Global Career Path Modeling
6 likes3,915 views
The document outlines the global career path modeling initiative at Danske Bank focused on developing a high-performing IT workforce by defining clear career paths and competencies. It emphasizes the need for skills in project management, cultural intelligence, and communication due to evolving IT demands and outsourcing challenges. Additionally, it details the project's structured approach, including job profiles, training requirements, and stakeholder involvement to enhance transparency and employee development.
![17
Overall information about job profiles
The profiles are designed to be international, and we will have the same job
profiles in India, Lithuania and Denmark
The profiles will be based on skills — not domain
It is expected that GIT will have around 50 job profiles, that will all consist of an
underlying title structure (based on generic title prefixes). However, there will be a
few profiles with less than 10 employees that will be covered by a generic profile.
The generic title prefix is as follows
Associate/Junior
[Profile name without prefix]
Senior
Principal/Lead
Portfolio/Chief/Program/Senior Principal
Functional titles will be utilized to add an additional layer of specificity to the job
title (based on the specific task/program/activity undertaken)](https://image.slidesharecdn.com/d21400annettejensenpart1-151013131550-lva1-app6891/85/Global-Career-Path-Modeling-17-320.jpg)
Global Career Path Modeling
- 1. September 2015 Global Career Path Modeling
- 2. 2 Agenda Danske Bank IT – A Global Workforce Career Path project vision and overview Job profile example Presentation of speaker Paradigm shifts of IT Competencies
- 3. 3 Annette has been leading an HR department through radical changes in an ever changing IT business. Split-ups, organizational changes, an outsourcing start-up in India, mutable needs for competencies and business focus is just a few things Annette has been handling in recent years. Speaker Annette Jensen, 46, MSc (Econ.) Process Consultant First Vice President, Head of HR in IT Formerly HR-partner HR-Development Consultant 21 years in Danske Bank Group
- 4. 4 Agenda Danske Bank IT – A Global Workforce Career Path project vision and overview Job profile example Presentation of speaker Paradigm shifts of IT Competencies
- 5. 5 The Global Team - 2015 Danske goes Captive
- 6. 6 Attain a high-performing workforce Vision A high-performing global workforce that delivers world-class solutions Target state Generalist and specialist career paths at all sites Functional leadership at all sites Common global goals and vision Improved business continuity and shift coverage
- 7. 7 “ “When developing IT- competencies of the future, we have to think of the entire employee lifecycle — from attraction and recruitment over on-boarding to training and ongoing development Annette Jensen Head of HR IT, Danske Bank
- 8. 8 Agenda Danske Bank IT – A Global Workforce Career Path project vision and overview Job profile example Presentation of speaker Paradigm shifts of IT Competencies
- 9. 9 Paradigm shifts of IT competencies • English is now a demand – is wasn’t 10 years ago • The global setup calls for Cultural Intelligence • The global setup calls for even greater networking and communication skills • The future calls for project management and supervisor skills – even from the everyday software engineer • The shift in outsourcing demands a mindset with focus on quality and cooperation.
- 10. 10 Danske Bank — Educational LevelIT specialists background in DK 1 4243 86 MasterBA DegreeDiplomaBasic Other Building IT Talent by recruiting bachelor and academic skills 11 26 16 22 25 MasterBA DegreeDiplomaBasic Other *Prosa 2010
- 11. 11 Agenda Danske Bank IT – A Global Workforce Career Path project vision and overview Job profile example Presentation of speaker Paradigm shifts of IT Competencies
- 12. 12 Career Path vision Building on talents in Group IT “We will be looking to increase skill sets of our staff across all sites. We will make sure we have adequate funds for training in core IT skills, for certifications, and for advanced skills and knowledge of best practices.” — Jim Ditmore Headlines 22.10.2014
- 13. 13 Career Path project The overall goal and what is in it for you Clear career paths for all employees, entailing Comprehensible job descriptions Defined areas of responsibility Description of task complexity Clear skill, behaviour and competency requirements Training and certification requirements Pay grade transparency … and an overview of what is required in order to advance and develop.
- 14. 14 Project process overview Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Pilot profile description Define job families Work with each profile Review process Implementation phase
- 15. 15 Input is received from all areas of Group IT The new profile structure builds on input from GIT managers, employees and shop stewards. A Steering Committee has been established to ensure all areas are represented. The project approach has been both top-down and bottom-up. The goal is for the profiles to provide value for employees and managers by increasing transparency so it is clear what is expected in a specific role — and which skills are needed to advance.
