Beyond role profiles; Successfully Meeting IT Business Challenges with SFIAit-workforce.com
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)
Focus on developing high performing IT organisations and people by providing cost effective / high impact advice and support
# adoption & implementation of SFIA or other skills and competency frameworks.
# Up skilling / cross skilling your IT workforce
# Helping you develop Cloud competencies
# IT skills assessment & gap analysis
# Supporting IT transformation programmes - validating Target Operating Models and Organisation Designs.
# Supporting the people side of process improvement projects
# Strategic workforce planning and workforce development.
# Developing an IT Learning and Development strategy and operational IT L&D plans.
# Developing compelling career paths and career development processes
Beyond role profiles; Successfully Meeting IT Business Challenges with SFIAit-workforce.com
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)
Focus on developing high performing IT organisations and people by providing cost effective / high impact advice and support
# adoption & implementation of SFIA or other skills and competency frameworks.
# Up skilling / cross skilling your IT workforce
# Helping you develop Cloud competencies
# IT skills assessment & gap analysis
# Supporting IT transformation programmes - validating Target Operating Models and Organisation Designs.
# Supporting the people side of process improvement projects
# Strategic workforce planning and workforce development.
# Developing an IT Learning and Development strategy and operational IT L&D plans.
# Developing compelling career paths and career development processes
Eportfolios for Continuous Professional Development (CPD) - 270613Vanguard Visions
Lifelong learning or continuous professional development (CPD) is becoming more and more important. But how do we manage this learning and the knowledge that we create. This presentation offers some ways that an eportfolio can support this.
How to increase the business value of your IT teamBCS-IT
Learn how organisations can use SFIAplus to understand their IT skills landscape, raise the level of professionalism within their team and ensure their IT skills resource supports them in meeting their business objectives.
http://www.bcs.org/businesssolutions
Griffith University develops an in-house system that can mange a skills capability framework.
Like you, the Department of Information Services (INS) works within changing capability requirements that are needed in support of our changing business environment under ever shrinking time frames. We refer staff to a number of skills frameworks: IT Professional skills (SFIA); Library professional skills (CILIP and/or Library skills framework currently in development with the IRU in Australia); Communication, Leadership and other core skills (such as AGPS Leadership & core skills or QLD PS CLF). With this system staff self-assess their capability, generate personal and organisational capability skills reports and reference capability against desired roles and career/development pathways. Management can utilise the information captured for data driven/big picture workforce planning initiatives.
Different approaches for describing the concept of t shapedSFIA User Forum
For SFIA 8 consultation a working group has been looking at T shaped roles. There’s lots of different shapes and letters used to describe the concept.
I’ve captured a few here.
We held a webinar in December to provide updates on SFIA and the SFIA 8 project in particular.
The webinar is available on the SFIA Foundation Youtube channel - we plan to grow the channel so please subscribe.
Strategy Implementation - ING Asia PacificAnurag Jaiswal
Prepared by the students of strategy implementation at the MBA program of IE Business School, this presentation analyzes ING’s erstwhile position in the Asia Pacific market, and tries to solve the challenge faced by Jacques Kemp, the then CEO of ING Asia Pacific, about consolidating a highly fragmented business in the region. His dilemma - how to communicate the need to change an existing highly autonomus and financially succesful organization?
Eportfolios for Continuous Professional Development (CPD) - 270613Vanguard Visions
Lifelong learning or continuous professional development (CPD) is becoming more and more important. But how do we manage this learning and the knowledge that we create. This presentation offers some ways that an eportfolio can support this.
How to increase the business value of your IT teamBCS-IT
Learn how organisations can use SFIAplus to understand their IT skills landscape, raise the level of professionalism within their team and ensure their IT skills resource supports them in meeting their business objectives.
http://www.bcs.org/businesssolutions
Griffith University develops an in-house system that can mange a skills capability framework.
