Making IT Talent Work SFIA
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The document discusses using the Skills Framework for the Information Age (SFIA) to create an effective IT organization. It summarizes that SFIA can play a key role in linking an organization's design to its talent strategy by defining required skills and competencies. An effective strategy also considers people processes like performance management, retention, and recruitment to acquire, develop, and manage the necessary talent. While SFIA is useful, an organization must have complementary operating models, HR processes, and a talent strategy to address IT's unique challenges.
Making IT Talent Work SFIA
- 1. 2008 CONFERENCE Making IT Talent Work. Using SFIA to create an effective IT organisation Tom Fuller 04 December 2008
- 2. An effective IT organisation focuses on people, processes and control as well as technology An IT Effectiveness Framework… …and its outcomes Client Architecture Programme Applications Service Vendor (Business) & Planning Delivery Development Management Management Management Efficiency People: Skills and capabilities Behavioural Change Reduce Consolidation Reduce Succession Planning Reaction and Costs Times Standardisation Process: Operating Models & Enterprise Architecture Effectiveness Service Delivery e.g. ITIL/ISO20000 Project Delivery e.g. SEI CMMI End to End Business Consistent Service Relevance Nomenclature Management Controls: Objectives and measures e.g. COBIT, BS7799 KPIs and Management Information Finance e.g. budgeting, recharging Quality Maximise Ensure Increase On-Time/ Secure Technology: Automated Testing Reliability On-Budget Delivery Operations End-to-end Service Management Workflow Engines What role can SFIA play in delivering an effective IT organisation? 2 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 3. Delivering an effective IT organisation requires managing an additional set of talent challenges Typical talent challenges Additional IT talent challenges Constant pressure to minimise IT is a highly complex industry expenditure, cost and cash IT people costs represent a large pressures dominate proportion of IT expenditure Managing a diverse workforce in There is a recognised shortage of IT multiple locations and geographies talent in many areas of IT Effective management of poor Market factors are dynamic and can performance is not always make some skills highly sort after and optimised expensive Retaining the best staff is a Prohibitive restrictions on IT salaries constant challenge (typical in public sector) Sharing leading practice internally The profession is still maturing Working collaboratively with other meaning a lack of established: organisations, particularly suppliers career paths qualifications regulatory powers 3 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 4. Delivering an effective IT organisation requires managing an additional set of talent challenges Typical talent challenges Additional IT talent challenges Constant pressure to minimise IT is a highly complex industry expenditure, cost and cash IT people costs represent a large pressures dominate proportion of IT expenditure Managing a diverse workforce in There is a recognised shortage of IT multiple locations and geographies talent in many areas of IT Canofyou afford to leave this to Effective management poor Market factors are dynamic and can chance…and are you doing skills highly sort after and performance is not always make some enough? optimised expensive Retaining the best staff is a Prohibitive restrictions on IT salaries constant challenge (typical in public sector) Sharing leading practice internally The profession is still maturing Working collaboratively with other meaning a lack of established: organisations, particularly suppliers career paths qualifications regulatory powers 4 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 5. IT organisations must ensure they get the right mix of ingredients to acquire, manage and develop talent IT Talent Ecosystem Retain How are you going to develop the people who Develop already work for you and will you need to draw Talent Talent on external training or recruit new people? Develop INTERNAL Manage INTERNAL Talent Talent Retain How do you make sure once you’ve developed Talent Talent your people, that you retain them? Recruit Train & Certify EXTERNAL Perm How do you manage your people to ensure staff Manage Recruit you address poor performance and reward Talent Contract success? staff How do you make best use of training and The IT Talent environment is like an Train & certification schemes to develop, manage Certify and retain your talent? ecosystem and needs the right mixture EXTERNAL of ingredients to stay healthy – if one is missing, the ecosystem can suffer To what extent can you afford to rely on Recruit Contract contractors to meet your needs? Is this The ecosystem interacts with the staff affordable, and will it increase your flexibility? external market and this needs to be controlled. Unlike a