- 16. 16 Union Kim Grønbek (KRGN), Henrik Surland Olsen (HSU), Carsten Eilertsen (CEI), Dorte Annette Bielefeldt (DBI), Gerner Svendsen (GESV) Bo Birkrem (BOBI)Anne Ross Vagnby (AVAG) Jan Møller Hansen (JANML) Tommy Fuglsang Kristensen (TOMKR) Flemming Krath Engedal (FEK) Marie Degerud Jeppesen (MABH) Martin Simonsen (MSIM) Søren Swane Hagensten (SRHAG) Jeppe Buk (JBUK) HR Review LT/IN Aušra Bijaminienė (AUBI), Kasturi Cotha (KC) Career Path Project Organisation PB ITSEPA HOF TB ITCTO BB IT HR Steering Committee Project Management Annette Jensen (AJEN) Julie yde Sulkjær (JSUL)
- 17. 17 Overall information about job profiles The profiles are designed to be international, and we will have the same job profiles in India, Lithuania and Denmark The profiles will be based on skills — not domain It is expected that GIT will have around 50 job profiles, that will all consist of an underlying title structure (based on generic title prefixes). However, there will be a few profiles with less than 10 employees that will be covered by a generic profile. The generic title prefix is as follows Associate/Junior [Profile name without prefix] Senior Principal/Lead Portfolio/Chief/Program/Senior Principal Functional titles will be utilized to add an additional layer of specificity to the job title (based on the specific task/program/activity undertaken)
- 18. 18 Job roles and titles will change 9 37 35 53 122 128 131 274 2 37 31 16 2 87 18 77 Other Test Manager (Tester) IT Architect IT Developer 724 526 Project Manager IT Specialist Webmaster Manager Business developer DK: 1.513 IN: 796 Tota l
- 19. 19 Agenda Danske Bank IT – A Global Workforce Career Path project vision and overview Job profile example Presentation of speaker Paradigm shifts of IT Competencies
- 20. 20 Responsibilities and managerial duties • Directs projects in Danske Bank to realize project objectives • Facilitates correct organizational setup for the project and establishes the working relationships with business areas, suppliers, Steering committee, and other relevant stakeholders • Ensures that project deliverables conform to strategy directions and desired system architecture • Responsible for team building, guidance and skills development to achieve project goals • Adheres to project management best practices, methodologies, systems and tools as defined by Danske Bank. • Participates in the continuous improvement of the project management process Complexity of tasks Main working relationships Business Representative Development Manager System managers Project staff Project steering committee Suppliers Job purpose A Project Manager (PM) plans, manages and reports on projects within the constraints of scope, quality time and cost to successfully accomplish the projects goals and objectives. The PM maintains a strategic focus for the project with frequent interaction with the business areas and the client to ensure a balance between the immediate project needs and the long term goals of the Danske Bank. Reports to (incl. BU/function) Development Manager in Group IT Assistant Project Manager reports to System Manager as main direction (in Group IT) Titles Associate/Junior Project Manager, Project Lead, Project Manager, Senior Project Manager and Program Manager Project Manager Complexity of task Complexity of task is correlated with the requirement for guidance from manager and the complexity of the projects that typically meet most of, but not limited to, following characteristics: • Number of resources (FTE) • Impact of process change/training to business unit employees • Interdependencies with other areas. • Extent of operational risk. • Extent of change to technology infrastructures • Resource availability constraints Key competences (max. 13) Personal Competencies • Quality-Conscious • Customer Focused • Flexible • Efficient • Team player • Ambitious • Leadership Professional competencies • Planning and evaluating • Project management • Project control • Financial management • Business focus • Development model • Group Procurement • Group Legal • IT Service Manager • Help Desk • Organisational Change Manager • End users
- 21. 21 Job title/Job code Associate/Junior Project Manager Project Lead Project Manager Senior Project Manager Program Manager Competences Professiona l expertise Education • Short term higher education of 3 years duration (Bachelor) or equivalent experience/education Professional skills • Good understanding of project management disciplines and knowledge of project management and planning principles Completed training program • None Experience • Participating on a project team Certification Required • None Education • Short term higher education of 3 years duration (Bachelor / equivalent experience/education • or higher (preferably a master) Professional skills • Working knowledge of project management disciplines and project team dynamics Completed training program • PMI / IPMA registered training Experience • Minimum 1.500 hours (approx.13 man-months) of professional experience on multiple project teams Certification Required • IPMA D Education • Short term higher education of 3 years duration (Bachelor / equivalent experience/education • or higher (preferably a master) Professional skills • Strong knowledge of project management disciplines and project team dynamics. • Demonstrated successfully managed projects and as project manager showed the ability to influence others to desired outcomes Completed