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MANAGING CAPABILITY PowerPoint Presentation
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MANAGING CAPABILITY

MANAGING CAPABILITY

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MANAGING CAPABILITY

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  1. Ron McLaren Operations Manager, The SFIA Foundation MANAGING CAPABILITY

  2. Agenda • Introduction • What is SFIA • How it is used • Users’ experiences • How does it relate to EQF • Summary IN 20 MINUTES – MUST GO QUICKLY BUT SPEAK SLOWLY ! Festina lente

  3. Who is Ron McLaren • ICL/Fujitsu Services • Set up and led a Technical Professional Community • created professional framework • for 13,000 technical staff in 25 countries • 16 professional profiles • not Job Descriptions “what I do” • but Professional Profiles “what I am” • Fundamental change across the company • development and deployment of staff • Invited to help define SFIA

  4. SFIA • Created by the IT industry for the IT industry • Contributors: EDS, IBM , Microsoft , Oracle, Fujitsu, Aviva, and many others • Built by professional managers with real experience of skills management, not by theoreticians • Non-profit organisation (no Government funding) • Council of 30 users and service providers MAKING THE ORGANISATION WORK BETTER

  5. SFIA today (Version 4) • Used by thousands of organisations • in over 100 countries • Accredited Partners & Consultants • big consultancies (PA, Deloitte, IBM)recruitment, salary survey services, • hundreds of trained consultants • Adopted by professional bodies, IFIP, ITIL/itSMF • Imitated by ECF  • Updated every three years – users participate • Available in English, Japanese, Chinese, Spanish • German and Italian scheduled for 2010

  6. set strategy, inspire, mobilise initiate/influence ensure/advise enable apply assist follow What is SFIA describes 86 professional skills in 6 categories, across those levels SFIA defines 7 levels Skills defined by experienced managers Levels that really work • • • • • • • • • 7 1 86 6 5 4 3 d d d 2 1

  7. Context example: Analytical Professional skills Behavioural skills Professional profile Knowledge example Business analysis Experience Qualifications example: UML

  8. The Capability Management Cycle and some typical problems We don’t know our overall capability We are compartmentalised, working differently People are in silos Know, plan, manage Wrong people at interview Reward Acquire How does our pay compare with other organisations? We don’t have the right skills I don’t get interesting work Develop Deploy Do I get any training? How do we develop people? Do they learn useful things? Assess EXIT Our best people leaveWhy? I don’t agree with my manager’s assessment How do you get promoted around here? Organisations use SFIA to make these processes work better

  9. Operate in 100 countries 174 000 employees Turnover €40 billion Business model: • Business Partnering, Innovation, Services, Architecture & planning

  10. RESULTS • Skills development focussed on business need • Standard Roles & Profiles • Aligned to Industry Best Practice (SFIA) • External Accreditation • New skills defined • Business Partnering/Relationship Management • Strategic Vendor Management • Portfolio Management • Key to aligning IT with the business

  11. UK Government IT Profession Quote for this Conference from the Cabinet Office ... • “Central Govt spends £16 billion a year on IT • Huge improvement if people used more effectively • Decided to base IT Profession on SFIA , because • Established, well known and open standard • No cost to employers • Supported by the SFIA Foundation which is not for profit • Simplicity and broad scope meet Government’s needs for a framework that could be used in any Government organisation, however large or small. • Provides all public sector IT organisations with a common language to describe the skills and attributes required of IT professionals”

  12. All Government Departments • Departments develop a consistent approach to identifying skills and skills gaps • Role profiling; design of organisation and teams • Recruitment, both internal and external – job advertisements conform to and use SFIA levels and descriptors • Performance management and identification • Talent management and workforce planning • Sharing of people, ideas and best practice within and between organisations right across the wider public sector • Targetted training Now widely used on Local Government: London Borough of Camden saving £2 million/year

  13. 430 million e-mails every year • 2000 every working minute • 200 million phone calls each year • 6 million people use the web site every month • Peak – 50,000 concurrent users • 395,000 tax assessments in one day • They collect money – £435 billion • 1300 IT Staff in >20 locations + 2000 contractors

  14. Standard Roles defined and assessed with SFIA • Staff assessed against roles (on-line system) Results Better control of management – must use approved Role Profiles Training plans – focussed on business need Objective assessments – more objective, agreed Recruitment – faster and better Future skills needs – accurately identified SFIA Established as part of their management system

  15. European Central Bank • Competence framework based on SFIA • 86 skills cover ECB’s needs • Use in appraisal, development, training plans • Skills focus – managers invest more time • Business strategy is skills-aware • skills impact of strategy is clear • clear targets for skills • Basis for talent management • Training plans = business need

  16. Colt Telecom • A leading European provider of business communications • 13-country 25,000 km network • metropolitan networks in 34 major European cities • with direct fibre connections • 420 permanent IT staff • Wanted to improve development & motivation • career development • clearer roles and responsibilities

  17. Roles and development plans aligned with SFIA • Performance reviews every 6 months • High-potential development programme • Managers trained to use SFIA • Skills correctly aligned across countries • Careers and expectations – staff satisfaction • Reduced resource costs • Skills aligned to functional goals • SFIA helped identify missing roles • Provides basis for criteria-based interviewing

  18. Professional development The influence of SFIA TrainingOrganisation ProfessionalBody IFIP Educate Recruit Train Qualify Student IT Professional P R O F E S S I O N A L D E V E L O P M E N T JobDescriptions ProfessionalProfiles Process roles Procurement Employer Methods

  19. SFIA & EQF look similarbut measure different things • SFIA & EQF Levels 1-3 – similar • EQF Level 8: the most advanced and specialised skills and techniques ... required to solve critical problems in research and/or innovation and to extend and redefine existing knowledge or professional practice knowledge at the most advanced frontier of a field of work or study and at the interface between fields demonstrate substantial authority, innovation, autonomy, scholarly and professional integrity and sustained commitment to the development of new ideas or processes at the forefront of work or study contexts including research “Highly educated – has at least a Master’s degree, can make very complex decisions” • SFIA Level 7 “Can be CIO (Chief Information Officer)”

  20. SFIA and EQF Professional skills Behavioural skills A tool for management Knowledge Experience EQF Qualifications A tool for education Information for managers

  21. www.sfia.org.ukwww.sfia.cl The right skilled peoplein the right place at the right time

  22. Job Descriptions Many people (91), many (but only 7 on this slide) job descriptions Benefits manager (8) person specification: “what skills and knowledge are needed” Business consultant (12) Confusion ! New Job descriptions every month Costly bureaucracy to evaluate “We still don’t know our capability” Systems acceptance (7) Requirements analyst (13) Business unit liaison (8) Information advisor (22) Information specialist (21)

  23. Professional Profiles One professional profile, summarised at three levels 91 people with related skills 7 job descriptions Business analyst Used forResource planning Organisation Recruitment Pay policies ... Benefits manager (8) Business consultant (12) 3 Levels: Systems acceptance (7) BA1 - Business consultant Requirements analyst (13) BA2 - Business analyst Business unit liaison (8) BA3 - Information analyst Information advisor (22) • Defining a category of capability, not a job. • We now know we have ... • 20 BA1s, 28 BA2s and 43 BA3s Information specialist (21) • Job description says: “This job needs a BA3 with experience of ...”

  24. Six categories and 20 subcategories Strategy & planning Development Business change Service provision Procurement & management support Ancillary skills

  25. This is really the last slide www.sfia.org.ukwww.sfia.cl