profession such as accountancy, you can’t rely as easily on Recruit What will be your approach to recruiting Perm permanent staff, how will you attract them, and the market to provide the talent you staff what career development schemes will you offer? require 5 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 6. A strategic approach to talent can help make your IT organisation more effective and efficient The challenge Your approach should look more like this Retain Performance Management Talent De e Retention & Recruitment fin Develop ve INTERNAL Manage De Talent Talent lo IT Talent p Continuity & Succession Talent Strategy Recruit Resourcing & Scheduling Train & EXTERNAL Perm Certify staff Maintain Recruit Career Development Contract staff Strategic Levers IT Talent Strategy IT Talent Ecosystem An IT Talent Strategy can help manage IT talent challenges, allowing you to control approaches to one or more Strategic Levers such as Performance Management. If you want to become an employer of choice for example, you would need to consider a balance of levers, including retention, recruitment and career development. Additional benefits could be derived from thinking about resourcing to ensure employees experience a range of projects/roles 6 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 7. SFIA can play a key linking role in turning an IT organisation design into practice IT Target Operating Model Organisation Designs/Operating Models – what will the organisation look like? Organisation Designs translate high level Operating Models into reality, detailing roles, reporting lines and hierarchies Job Descriptions then describe the activities and responsibilities of each role, but rarely the skills and capabilities required for delivery Competency Model – what skills and capabilities will I need? A Competency Model defines the skills and capabilities needed to IES IT deliver the requirements of the Operating Model LIT Competency Competency Models should be based on recognised skills and B Model PA capability frameworks to provide both a common language between CA organisations and to enable baselining and external comparisons SKILLS Talent Management Strategy – how to acquire, develop and manage your talent Performance Management Both the Organisation Design and Competency Model are a De e statement of what you would like to achieve but they cannot be f in ve Retention & Recruitment De acquired, developed or managed without an ongoing process l op Continuity & Succession IT Talent Strategy The Talent Strategy defines the approach an organisation should Resourcing & Scheduling take to one or more related talent issues such as performance management, retention and recruitment – it is underpinned by the Career Development Maintain Competency Model The Talent Strategy has to be continuously managed and updated Key strategic Strategy lifecycle to enable the required skills and capabilities to be achieved talent levers 7 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 8. Lessons Learnt: What are the critical success factors for using SFIA to raise the bar in your organisation? Things you must do Use SFIA to help baseline your existing skills and capabilities, ensuring you robustly challenge them Consider using external organisations to help you provide an independent audit Set ambitious targets for developing skills and capabilities Link SFIA levels to your own grading structure Things to watch our for Don’t just use SFIA as way of representing your existing organisation – use it to make it more effective Don’t allow IT and HR to work in isolation Don’t allow people to select too broad a skill base Don’t confuse knowledge with skills 8 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 9. Lessons Learnt: How can you use SFIA to help create a more flexible organisation? 9 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 10. Lessons Learnt: How can you use SFIA to help create a more flexible organisation? 10 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 11. Final Word: Highly effective but could be dangerous in the wrong hands – handle with care! SFIA has the ability to play a key role in driving IT effectiveness Like PRINCE2 and ITIL if you use it in the wrong way you can cause more harm than good Particularly in the present climate, efficiency, effectiveness and quality are now more important than they have ever been Recognise that SFIA can play a key linking role in delivering the type of IT capability you want to deliver SFIA cannot do everything: so also recognise that you also need an operating model, HR processes and a talent strategy to get your IT organisation fit for the additional challenges which IT has to address 11 SFIA and IT Effectiveness ©2008 Deloitte MCS Limited. Private and confidential
- 12. Deloitte Stonecutter Court Tom Fuller Stonecutter Street Consulting London EC4A 4TR United Kingdom www.deloitte.co.uk Mobile: +44 (0)7818 011423 thomasfuller@deloitte.co.uk A member firm of Deloitte Touche Tohmatsu Member of Deloitte Touche Tohmatsu