Cross-Border Capability with SFIA*Robert DemareDeutsche Post DHL IT Services* Skills Framework for the Information Age
Deutsche Post DHL  We have a truly global operation, with                      We touch approximately  locations in       ...
AgendaContext and situationWhat we didWhat we learnedEarly benefitsSFIA – Skills for Digital Business: March 7, 2013   Pag...
Corporate structure                                                                                              BU IT    ...
IT Services – a Global Footprint IT Services operates a large scale IT infrastructure in key locations and supports 800+ b...
Situation (1)- Employees  couldn’t  understand the  career model SFIA – Skills for Digital Business: March 7, 2013   Page ...
Situation (2)                                                     “Business Technology Consultant”                        ...
Situation (3)• Many authors for role  profiles• Inconsistent  descriptions of skills• With each new  organization change, ...
Situation (4)Individual DevelopmentPlans were mainlytraining-basedSFIA – Skills for Digital Business: March 7, 2013   Page...
AgendaContext and situationWhat we didWhat we learnedEarly benefitsSFIA – Skills for Digital Business: March 7, 2013   Pag...
1. Aligned and simplified role framework                                                    By the end of the project we’l...
2. Role profiles with SFIA skills as a ‘core’Role Profile                                                                 ...
3. 70-20-10 development guides for 41 SFIA CompetenciesSFIA – Skills for Digital Business: March 7, 2013         Page 13
4. SFIA Employee/User Interface (1)SFIA – Skills for Digital Business: March 7, 2013   Page 14
4. SFIA Employee/User Interface (2)Only oneCustomization:DPDHL BusinessKnowledge(Critical, Not CoveredBy DPDHL BehavioralC...
5. Strong awareness/communication campaignSFIA – Skills for Digital Business: March 7, 2013   Page 16
AgendaContext and situationWhat we didWhat we learnedEarly benefitsSFIA – Skills for Digital Business: March 7, 2013   Pag...
Lessons (1)1        You will need to spend a LOT of time explaining to people         over and over again what SFIA is and...
Lessons (2)2       Pick the right team – and situation to start rollout!        -     Start with a group that wants       ...
Lessons (3)3       Get ready for this question:         “I meet the description of the next level, so can I        get pro...
Lessons (4)4      Leverage what SFIA has       Customize only where absolutely necessary – using an       ‘industry’ model...
Lessons (5)5       Remember you will be making a big journey towards HR        transparency – not all will be ready to ope...
Lessons (6)6       If you are using SFIA to help align roles, do not estimate        the sensitivity around job titles – e...
Lessons (7)7    Be careful of some people who just don’t get it… or try to     somehow ‘game’ SFIA                        ...
Lessons (8)8        Learn how to talk about ‘Gaps’ between current         experiences and SFIA descriptions              ...
AgendaContext and situationWhat we didWhat we learnedEarly benefitsSFIA – Skills for Digital Business: March 7, 2013   Pag...
Moving from a culture of ‘training’ to a culture of         ‘development’ – while reducing direct investment“DPDHL gives m...
SFIA – Skills for Digital Business: March 7, 2013   Page 28
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Cross Border capability with SFIA Robert Demare

  1. 1. Cross-Border Capability with SFIA*Robert DemareDeutsche Post DHL IT Services* Skills Framework for the Information Age
  2. 2. Deutsche Post DHL We have a truly global operation, with We touch approximately locations in 220 different countries and territories 5% of the global trade volume through our extensive network and infrastructure Our strength in numbers We employ more than We manage more than 500,000 employees, and are one of the top ten 1million customer interactions every hour biggest employers worldwideSFIA – Skills for Digital Business: March 7, 2013 Page 2
  3. 3. AgendaContext and situationWhat we didWhat we learnedEarly benefitsSFIA – Skills for Digital Business: March 7, 2013 Page 3 Page
  4. 4. Corporate structure BU IT Corporate Center Corp Ctr. Corporate Functions GLOBAL FOR- SUPPLY MAIL EXPRESS GBS WARDING, CHAIN FREIGHT BU IT – BU IT - BU IT – Business Unit IT – Mail Express BU IT – GBS & DGFF DSC IT Services (a shared service for DPDHL)SFIA – Skills for Digital Business: March 7, 2013 Page 4
  5. 5. IT Services – a Global Footprint IT Services operates a large scale IT infrastructure in key locations and supports 800+ business applications globally with nearly 3,200 SLA’s Bonn (DE) 343 people Prague (CZ) (Data Center) 1,330 peopleTempe (U.S.) 40 people Darmstadt (DE) 372 people Cyberjaya (MY) (Data Center) 910 people Country IT, Europe 210 people SFIA – Skills for Digital Business: March 7, 2013 Page 5
  6. 6. Situation (1)- Employees couldn’t understand the career model SFIA – Skills for Digital Business: March 7, 2013 Page 6
  7. 7. Situation (2) “Business Technology Consultant” (Malaysia) “Senior Expert” (Germany) “Consultant” (Prague) “Business Technology Advisor” (U.S) “First Choice Way Advisor” (ITS ‘Lean’ Program) Over 500 job titles covering 3200 ‘Consultant?’ employees!SFIA – Skills for Digital Business: March 7, 2013 Page 7
