BP Digital Academy SFIA
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This document discusses how BP manages people development in its IT function. It outlines some key questions around career opportunities, development planning, and benchmarking capabilities. It then describes BP's holistic approach to development, which includes access to learning, basic employee data, career development resources, and looking beyond traditional academic connections. Development strategies include awareness, adoption, and affiliation approaches like defining career frameworks, assessing roles, and building targeted learning through education and experience opportunities. While the basics are in place, behavioral change remains a key unrealized goal.
BP Digital Academy SFIA
- 1. Digital Academy – how we manage people development in BP’s IT function BP s Jeremy Francis - 2007 y
- 2. BP is highly dependent on digital technology g y p g gy
- 3. Key questions for managing skills and experience i • What career opportunities are available? • How do I plan my development? • How do I benchmark my capability? • What capability does DCT have? • Are we developing the right skills for the future?
- 4. A holistic response Access to Learning Basic people data Looking Beyond Academic On the job Connections Technology Face to Face Research R h Placement Outside Online BP Experiential Learning Career Development Accreditation Knowledge Repository g p y Collaboration Professional Career Information Case Studies Communities of Practice Assessment Tools Online Library O li Lib Virtual Networking Awareness Adoption Affiliation
- 5. DEFINE - Framework to show career paths p A career framework driven by strategic capability requirements Within each capability area, a structure of role families, roles and competencies
- 6. ASSESS - Role profiles p
- 7. ASSESS - Role profiles p
- 8. BUILD Targeted learning and development g g p
- 9. BUILD Targeted learning and development g g p Education Experience • Instructor-Led Courses • On the Job Tasks & Special Projects p j • E-Learning Programs • Job Changes & Rotations • Selected Readings • Special Assignments 70% • Peer reviews • Visibility Opportunities • Coaching and Mentoring
- 10. We have tackled the tip of the iceberg g • People capability central to DCT strategy • Nuts and bolts in place – process, tools and resources • Data drives development conversations conversations, succession plans and provision of development programmes:- – All employees complete self assessments – Significant proportions of professional communities h iti have relevant l t professional qualifications e.g. PMP, ITIL, CISM and CISSP etc… • Behavioural change i th prize B h i l h is the i unrealised…..