Like you, the Department of Information Services (INS) works within changing capability requirements that are needed in support of our changing business environment under ever shrinking time frames. We refer staff to a number of skills frameworks: IT Professional skills (SFIA); Library professional skills (CILIP and/or Library skills framework currently in development with the IRU in Australia); Communication, Leadership and other core skills (such as AGPS Leadership & core skills or QLD PS CLF). With this system staff self-assess their capability, generate personal and organisational capability skills reports and reference capability against desired roles and career/development pathways. Management can utilise the information captured for data driven/big picture workforce planning initiatives.
Different approaches for describing the concept of t shapedSFIA User Forum
For SFIA 8 consultation a working group has been looking at T shaped roles. There’s lots of different shapes and letters used to describe the concept.
I’ve captured a few here.
We held a webinar in December to provide updates on SFIA and the SFIA 8 project in particular.
The webinar is available on the SFIA Foundation Youtube channel - we plan to grow the channel so please subscribe.
Strategy Implementation - ING Asia PacificAnurag Jaiswal
Prepared by the students of strategy implementation at the MBA program of IE Business School, this presentation analyzes ING’s erstwhile position in the Asia Pacific market, and tries to solve the challenge faced by Jacques Kemp, the then CEO of ING Asia Pacific, about consolidating a highly fragmented business in the region. His dilemma - how to communicate the need to change an existing highly autonomus and financially succesful organization?
This lecture was delivered to our students at the Faculty of Computing & IT at King AbdulAziz University. It was fun and students response and participation was great. I wish you will benefits out of it specially of you are a student.
Signy is an IT solutions company focused and specialized in web and IT solutions for education domain. With our research, experience and help of educationists, we have developed and delivered web and IT solutions to our clients in education domain which includes colleges, schools, group of institutes, deemed universities and also training institutes.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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https://seribangash.com/article-of-association-is-legal-doc-of-company/
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While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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1. Using SFIA to build a High
Performance Workforce in IT
Organisations
Peter Leather
The Key Components
peter.leather@ex-p.co.uk
www.exceptional-performance.co.uk/
1
2. About SFIA
What is SFIA? What are SFIA skills?
• The Skills Framework for the Information Age (SFIA) provides the • SFIA describes 86 skills. Each skill has an overall definition and then
most widely accepted description of IT and IT-related skills in the a more detailed descriptor for which ever of the 7 levels that skill is
world today. Although created and maintained in the UK it has been recognised. There are a total of 295 descriptors. 3 examples of the
accessed by approximately 15,000 organisations from more than 100 skills described in the framework are Project Management, Enterprise
countries. It is used in a range of industries and covers the private, Architecture & Quality Assurance.
public and not-for-profit sectors. It has been translated into
Japanese, Chinese and Spanish. What is the scope covered by SFIA skills?
• The skills cover mainstream IT, user IT and also the interface of IT
How do I get hold of the SFIA Framework? and business. The 86 skills are grouped into 6 categories: Strategy
• The framework is owned by the SFIA Foundation. SFIA is an open- & Architecture, Business Change, Solution Development &
source skills framework. It is open to use by anyone and is free of Implementation, Service Management, Procurement and
charge if it is used as a skills management tool within an Management Support and Client Interface. They provide definitions
organisation. It can be downloaded from www.sfia.org.uk. for all skills needed by people and organisations involved in
delivering and exploiting IT systems.
What does the SFIA framework look like?
• The framework is a large matrix with 2 dimensions. The first Why do organisations use SFIA?
dimension is levels of responsibility and the second dimension is • Organisations use SFIA to improve their people management
skills. processes and to help solve critical business problems impacting their
people. SFIA can support people management processes such as
What is a SFIA Level of Responsibility? organisation and role design, training and development, career
• SFIA describes 7 levels of responsibility. They each describe 4 key development, workforce planning, recruitment and performance
dimensions of responsibility: autonomy, influence, complexity and management. Typical business problems helped by using SFIA are IT
business skills. The levels are numbered and labelled for ease of out-sourcing, mergers and acquisitions, transformations of IT
reference. organisations and talent management in IT organisations.
