Making IT Talent Work SFIA

Making IT Talent Work.

04 December 2008

Tom Fuller

Using SFIA to create an

effective IT organisation

2008 CONFERENCE

SFIA and IT Effectiveness2 ©2008 Deloitte MCS Limited. Private and confidential

Vendor Management

ServiceManagement

Client (Business) Management

Architecture& Planning

ProgrammeDelivery

ApplicationsDevelopment

People: Skills and capabilities

Behavioural ChangeSuccession Planning

Process: Operating Models & Enterprise Architecture

Service Delivery e.g. ITIL/ISO20000Project Delivery e.g. SEI CMMI

Controls: Objectives and measures e.g. COBIT, BS7799

KPIs and Management InformationFinance e.g. budgeting, recharging

Technology: Automated Testing

End-to-end Service ManagementWorkflow Engines

ReduceCosts

ReduceReaction Times

Consolidationand

Standardisation

BusinessRelevance

End to End Service

Management

Consistent Nomenclature

IncreaseReliability

Maximise On-Time/On-Budget Delivery

Ensure Secure

Operations

Efficiency

Effectiveness

Quality

An IT Effectiveness Framework… …and its outcomes

An effective IT organisation focuses on people, processes and control as well as technology

What role can SFIA play in delivering an effective IT organisation?


� Constant pressure to minimise expenditure, cost and cash pressures dominate

� Managing a diverse workforce in multiple locations and geographies

� Effective management of poor performance is not always optimised

� Retaining the best staff is a constant challenge

� Sharing leading practice internally

� Working collaboratively with other organisations, particularly suppliers

Delivering an effective IT organisation requires managing an additional set of talent challenges

Typical talent challenges

� IT is a highly complex industry

� IT people costs represent a large proportion of IT expenditure

� There is a recognised shortage of IT talent in many areas of IT

� Market factors are dynamic and can make some skills highly sort after and expensive

� Prohibitive restrictions on IT salaries (typical in public sector)

� The profession is still maturing meaning a lack of established:

� career paths

� qualifications

� regulatory powers

Additional IT talent challenges


� Constant pressure to minimise expenditure, cost and cash pressures dominate

� Managing a diverse workforce in multiple locations and geographies

� Effective management of poor performance is not always optimised

� Retaining the best staff is a constant challenge

� Sharing leading practice internally

� Working collaboratively with other organisations, particularly suppliers

Delivering an effective IT organisation requires managing an additional set of talent challenges

Typical talent challenges

� IT is a highly complex industry

� IT people costs represent a large proportion of IT expenditure

� There is a recognised shortage of IT talent in many areas of IT

� Market factors are dynamic and can make some skills highly sort after and expensive

� Prohibitive restrictions on IT salaries (typical in public sector)

� The profession is still maturing meaning a lack of established:

� career paths

� qualifications

� regulatory powers

Additional IT talent challenges

Can you afford to leave this to

chance…and are you doing enough?


IT organisations must ensure they get the right mix of ingredients to acquire, manage and develop talent

IT Talent Ecosystem

� The IT Talent environment is like an ecosystem and needs the right mixture of ingredients to stay healthy – if one is missing, the ecosystem can suffer

�The ecosystem interacts with the external market and this needs to be controlled. Unlike a profession such as accountancy, you can’t rely as easily on the market to provide the talent you require

Recruit

Perm

staff

Retain

Talent

Train &

Certify

Manage

Talent

Talent

Develop

Talent

Recruit

Contract

staff

INTERNAL

EXTERNAL

Retain

Talent

Manage

Talent

Develop

Talent

Recruit

Perm

staff

Train &

Certify

Recruit

Contract

staff

INTERNAL

EXTERNAL

How are you going to develop the people who already work for you and will you need to draw on external training or recruit new people?

How do you make sure once you’ve developed your people, that you retain them?

How do you manage your people to ensure you address poor performance and reward success?

How do you make best use of training and certification schemes to develop, manage and retain your talent?

To what extent can you afford to rely on contractors to meet your needs? Is this affordable, and will it increase your flexibility?

What will be your approach to recruiting permanent staff, how will you attract them, and what career development schemes will you offer?


A strategic approach to talent can help make your IT organisation more effective and efficient

Define

Develop

Maintain

IT Talent Strategy

Performance Management

Retention & Recruitment

Continuity & Succession

Resourcing & Scheduling

Career Development

� 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

IT Talent StrategyStrategic Levers

Recruit

Perm

staff

Retain

Talent

Train &

Certify

Manage

Talent

Talent

Develop

Talent

Recruit

Contract

staff

INTERNAL

EXTERNAL

IT Talent Ecosystem

The challenge Your approach should look more like this


SFIA can play a key linking role in turning an IT organisation design into practice

� 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

Performance Management

IT

Competency

Model

SKILLS

CAPABLITIES

Organisation Designs/Operating Models – what will the organisation look like?

� A Competency Model defines the skills and capabilities needed to deliver the requirements of the Operating Model

� Competency Models should be based on recognised skills and capability frameworks to provide both a common language between organisations and to enable baselining and external comparisons

Competency Model – what skills and capabilities will I need?

� Both the Organisation Design and Competency Model are a statement of what you would like to achieve but they cannot be acquired, developed or managed without an ongoing process

� The Talent Strategy defines the approach an organisation should take to one or more related talent issues such as performance management, retention and recruitment – it is underpinned by the Competency Model

� The Talent Strategy has to be continuously managed and updated to enable the required skills and capabilities to be achieved

Talent Management Strategy – how to acquire, develop and manage your talent

IT Target Operating Model

Retention & Recruitment

Continuity & Succession

Resourcing & Scheduling

Career Development

Key strategic

talent levers

Strategy lifecycle

Define

Develop

Maintain

IT Talent Strategy


Lessons Learnt: What are the critical success factors for using SFIA to raise the bar in your organisation?

� 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 you must do

� 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

Things to watch our for


Lessons Learnt: How can you use SFIA to help create a more flexible organisation?


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

Member ofDeloitte Touche Tohmatsu

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United Kingdom

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Deloitte Touche Tohmatsu

Mobile: +44 (0)7818 011423

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Tom Fuller

Consulting

Making IT Talent Work SFIA

Business

Transcript of Making IT Talent Work SFIA