HCM in IT Organisations (Human Capital Management)

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A framework for the introduction of HCM into IT organisataions. Also applicable to other knowledge intensive professions. Based on operational and strategic experience in an IT organisation of c1000 people. www.exceptional-performance.co.uk/sfia

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The Key Components Human Capital Management in IT Organisations [email_address] www.exceptional-performance.co.uk /

Implications for the Workforce People Capability Targets Business Drivers Driven by Business Imperatives Annual Business Operating Plans Strategic (2-3 yrs) Business Objectives Current Year: Workforce Needs Strategic Workforce Needs Current Year: People Capability Targets Strategic People Capability Targets Includes Capacity plans Numbers, skills, knowledge, behaviours, process abilities .. Measurement and Tracking

Capability Development Plan Recruitment Actions we can control: Re-skilling Talent Management Process Improvement Development Career Progression Succession Planning Sourcing Options Retention Strategies Actions controlled by others: Performance Management Attrition (voluntary leavers) ‏ Demographics 2009 2010 2011 Capability Devt Targets

Target Capabilities Strategic Workforce Needs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Skills Inventory (incl SFIA) ‏ Tracking & Planning Resource Deployment Processes e.g. CMMi, ITIL Prince2, Agile Devt Reliable, moderated, up to date.. Should be dynamic (not static), must reflect strategy & business imperatives What is expected of me? Resourcing Strategy 2009 2010 2011 Capability Devt Targets Org Design

Learning & Development Business Operating Plans / Scorecard Business Critical Gaps Updated PDPs Individuals Receive Development Schedule Learning Solutions Identify Learning Solutions Budgets (cash and fte?) ‏ Deliver Learning Solutions Track & Evaluate Learning Solutions Full range: (Classroom, E-learning, Skills mentoring etc) ‏ Development as well Skills Inventory (incl SFIA) ‏

Career Development Strategic Workforce Needs ,[object Object],[object Object],[object Object],[object Object],[object Object],“ CAREER PROGRESSION CRITERIA” Career Discussions Career Aspirations Where applicable Skills Inventory (incl SFIA) ‏ Org Dev Review Talent Review PDP and Assignments 2007 2008 2009 People Capability Devt Targets Org Design

Workforce development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Learning Catalogue Knowledge Sharing Subject Matter Experts Professional Community PDP and Assignments Skills Inventory (incl SFIA) ‏ 2009 2010 2011 Capability Devt Targets

Performance Management Expectations of my role My Development These identify what I need to develop to perform my role and / or achieve my objectives These identify what is my individual contribution to my organisation’s objectives Personal Objectives Professional Skill Behavioural Skill Knowledge Experience

Human Capital Management in IT Organisations Toolkit

Workforce Planning & Monitoring 2. Crunch the Numbers Recruitment Promotions Attrition Resource Mix etc 3. Monitor Progress against plan 1. Map the workforce flows

Skills Development 2. Org Dev Data 3. Learning & Devt Plan 1. Skills Analysis Solid performers Lower performers Potential 1 2 3 P1 P2 P3 4 P4 Role Specialists ,[object Object],[object Object],[object Object],Top performing & Top potential Performance 4. Monitoring Progress

Career Development 2. Org Dev Data 4. Promotions 3. PDP / Career Plan Assignments Exposure Development Mentoring etc 1. Graduated Career Paths Solid performers Lower performers Potential 1 2 3 P1 P2 P3 4 P4 Role Specialists ,[object Object],[object Object],[object Object],Top performing & Top potential Performance

[object Object],[object Object],[object Object],[object Object],[object Object]

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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

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SFIA has been successfully used in many organisations worldwide and, as such, the benefits of using SFIA are now well established. However; achieving these benefits is not always straightforward. Potential problems arise both before and after the initial implementation. Pre-implementation there will be issues such as how to introduce SFIA, stakeholder engagement, allaying concerns, defining scope, prioritisation and gaining momentum. Post-implementation – there is a significant risk of the intended benefits decaying if the initial implementation activity does not translate into embedded processes and new behaviours. The session will identify key issues faced by organisations implementing SFIA and, with the benefit of lessons learned from other organisations, will help you avoid these pitfalls . It will cover • Good practice in the use of SFIA; encompassing key SFIA related processes such as assessing competence, building L&D and career development programmes. • managing organisational change and supporting individuals through significant changes in people management processes

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Background The more familiar that users get with SFIA – the more they recognise the value of the generic levels of responsibility . The opposite is also true; new users tend to make more use of the skill level descriptors and overlook the generic levels of responsibility. A couple of things could be done: provide more emphasis in the framework documentation and how the generic responsibilities are presented. I think the wording should be reviewed and refreshed by taking an analytical view of the individual elements. When this is deconstructed there are some common themes which one can see gradually increasing from L1 thru l7. However not everything is covered all the way through and for some areas the distinction between levels is not clear.

2011-04-25 Comments on SFIA generic levels for v5 consultation

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One of most important area for the ease of use and access is the overall quality and readability of the SFIA framework. When using the framework in total (rather than looking at skills / skill levels in isolation) there is an overall sense of inconsistency in how the descriptors are put together. I propose that 4 areas could be looked at : 1. The range in the length, quality and readability of the skill and skill level descriptions 2. Readability 3. Could SFIA descriptors be presented as bullet points rather than sentences 4. Wide range in the number of skill indicators contained in the skill level descriptions

2011-04-25 comments on Readability and Consistency for v5 Consultation

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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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HCM in IT Organisations (Human Capital Management)

1. The Key Components Human Capital Management in IT Organisations [email_address] www.exceptional-performance.co.uk /

2. Implications for the Workforce People Capability Targets Business Drivers Driven by Business Imperatives Annual Business Operating Plans Strategic (2-3 yrs) Business Objectives Current Year: Workforce Needs Strategic Workforce Needs Current Year: People Capability Targets Strategic People Capability Targets Includes Capacity plans Numbers, skills, knowledge, behaviours, process abilities .. Measurement and Tracking

3. Capability Development Plan Recruitment Actions we can control: Re-skilling Talent Management Process Improvement Development Career Progression Succession Planning Sourcing Options Retention Strategies Actions controlled by others: Performance Management Attrition (voluntary leavers) ‏ Demographics 2009 2010 2011 Capability Devt Targets

5. Learning & Development Business Operating Plans / Scorecard Business Critical Gaps Updated PDPs Individuals Receive Development Schedule Learning Solutions Identify Learning Solutions Budgets (cash and fte?) ‏ Deliver Learning Solutions Track & Evaluate Learning Solutions Full range: (Classroom, E-learning, Skills mentoring etc) ‏ Development as well Skills Inventory (incl SFIA) ‏

8. Performance Management Expectations of my role My Development These identify what I need to develop to perform my role and / or achieve my objectives These identify what is my individual contribution to my organisation’s objectives Personal Objectives Professional Skill Behavioural Skill Knowledge Experience

9. Human Capital Management in IT Organisations Toolkit

10. Workforce Planning & Monitoring 2. Crunch the Numbers Recruitment Promotions Attrition Resource Mix etc 3. Monitor Progress against plan 1. Map the workforce flows

11.

12.

13.

HCM in IT Organisations (Human Capital Management)

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HCM in IT Organisations (Human Capital Management)