  8. 8. Situation (3)• Many authors for role profiles• Inconsistent descriptions of skills• With each new organization change, new profiles would get written for people who were doing essentially the same kind of work SFIA – Skills for Digital Business: March 7, 2013 Page 8
  9. 9. Situation (4)Individual DevelopmentPlans were mainlytraining-basedSFIA – Skills for Digital Business: March 7, 2013 Page 9
  10. 10. AgendaContext and situationWhat we didWhat we learnedEarly benefitsSFIA – Skills for Digital Business: March 7, 2013 Page 10 Page
  11. 11. 1. Aligned and simplified role framework By the end of the project we’ll have around 75 – from over 500!SFIA – Skills for Digital Business: March 7, 2013 Page 11
  12. 12. 2. Role profiles with SFIA skills as a ‘core’Role Profile Version: 1.1 (January 2012)Role DetailsRole Title Consultant Reports to (title) Head of Department / Manager of Team within SSACorporate / Business Division Global Business Services (GBS) Business Unit IT Services - Solution DeliveryCareer Function Job Family ConsultingCareer LevelGeographical scope Grade To provide structured analysis of customer requirements and use this knowledge to provide a well founded perspective within a project/works package (new services, deployments, service take-on) which meet the needs of the customer (regional or global) . This includes the analysis of functional, technical and business requirements which may contribute to the successful design and build and implementation of solutions, supporting business cases and other related documentation such as business or system requirements documents. The role assumes some technical and/or business process expertise, and a responsibility in ensuring that solutions are delivered in line with business requirements of external/internal customers and aligned with architecture recommendations (as well as budgets, timescale and quality).Role Purpose Consultancy Overall: Provides well-informed advice, typically on more than one topic, taking steps to ensure that it is properly understood and appropriately exploited, to enhance the effectiveness of significant activities. Business Consultant Specialism: Analyses business processes; identifies alternative solutions, assesses feasibility, and recommends new approaches. Contributes to evaluating the factors which must be addressed in the change program. Helps establish requirements for the implementation of changes in the business process. Technical Consultant Specialism: Maintains knowledge of specific technical specialisms, provides detailed advice regarding their application and executes specialized tasks. The specialism can be any area of information or communication technology technique method product or application areaFunctional Competencies (SFIA) Required Level Level Requirement Statement • Has solid knowledge of main products, services and business processes of their key business and basic knowledge of all other divisionsDP DHL Business Knowledge 4 • Is able to use business knowledge and market data to develop solutions and establish clear priorities for actions to increase performance of the division • Is able to contribute to strategic discussions with business partners / customersBusiness Analysis 4 Investigates operational requirements, problems, and opportunities, seeking effective business solutions through improvements in automated and non-automated components of new or changed processes. Assists in the analysis of stakeholder objectives, and the underlying issues arising from investigations into business requirements and problems, and SFIA identifies options for consideration. Identifies potential benefits, and available options for consideration. Works with clients/users in defining acceptance tests. Conducts advanced modelling activities for significant change programmes and across multiple business functions. Has an descriptions in-depth knowledge of organisation-standard techniques. Plans own modelling activities, selecting appropriate techniquesBusiness modelling 4 and the correct level of detail for meeting assigned objectives. May contribute to discussions about the choice of the modelling approach to be used. Obtains input from and communicates modelling results to senior managers for agreement. embedded intoConsultancy 5 Provides well-informed advice, typically on more than one topic, taking steps to ensure that it is properly understood and appropriately exploited, to enhance the effectiveness of significant activities. Investigates corporate data requirements, and applies data analysis, data modelling and quality assurance techniques, to all role profiles establish, modify or maintain data structures and their associated components (entity descriptions, relationshipData Analysis 4 descriptions, attribute definitions). Provides advice and guidance to database designers and others using the data structures and associated components. Integrated with Facilitates scoping and business priority-setting for change initiatives of medium size and complexity. Contributes to selection of the most appropriate means of representing business requirements in the context of a specific change initiative, ensuring traceability back to source. Discovers and analyses requirements for fitness for purpose as well