CGI Tracking The Human Assets and Developing Them SFIA
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This document summarizes CGI's implementation of the SFIA skills framework to track employee skills and develop career plans. Key points include: 1) CGI wanted a system to accurately assess employee skills and ensure people are in the right jobs with development plans. They chose the InfoBasis platform to implement SFIA and link it to learning solutions. 2) Successful implementation required line manager and employee engagement. Skill self-assessments posed challenges like over/under-assessments. 3) Benefits included more accurate job descriptions, clearer employee responsibilities, better targeted training, and overall skills visibility to inform recruitment and career planning.
CGI Tracking The Human Assets and Developing Them SFIA
- 1. November 2007 Tracking the human assets - and developing them Presented by Tony Freer © CGI GROUP INC. All rights reserved _experience the commitment TM
- 2. Agenda g • “Here’s the CGI story with SFIA” y • The plan • Implementation issues p • Benefits now • The future 2 Confidential
- 3. The Plan • Where did we want to get to? g • Handle on skills and behaviours = ensure that people a e the g t are in t e right job, a d have a p a to de e op and a e plan develop themselves within that role and beyond. • Here are the steps we undertook: • Decide on an approach (i.e use technology) • Implement • Get Line managers involved • Get employees involved • Analyse 3 Confidential
- 4. Implementation p • Why y use a technological solution? g • Flexibility to respond and adapt skills in the future • Need to analyse data in many different ways y y y • Gives you a view of what you’ve got, and enables you to be cleverer with it • Chose InfoBasis platform: • flexibility o more than o e framework e b y of o e a one a e o • Could go day 1 with SFIA, and add others later • Link in learning solutions – Skillsoft e-learning e learning Confidential
- 5. Implementation Issues p • Success comes through line management engagement – g g g g it can’t just be an HR initiative (and seen as that) • Success through the people - IP = skills t oug t e peop e s s • Skill levelling – self assessment = • Over assessments • Under assessments Confidential
- 6. Benefits • More accurate and up-to-date job descriptions • Makes clearer what people in jobs should be doing • Job role comparisons • Promotions, Promotions create effective development plans • Not a matter of individual guessing – clearer focus on getting people to where they need to be • More effective development activities = better targeted spend on training budget • Can now do overall helicopter view of the skills • More d fi iti i recruitment M definitive in it t 6 Confidential
- 7. Career prospecting p p g 7 Confidential
- 8. Skills Summary y 8 Confidential
- 9. Next Steps p • Resourcing g – deploying the right p p in the right p y g g people g engagements • Global de e y c uc a – being a a e o capab ty G oba delivery crucial be g aware of capability globally increasingly important 9 Confidential
- 10. Lessons Learned • Do not under-estimate the change management that g g may be required • Need a state e t o intent – clarity o d ect o for a eed statement of te t c a ty of direction o all • Need top-level sponsor • Difficult to show early ROI 10 Confidential