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The Skills Grid
Gillian Perry – 4th December 2008
What I will cover this afternoon
A I t d ti t N ti l G id d ISAn Introduction to National Grid and IS
“The People Agenda” in IS ?
What we did & the part SFIA played in the programme
What were the Results of our programmeWhat were the Results of our programme
The continuing journey next steps & how will we measure that ?
2
Background - Company Context
National Grid
National Grid is an international electricity and gas company and one of the largest investor-owned energy companies in the world. We play a vital role in delivering gas and electricity to many millions of people across Great Britain and northeastern US in an efficient, reliable and safe manner. We are committed to safeguarding our global environment for future generations and providing all our customers with the highest standards of service through investment in our networks and through our talented, diverse workforce.
People Issues in IS
Impact of mergers, change and efficiency savings
Limited staff attrition due to an excellent employment proposition
Perception of limited training opportunities
Outsourcing and out-tasking
3Continued integration of islands of IT in the business
People Context
The People AgendaThe People Agenda
Established following IS Conference in 2004
Importance of the programme backed up by staff survey results
The People Agenda aimed to:
Increase the overall effectiveness of IS People by ensuring The individuals understood their contribution to the companies success They were in the right role to deliver greatest return on Investment K h d l h d d d d ki i Knew what development they needed and were undertaking it. Worked as communities to solve common problems
Increase the capability of IS by Increasing business confidence of IS to deliver Having the right people in IS to deliver the business needs Being seen as IT Professionals
4
Background to UK IS Transformation
Security Innovation
How Can we develop Supplier
Business knowledge
skills for the next generation IT Next Generation
IT
Supplier Management
Efficiency
Collaboration
Ch i Skill C bilit & F
Programming
Efficiency
How do we deliver on f t t d d
Changing Skills Capability & Focus
Testing
Technology
future customer demandTraditional IT
5
TechnologyInfrastructure
Based on research by W. Chan Kim (BCG) & Renee Mauborgne (Insead)
Strategic Priorities
Recognised as IT professionalsRecognised as IT ProfessionalsRecognised as IT professionals External benchmark from employee and employer viewpoint Support for involvement in IT professional development & membership.
Development Assessment & Career Planning
Recognised as IT Professionals
Development Assessment & Career Planning 1 or 2 day development centres Individuals and line managers review and set development priorities Helped managers to assess the right roles and future career direction for staff
Focused TrainingFocussed TrainingFocused Training Analysis of data identified key interventions Masterclasses / Mind gyms / technical training Team development (including leadership)
Focussed Training
Communities Established communities Common development areas within the same role
Communities
I d C i tiImproved Communication (inc vision) Improved Communication
6
Why SFIA ?
Th i h t!The easy answer is why not!
We wanted:
A set of role descriptions without spending hours writing them ourselvesA set of role descriptions without spending hours writing them ourselves
We wanted to be able to compare ourselves with other companies
We wanted to know what skills we should recruit or develop in our people .
We wanted to identify appropriate training
7
How did we use SFIA (including SFIAplus)
Identify theSFIA rolesAgree what
Review (retain vanilla roles where
We do in house
Clarify
vanilla roles wherepossible)
Clarifythe deal
Identify in-house Develop
our People
ycapability
8
The Results
H did R t I t tHow did we measure Return on Investment:
Staff Survey results
Project Management effectiveness
BCS mini audit and full audit
9
Staff Survey Results – Career Development
2.4.1 You have opportunities to develop your career at National Grid
Career development
Somewhat Agree
Agree 33%
83%
Somewhat Disagree
Neutral
(5)%
0% 10% 20% 30% 40% 50%
Disagree 44%
0% 10% 20% 30% 40% 50%
2004 Results 2006 ResultsBetter (Worse)
10
Staff Survey Results – Training Opportunities
70. In my work unit, I am able to take advantage of the learning and development opportunities I need to make a valuable contribution to my company
Training
Somewhat Agree
Agree 27%
26%
Somewhat Disagree
Neutral
Somewhat Agree
12%
26%
23%
Disagree
Somewhat Disagree 12%
12%
0% 10% 20% 30% 40% 50%
2004 Results 2006 ResultsBetter (Worse)
11
Business Benefit for Project Management
This was based on a measure created jointly with a
70%
80%This was based on a measure created jointly with a process change in Project Management
No comparable target for 2008 due to new global model
40%
50%
60% model.
Benefits we believe we delivered are:
Role Clarity
20%
30%
40% 20052007
y
Development plans for Project Managers
Investment in training
0%
10%
20%Seen as a professional IT person
Number ofMilestones
missed
Number ofresanctions
12
BCS Audit Results
The BCS conducted a mini-audit of IS in March/April 2006The BCS conducted a mini-audit of IS in March/April 2006
The principle findings were as follows:
70% of staff believed that the development climate in IS had improved
79% felt that their role profile was appropriate
83% felt that their plan focussed on important development gaps
25% felt that objecti es ere SMART25% felt that objectives were SMART
75% felt that they would review progress with their Manager
The Recent 2008 Audit found
Awarded full status for Professional Development Accreditation
Management Commitment & staff participation in development is excellent (we have won the hearts and minds of people)
Regular performance and development reviews are held.
13
All paperwork is completed but there were observations around quality.
Roles, Globalisation and the Future
SFIA version 4 & the Global Fit
Global IS – National Grid is one of the largest Utilities in the WorldGlobal IS National Grid is one of the largest Utilities in the World
2nd staff survey March 2009 (2008 - Globally 51% said they believe there are opportunities to develop in National Grid. (7% higher globally)
Established a Global People ProgrammeEstablished a Global People Programme
Completed a successful leadership conference – roles remains one of our top priorities
We have a new global model for IS in place
We will have a new organisation in place emphasising globalisation
Global communities
Measures ?Measures ?
Staff Survey
Just looking a other performance measures Customer Survey ? Customer Survey ? Project / Programme delivery ? Individual & Team Performance ?
14
Globalisation and the Future
O T O N ti l G id15
One Team, One National Grid