• Level 1 – Follow • Level 5 - Ensure, advise Is SFIA up to date?
• Level 2 – Assist • Level 6 - initiate, influence • SFIA's aim is to reflect current IT practice not to dictate it. To this
• Level 3 – Apply • Level 7 - Set strategy, envision. end it is produced collaboratively by the industry for the industry. In
• Level 4 – Enable this way it stays relevant, practical and useful. The framework is
constantly revised and updated. Version 4 was published in
December 2008.
2
peter.leather@ex-p.co.uk
3. Research findings from the
Corporate Leadership Council
Source: Corporate Leadership Council
3
peter.leather@ex-p.co.uk
4. Research findings from the
Corporate Leadership Council
Source: Corporate Leadership Council
4
peter.leather@ex-p.co.uk
5. Building a High Performance
Workforce
Research from the Corporate Leadership Council
recommends that implementing a high performance
workforce needs a range of organisational, managerial
and employee focussed levers
How can we use and integrate SFIA to enable the
implementation of a high performance workforce?
5
peter.leather@ex-p.co.uk
6. Assessing overall competence of
Individuals / the IT Workforce
e.g. Prepare release plan Action
Action Process
Action
Action
Action
SFIA framework
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 …
6
peter.leather@ex-p.co.uk
7. Individual Performance Plans
Personal
Professional Skill Objectives These identify my
Knowledge individual
Behavioural Skill contribution to the
organisation’s
Expectations objectives
Experience
of my role
My Development
These identify what I need to develop
to perform my role and / or achieve my
objectives
7
peter.leather@ex-p.co.uk
8. The 20 Drivers of High
Performance from CLC research
The Performance Management System
Ensure employee understanding of performance standards.
Create performance standards that are perceived as fair and linked to organizational success and strategy.
Provide feedback to employees from multiple sources (e.g., 360-degree reviews)
P
Understanding, connection, and fairness are more important than system design and structure.
Performance Culture
Encourage, yet manage, risk taking.
Institutionalize the free flow of information, innovation, openness, and flexibility.
Differentially treating strong and weak performers is vital, but its ultimate impact on employee performance is limited.
Manager-Employee Interaction
Managers must help employees find tangible, immediate solutions to specific work challenges to improve performance.
Managers must provide needed information, resources, and technology.
Managers must provide employees with clear & consistent expectations.
Formal Review
Managers must emphasize the positive during formal reviews.
Discussion of performance weaknesses must be clearly focused on specific suggestions for improvement or development; if not,
emphasizing weaknesses can dramatically decrease performance.
Review should also include a discussion of the employee’s long-term career in the organization.
Informal Feedback
Fair and accurate informal feedback on performance from a knowledgeable source is the single most effective performance management
lever available to the organization.
Feedback should be voluntary, detailed, immediate, and positive.
Day-to-Day Work
Carefully match employees to jobs: employees who understand and enjoy their work significantly outperform those who do not.
Take time to explain the big picture: employees will perform better if they understand how their work contributes to organizational strategy
and success.
The promise of promotions and financial rewards drives employee performance, but the impact is smaller than employees’ personal
connection to their work.
Job Opportunities
Provide employees with highly visible opportunities that leverage their strengths.
Training should be functionally relevant and job specific. General skills training is much less effective.
Source: Corporate Leadership Council
8
peter.leather@ex-p.co.uk
9. SFIA enhances 10 of the
drivers
The Performance Management System
Ensure employee understanding of performance standards.
Create performance standards that are perceived as fair and linked to organizational success and strategy.
Provide feedback to employees from multiple sources (e.g., 360-degree reviews)
P
Understanding, connection, and fairness are more important than system design and structure.
Performance Culture
Encourage, yet manage, risk taking.
Institutionalize the free flow of information, innovation, openness, and flexibility.
