three critical areas: - Professional Skills – Application pack / competency based Interview with Hudson - Personality Profiling – Hudson tool - Technical – qualifications etc.All long listed candidates were then invited to take the SFIA ONLINE ASSESMENT TEST
  10. 10. The assessment product
  11. 11. Our team • Certified SFIA Consultants • Experience in commercial and academic learning • Exam writing professionals • Experience of and involvement with professional bodies • Membership of BCS, Learning Performance Institute… • Project management & HR expertise • Authors BCS CITP Members
  12. 12. Build the assessment
  13. 13. Questions
  14. 14. Candidate sits the assessment
  15. 15. Test example 16 Presentation to insert name here
  16. 16. Operating Level of Responsibility• The analysis of the candidate documentation indicated Candidate Level of Responsibility that the appropriate SFIA level of responsibility for the D7 Live Services Delivery Manager role was SFIA Level 6.• In considering the level of responsibility that the candidates are operating at, the analysis suggests that only five candidates (B, H, I, J and L) are operating at 25% of the expected level.• The current role holder (candidate X) achieved 50% which suggests that for this role further assessment of the current operating level of autonomy, influence, complexity and business may need to be undertaken by interview.
  17. 17. Weighted skills• In considering the candidates results, a weighting to the chosen SFIA codes SLMO-6 SEAC-6 RLMT-6 RELM-6 should be applied. In this instance, SMLO-6 is the closest professional competency descriptor to the role 10% description provided and carries the greatest weight. 15% 45%• Second most significant is SEAC-6 which combined with SMLO-6 represents 30% 75% of the core professional competencies required by the role.• The supporting skills of RLMT-6 and Weighted SFIA Competencies RELM-6 represent 25% of the overall SMLO-6 45% Most critical to role assessment weighting. SEAC-6 30% Critical to role RLMT-6 15% Important RELM-6 10% Requirement
  18. 18. Candidate resultsWith the appropriate weighting and level Weighted candidate resultsadjustments applied (giving weightedresults SMLO-W, SEAC-W, RLMT-W andRELM-W) the following observations canbe made:• Candidates K, H and G have similar professional competency assessment results to the current role holder.• Candidate L exceeds in SMLO-6.• Candidate D exceeds in SEAC-6 but is weak on SMLO-6 which is the core skill.• Candidates did not score well overall on RLMT-6 and RELM-6 and with their lower weighting these two skills are not providing any significant new evidence.
  19. 19. Final candidate recommendation Overall candidate evaluation• The candidates demonstrating the closest fit to the A 54% professional competency requirements for the role are B 50% candidates G, H, K and L with candidates G, K and L C 63% being the most likely to succeed in the role. D 59% E 68%• Candidates C, D, E, I and J should also be in F 32% consideration as they have assessed well against critical professional competencies. G 86% H 77%• Candidate F has not demonstrated sufficient ability on I 68% the professional skills assessment and would need to J 72% be assessed further before progressing. K 86% L 90%
  20. 20. Complete solution Hudson Assessment TodayValidateskills qualifications Experience, Professional skillsTech Screening CV Knowledge Evaluation Behavioural skills Hudson 5+1 Model
  21. 21. Summing up Evaluate Requirements Job Vs SFIA Codes Build Assessment Assessment Taken Results Analysis Candidate Placement