training program • PMI / IPMA registered training Experience • Minimum 36 man-months PM experience in project leadership on multiple moderate to complex projects Certification Required • IPMA C Education • Short term higher education of 3 years duration (Bachelor / equivalent experience/education • or higher (preferably a master) Professional skills • Excellent knowledge of project management disciplines and project team dynamics. • Demonstrated successfully managed complex projects. • Showed the ability to influence others to desired outcomes. • Knowledge of organizational change management methodologies and principles Completed training program • PMI / IPMA registered training Experience • Minimum 60 man-months of experience in project leadership, including management of complex projects for a minimum of 36 man-months. Certification Required • IPMA B Education • Short term higher education of 3 years duration (Bachelor / equivalent experience/education or higher (preferably a master) Professional skills • Superior knowledge of project management disciplines and project team dynamics. • Demonstrated successfully managed large complex and cross-functional projects. • Showed the ability to influence others to desired outcomes. • Comprehensive knowledge of organizational change management methodologies and principles. • Comprehensive knowledge of business areas’ products, strategies and goals Completed training program • Advanced PMI / IPMA registered training Experience • More than 60 man-months of experience as a project manager of complex projects, and additional 2 years experience as senior project manager working with program management supporting strategic objectives. Certification Required • IPMA A
- 22. 22 Job title/Job code Associate/Junior Project Manager Project Lead Project Manager Senior Project Manager Program Manager Competences - Continued Personal skills • Strong communication, presentation and interpersonal skills • Strong analytical and problem solving skills. • Financial services experience preferred. • Strong analytical, communication, teamwork and interpersonal skills • Proven ability to effectively negotiate and facilitate problem resolution • Financial services experience preferred. • Strong analytical, communication, teamwork and interpersonal skills • Proven ability to effectively negotiate and facilitate problem resolution. • Financial services experience preferred. • Excellent proven analytical, communication, teamwork and interpersonal skills • Proven ability to effectively negotiate and facilitate complex problem resolution. . • Financial services experience preferred. • Excellent proven analytical, communication, teamwork and interpersonal skills • Superior ability to effectively negotiate and facilitate complex problem resolution. . • Proven ability to negotiate with senior leadership • Financial services experience preferred.
- 23. 23 Job title/Job code Associate/Junior Project Manager Project Lead Project Manager Senior Project Manager Program Manager Responsibility/Complexity Responsibiliti es and managerial duties General • Maintains the project schedule, tracks, individual activity assignments for status, assist and provide information to the project manager to determine overall project status. General • Manages small project team(s) to meet objectives of projects that are limited in scope, risk, and / or organization span; or leads one or more subprojects within a large, complex project. • Organizes and guides project operations through adherence to Danske Bank project management methodologies Initiating • Actively participates in the development and preparation of business cases, cost/benefit analysis and project budgets. Planning • Identifies and negotiates schedules, milestones and resources required to meet project objectives. General • Manages project team(s) to meet objectives of projects that are moderate to complex in scope, risk, and/or organizational span, or multiple small to moderate projects. • Organizes and guides project operations through adherence to Danske Bank project management methodologies Initiating • Actively manages the development and preparation of business cases, cost/benefit analysis and project budgets. Planning • Identifies and negotiates schedules, milestones and resources required to meet project objectives. . General • Manages project team(s) to meet objectives of projects that are complex in scope, risk, and/or organizational span. • Organizes and leads project operations through adherence to Danske Bank project management methodologies Initiating • Actively manages the development and preparation of business cases, cost/benefit analysis and project budgets. Planning • Identifies and negotiates schedules, milestones and resources required to meet project objectives. • Identifies key stakeholders and gains their active participation; maintains multi-functional team relationships. . General • Manages and direct project managers and teams to meet objectives of complex, cross- organizational and/or strategic programs. • Organizes and leads program operations through adherence to Danske Bank project management methodologies Initiating • Actively manages the preparation of the program budget. Planning • Identifies and negotiates overall schedules, milestones and resources required to meet program objectives. • Identifies key stakeholders and gains their active participation; maintains multi-functional team relationships.