asRequirements definition and management 4 adherence to business objectives and consistency, challenging positively as appropriate. Obtains formal agreement by stakeholders and recipients to scope and requirements and establishes a base-line on which delivery of a solution can commence. Manages requests for and the application of changes to base-lined requirements. Identifies the impact on business requirements of interim (e.g. migration) scenarios as well as the required end position. standardSelling 3 Interacts effectively at various levels in the organization using both direct and indirect influencing approaches to gain committement from others Specifies and designs large or complex systems. Selects appropriate design standards, methods and tools, consistent behavioral with agreed enterprise and solution architectures and ensures they are applied effectively. Reviews others systemsSystems Design* 5* designs to ensure selection of appropriate technology, efficient use of resources, and integration of multiple systems and technology. Contributes to policy for selection of architecture components. Evaluates and undertakes impact analysis on major design options and assesses and manages associated risks. Ensures that the system design balances functional, DPDHLTechnical Specialism* 5* service quality and systems management requirements. Maintains knowledge of specific technical specialisms, provides detailed advice regarding their application and executes specialised tasks. The specialism can be any area of information or communication technology, technique, method, competencies product or application area.* for Technical Consultants only SFIA – Skills for Digital Business: March 7, 2013 Page 12
  13. 13. 3. 70-20-10 development guides for 41 SFIA CompetenciesSFIA – Skills for Digital Business: March 7, 2013 Page 13
  14. 14. 4. SFIA Employee/User Interface (1)SFIA – Skills for Digital Business: March 7, 2013 Page 14
  15. 15. 4. SFIA Employee/User Interface (2)Only oneCustomization:DPDHL BusinessKnowledge(Critical, Not CoveredBy DPDHL BehavioralCompetencies, andapplies to all roles) SFIA – Skills for Digital Business: March 7, 2013 Page 15
  16. 16. 5. Strong awareness/communication campaignSFIA – Skills for Digital Business: March 7, 2013 Page 16
  17. 17. AgendaContext and situationWhat we didWhat we learnedEarly benefitsSFIA – Skills for Digital Business: March 7, 2013 Page 17 Page
  18. 18. Lessons (1)1 You will need to spend a LOT of time explaining to people over and over again what SFIA is and how it is meant to be used!! – including colleagues in HR! I have no idea what he is talking about SFIA – Skills for Digital Business: March 7, 2013 Page 18
  19. 19. Lessons (2)2 Pick the right team – and situation to start rollout! - Start with a group that wants SFIA Lead to do it Sponsor - Make sure they have a very supportive sponsor - Get a SFIA ‘Lead’ appointed by the sponsor - HR supports the process HR SFIA – Skills for Digital Business: March 7, 2013 Page 19
  20. 20. Lessons (3)3 Get ready for this question: “I meet the description of the next level, so can I get promoted now?” Senior Project 3 Things needed…. Manager • A business Need for the position Project Manager • The position is vacant • Successful application to the vacant role SFIA – Skills for Digital Business: March 7, 2013 Page 20
  21. 21. Lessons (4)4 Leverage what SFIA has Customize only where absolutely necessary – using an ‘industry’ model helps reduce ‘not invented here’ syndrome + translation costs SFIA – Skills for Digital Business: March 7, 2013 Page 21
  22. 22. Lessons (5)5 Remember you will be making a big journey towards HR transparency – not all will be ready to open “Pandora’s Box” “If you make the career paths so “You mean pay-grade transparent, my levels will be key team obvious?” members may leave!” SFIA – Skills for Digital Business: March 7, 2013 Page 22
  23. 23. Lessons (6)6 If you are using SFIA to help align roles, do not estimate the sensitivity around job titles – especially in Asia! SFIA – Skills for Digital Business: March 7, 2013 Page 23
  24. 24. Lessons (7)7 Be careful of some people who just don’t get it… or try to somehow ‘game’ SFIA (yes – this is a real e-mail I was accidently copied on)SFIA – Skills for Digital Business: March 7, 2013 Page 24
  25. 25. Lessons (8)8 Learn how to talk about ‘Gaps’ between current experiences and SFIA descriptions SFIA Level 6 ‘System Software’ says: “Plans the installation and testing of new versions of system software” - I’ve never done that…does that mean I’m not performing well? No – you just haven’t had a chance to do that yet…Let’s try to get you involved in Sarah’s work with the new version in her area SFIA – Skills for Digital Business: March 7, 2013 Page 25
  26. 26. AgendaContext and situationWhat we didWhat we learnedEarly benefitsSFIA – Skills for Digital Business: March 7, 2013 Page 26 Page
  27. 27. Moving from a culture of ‘training’ to a culture of ‘development’ – while reducing direct investment“DPDHL gives me anopportunity for learningand development”(annual EmployeeOpinion Survey) Annual direct training Investment per employee SFIA – Skills for Digital Business: March 7, 2013 Page 27
  28. 28. SFIA – Skills for Digital Business: March 7, 2013 Page 28

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