Ron Mc Laren Operations Manager The SFIA Foundation

Ron Mc. Laren Operations Manager, The SFIA Foundation MANAGING CAPABILITY

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

Who is Ron Mc. Laren ¨ 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

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

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/it. SMF Imitated by ECF Updated every three years – users participate Available in English, Japanese, Chinese, Spanish German and Italian scheduled for 2010

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

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

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 How does our pay compare with other organisations? Reward Wrong people at interview Acquire We don’t have the right skills I don’t get interesting work Do I get any training? How do we develop people? Do they learn useful things? Develop Deploy Assess I don’t agree with my manager’s assessment How do you get promoted around here? EXIT Our best people leave Why? Organisations use SFIA to make these processes work better

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

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

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”

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

¨ 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

¨ 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

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 targets for skills ¨ Basis for talent management ¨ Training plans = business need

¨ 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

¨ 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

Professional development The influence of SFIA Training Organisation Educate Recruit Train Professional Body Qualify PROFESSIONAL DEVELOPMENT Student IT Professional Job Descriptions Procurement Professional Profiles Employer Process roles Methods

SFIA & EQF look similar but 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 innovation, autonomy, scholarly “Highly educated – has atauthority, least a Master’s degree, can make very and professional integrity and sustained commitment to the development of complex decisions” new ideas or processes at the forefront of work or study contexts including research SFIA Level 7 “Can be CIO (Chief Information Officer)”

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

The right skilled people in the right place at the right time www. sfia. org. uk www. sfia. cl

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 ! Systems acceptance (7) Requirements analyst (13) Business unit liaison (8) Information advisor (22) Information specialist (21) New Job descriptions every month Costly bureaucracy to evaluate “We still don’t know our capability”

Professional Profiles 91 people with related skills 7 job descriptions One professional profile, summarised at three levels Business analyst Benefits manager (8) Business consultant (12) Used for Resource planning Organisation Recruitment Pay policies. . . Systems acceptance (7) Requirements analyst (13) 3 Levels: BA 1 - Business consultant Business unit liaison (8) BA 2 - Business analyst Information advisor (22) BA 3 - Information analyst Information specialist (21) Job description says: “This job needs a BA 3 with experience of. . . ” Defining a category of capability, not a job. We now know we have. . . 20 BA 1 s, 28 BA 2 s and 43 BA 3 s

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

This is really the last slide www. sfia. org. uk www. sfia. cl