- 24. 24 Job title/Job code Associate/Junior Project Manager Project Lead Project Manager Senior Project Manager Program Manager Responsibility/Complexity - Continued Responsibiliti es and managerial duties Executing • Provides logistical support for project related meetings (agenda, minutes, timelines,, task list) • Maintains key project deliverables (issues log, risk matrix, project status reports, business cases, post-project reviews, presentations) and / or monitors project deliverables for a program office. • Understands the roles and responsibilities of all project team members; may coordinate problem resolution This profile generally has medium demands for managerial duties and responsibilities: Monitoring & Controlling • Obtains status of activities, issues, risk mitigation actions, etc. From project team members; assembles and tracks to completion. • Tracks and reports on open issues, risks and risk mitigation actions. • Escalates items open beyond target dates to project manager Executing • Ensures proper scope elicitation and manages scope change, communication, issues and risks, and organisational change to meet project objectives • Organisational implementation: Works with client departments to coordinate implementation, validation, training and support. • Hand-over to System management according to System Management agreement. This profile generally has high demands for managerial duties and responsibilities: Monitoring & Controlling • Monitors project financial performance to maintain the quality of services, deliverables and content within proposed budget. • Evaluates and reports progress in terms of quality, financial and performance metrics to relevant stakeholder and committees .Executing • Ensures proper scope elicitation and manages scope change, communication, issues and risks, and organisational change to meet project objectives • Organisational implementation: Works with client departments to coordinate implementation, validation, training and support. • Hand-over to System management according to System Management agreement. This profile generally has high demands for managerial duties and responsibilities: Monitoring & Controlling • Monitors project financial performance to maintain the quality of services, deliverables and content within proposed budget. • Evaluates and reports progress in terms of quality, financial and performance metrics to relevant stakeholder and committees Executing • Ensures proper scope elicitation and manages scope change, communication, issues and risks, and organisational change to meet project objectives; • Organisational implementation: Works with client departments to coordinate implementation, validation, training and support. • Hand-over to System management according to System Management agreement. This profile generally has heavy demands for managerial duties and responsibilities. Monitoring & Controlling • Develops extensive project management controls for sparring complex, cross- organizational boundaries. • Monitors project financial performance to maintain the quality of services, deliverables and content within proposed budget. • Evaluates and reports progress in terms of quality, financial and performance metrics to relevant stakeholder and committees Executing • Ensures proper scope elicitation and manages scope change, communications, issues and risks, and organizational change across interrelated projects to meet all project and program objectives. • Organisational implementation: Assess the impact of the scope and organizational change of the combined projects throughout the timeline of the program, including implementation of outcomes, training and communication. This profile generally has heavy demands for managerial duties and responsibilities: Monitoring & Controlling • Develops project management controls for spanning complex multi-departmental boundaries. • Monitors programs financial performance to maintain the quality of services, deliverables and content within proposed budget. • Evaluates and reports progress in terms of quality, financial and performance metrics to relevant stakeholder and committees
- 25. 25 Associate/Junior Project Manager Project Lead Project Manager Senior Project Manager Program Manager Responsibility/Complexity - Continued Responsibilitie s and managerial duties HR & Leadership • Provides matrixed direction and leadership to all project team participants. • Provide training, to project participants if needed for the project • Provides performance feedback to the manager of each project team participants. HR & Leadership • Provides matrixed direction and leadership to all project team participants. • Provide training, to project participants if needed for the project • Provides performance feedback to the manager of each project team participants. HR & Leadership • Provides matrixed direction and leadership to all project team participants. • Provide training, to project participants if needed for the project • Provides performance feedback to the manager of each project team participants. • May have direct supervisory responsibility for other employees. • Provides feedback and participates in the continuous improvement of the project management process • Contributes regularly to the organizational learning and drive the groups ability to improve (e.g. Centre of Excellence participation, improving best practices, network facilitation, and as instructor, reviewer and mentor) HR & Leadership • Provides matrixed direction and leadership to all project team participants. • Provides performance feedback to the manager of each team’s project manager • May have direct supervisory responsibility for other employees. • Provides feedback and participates in the continuous improvement of the project management process • Additionally contributes to industry standards through conference/seminar speaks, university lectures, publishing articles and user group participation and leadership