Differentially treating strong and weak performers is vital, but its ultimate impact on employee performance is limited.
Manager-Employee Interaction
Managers must help employees find tangible, immediate solutions to specific work challenges to improve performance.
Managers must provide needed information, resources, and technology.
Managers must provide employees with clear & consistent expectations.
Formal Review
Managers must emphasize the positive during formal reviews.
Discussion of performance weaknesses must be clearly focused on specific suggestions for improvement or development; if
not, emphasizing weaknesses can dramatically decrease performance.
Review should also include a discussion of the employee’s long-term career in the organization.
Informal Feedback
Fair and accurate informal feedback on performance from a knowledgeable source is the single most effective performance
management lever available to the organization.
Feedback should be voluntary, detailed, immediate, and positive.
Day-to-Day work
Carefully match employees to jobs: employees who understand and enjoy their work significantly outperform those who do not.
Take time to explain the big picture: employees will perform better if they understand how their work contributes to organizational strategy and success.
The promise of promotions and financial rewards drives employee performance, but the impact is smaller than employees’ personal connection to their work.
Provide employees with highly visible opportunities that leverage their strengths.
Training should be functionally relevant and job specific. General skills training is much less effective.
9
peter.leather@ex-p.co.uk
10. How SFIA enhances the 10
drivers
Ensure employee understanding of performance standards.
By linking SFIA levels to roles descriptions you provide a common and consistent language of what is expected from each
individual
Create performance standards that are perceived as fair and linked to organizational success and strategy.
SFIA describes industry best practice. This greatly helps with the perception of fairness. I.e. we are asking you to perform to
the level expected by your industry
Provide feedback to employees from multiple sources (e.g., 360-degree reviews)
P
The SFIA descriptors provide an ideal format for those seeking and providing 360 performance feedback
Managers must provide employees with clear & consistent expectations.
By using the SFIA skill levels for all roles and for assignment objectives – managers are greatly helped in setting clear and
consistent objectives
Discussion of performance weaknesses must be clearly focused on specific suggestions for improvement or development; if
not, emphasizing weaknesses can dramatically decrease performance.
Suggestions for performance improvement can be made very specific with the help of the SFIA descriptors to aid as
examples
Review should also include a discussion of the employee’s long-term career in the organization.
Longer term career aspirations can be enabled by looking at SFIA level descriptors and other alternative skills descriptors.
It provides a great tool for opening up conversations on what career opportunities are available and what employees are
interested in
Fair and accurate informal feedback on performance from a knowledgeable source is the single most effective performance
management lever available to the organization.
Fair and accurate feedback is far more likely when employees, managers and peers are working to a common reference
framework
Carefully match employees to jobs: employees who understand and enjoy their work significantly outperform those who do not.
The SFIA provides an excellent framework to both identify and articulate employees strengths and preferences
Provide employees with highly visible opportunities that leverage their strengths.
SFIA provides a framework to identify the types of assignments / job opportunities which will exploit and stretch individuals
leading to higher performance
Training should be functionally relevant and job specific. General skills training is much less effective.
By using SFIA as a common reference it is far easier to identify skills gaps against current or future roles. This in turn
allows the individual and organisation to plan and schedule job-specific training which in turn drives higher performance.
10
peter.leather@ex-p.co.uk
11. Conclusions
Implementing a high performance workforce needs a
range of organisational, managerial and employee
focussed levers.
SFIA can be used to support some of these levers.
If SFIA is being used to support other “people
management” processes, e.g. resource management,
skills assessments, training & development, there is
added value in embedding SFIA in the performance
management processes as well.
SFIA on its own is not sufficient to improve the
performance of your workforce. You must deploy a
range of people transformation levers.
11
peter.leather@ex-p.co.uk
12. peter.leather@ex-p.co.uk
More free resources at
www.exceptional-performance.co.uk/sfia
www.exceptional-performance.co.uk/case-studies
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.
12
peter.leather@ex-p.co.uk