- 26. 26* Operational risk is based on scale from Group Risk Management – for explanation, please look up the Appendix in this presentation Associate/Junior Project Manager Project Lead Project Manager Senior Project Manager Program Manager Complexity of tasks • This profile predominantly calls for independent tasks and partly complex tasks solved predominantly through own decision making: • Supports project/program managers; may lead sub- teams, but does not lead project teaks. • Requires guidance from manager. • Is not part of the management team. • This profile predominantly calls for independent tasks and partly complex tasks solved predominantly through own decision making: • Projects that are small in scope, risk, and/or organizational span, including subprojects of larger, more complex projects. • Differentiating factors: project duration, number of deliverables, organizational stability, and compliance risk. • Requires guidance from manager. Typically leads projects that meet most of, but not limited to, following characteristics : • Resource of 1-3 FTEs • Minor process change/training to business unit employees • Minor interdependencies with other areas. • Operational risk:*: Direct: < 1 mill. DKK. Reputational: Small • Minor changes to technology infrastructures. •This profile primarily calls for independent and partly complex tasks solved primarily through own decision making: • Projects that are moderate to complex in scope, risk, and/or organizational span, including subprojects of larger, more complex projects. • Differentiating factors: project duration, number of deliverables, organizational stability, and compliance risk. • Requires very little guidance from manager. Typically leads projects that meet most of, but not limited to, following characteristics: • Resources of 3-8 FTEs • Moderate process change/training to business unit employees • Interdependencies with other areas. • Operational risk:*: Direct: < 10 mill. DKK. Reputational: Large Black Swan: Mild • Moderate changes to technology infrastructures • Resource availability is a constraint •This profile primarily calls for independent and partly complex tasks solved primarily through own decision making: • Projects that are moderate to complex in scope, risk, and/or organizational span, including subprojects of larger, more complex projects. • Differentiating factors: project duration, number of deliverables, organizational stability, and compliance risk. • Requires no extra guidance from manager. Typically leads projects that meet most of, but not limited to, following characteristics: • Resource 8+FTEs • Process change/training to business unit employees • Interdependencies with other areas. • Operational risk:*: Direct: >10 mill. DKK. Reputational: Very Large Black Swan: Severe • Change to technology infrastructures • Resource availability is a constraint •This profile calls for independent and complex tasks solved through own decision making. Strategic tasks may occur: • The program is differentiated from projects by following definition: • A program is a group of interrelated projects with a shared goal or outcome with a broad organizational impact. • Operational risk:*: Direct: >10 mill. DKK. Reputational:: very Large Black Swan: Catastrophic Country specifics/local requirements
- 27. 27 Clarification of job level (Salary model Group IT Denmark) Associate/Junior Project Manager Project Lead Project Manager Senior Project Manager Program Manager Job level The job is at sublevel (I, II or III) Responsibilities and managerial duties Complexity of tasks Allowance • 6 • 3 – medium demands. • 3 – predominantly independent tasks and partly complex tasks solved predominantly through own decision making. • 7 • 4 –high demands. • 3 – predominantly independent tasks and partly complex tasks solved predominantly through own decision makin.g • 8 • 4 – high demands. • 4 – primarily independent and partly complex tasks solved primarily through own decision making. • 9 or contractual. • 5 – heavy demands. • 4 – primarily independent and partly complex tasks solved primarily through own decision making. • contractual • 5 – heavy demands. • 5 – independent and complex tasks solved through own decision making. Strategic tasks may occur. Clarification of job level (Salary model Danske IT) Band and Grade • Band: C • Grade: V • Band: C • Grade: VI • Band: B • Grade: VII • Band: B • Grade: VIII • Band : A • Grade: IX Clarification of job level (Salary model Lithuania) Hay level 15 16 17 18 19 Date: 16. January 2015 Owner: Group IT Management HR: Group HR IT Shop Steward: Participants Danske Kreds: BOBI AJEN KGRN, HSU CEI, GESV, DBI
- 28. 28 Potential career path between profiles - The below shows the most closely related job profiles and thus the most common career paths, however, any path is possible to explore based on individual potential and performance Software Engineer Process Consultant Project Manager Program Manager Senior Project Manager Project Manager Project Lead Associate/ Junior Project Manager Management Business Analyst Organisational Change Manager Coordination Manager Manage- ment Other job profiles