Building Professional IT Capability SFIA

IBM Global Business Services

Unlocking the DNA of the Adaptable Workforce

B ildi P f i l IT C bilitBuilding Professional IT Capability

Version 1.0November 26, 2007

© Copyright IBM Corporation 2007


We interviewed over 400 companies from 40 countries to understand phow organizations are improving workforce performance

Project objectives

• Understand how organizations are t f i th i kf t

Project methodology

• Interviews with 404 Chief Human R ffi d i HRtransforming their workforces to

compete more effectively in today’s business environment

Id tif l di ti d

Resources officers and senior HR executives (over 75% conducted face-to-face)

40 t i A i P ifi• Identify leading practices and opportunities for organizations to improve their overall workforce performance

• 40 countries across Asia Pacific, Europe, Latin America, and North America

p• Mix of industries and organization sizes

• Combination of quantitative and qualitative survey information, as well as q yfinancial data, secondary research, case studies and client experience

© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-072


Enhancing workforce performance in today’s turbulent business g p yenvironment requires four key components

An adaptable workforce that can rapidly respond to changes in the outside market

Effective leadership to guide individuals through change and deliver results

An integrated talent management model that addresses the entire employee lifecycle

Workforce analytics that can deliver strategic insight and measure success



Developing an Adaptable Workforce –Adaptable Workforce –

A Critical Capability



Multiple forces drive the need to develop a workforce that is p pable to adapt to changing business conditions

Security Concerns

Globalization New Business Models

Workforce

Changing Demographics

MarketVolatility

Adaptability

Global Competition

“Businesses change every day, and the development of a workforce who can cope with change is not easy ”


of a workforce who can cope with change is not easy.- Japanese transportation company

Source: IBM Global Human Capital Study 2008.


Only a small number of companies believe their workforce is “very y p ycapable” of adapting to change

How would you rate your workforce’s ability to adapt to potential changes in the business environment?

53%

30%

14%

30%

3% 0%

Very capableof adapting to

change

Generally capable of adapting to

change

Don't knowSomewhat capable of adapting to

change

Not capable of adapting to

changechange change




Developing the ability to predict future skills, identify expertise, and p g y p , y p ,foster collaboration can help build an adaptable workforce

Ch t i ti f i i di ti th i kfCharacteristics of companies indicating their workforce “Very capable of adapting to changing business conditions”

Very adaptable to change

80%

56%

Able to predict future skills

All other companies

74%Effective in locating experts

72%

55%locating experts

Effective in

49%

Effective in collaboration




The primary barriers to collaboration appear to be organizational, p y pp g ,rather than technical in nature

How significant are the following barriers to collaboration g gacross your organization?

29%27%15%Organizational silos inhibit

10%

7%

15%

20%

34%

29%

31%

27%

9%

15%

Individuals are too busy to assistothers across the organization

gcollaboration

22%

20%

22%

19%

28%

24%

20%

25%

8%

12%

Technological tools do noteffectively support collaboration

Performance measures not alignedto reward individuals for collaboration

37%21%20%12%9%

Concerns about intellectual property

Collaboration not viewed asimportant

y pp

51%22%14%9%3%p p y

limit effective collaboration

[5] Not at all significant[4][3][2][1] Very significant [6] NA or Don't know




Organizations looking to improve their workforce adaptabilityOrganizations looking to improve their workforce adaptability should focus on three areas

• Create a formal process to anticipate the projected demand for skills needed to Predict future skills

• Develop an expertise location capability that

deliver on the business strategy

p p p ycombines formal skills managementefforts with employee profiles and other social networking technologies

Locate expertise

Collaborate

• Foster collaboration through communities, performance measures and embedding collaborative technologies into day-to-daycollaborative technologies into day to day processes




Our Point of ViewI t t d t l t t t t d li kf t b i bj tiIntegrated talent management strategy and processes align workforces to business objectives which drive innovation and growth across the enterprise

Learning andDevelopment

PerformanceManagement

Enabling genterprise

innovation and performance

through improved workforce

EnterpriseStrategy

EnterprisePerformance

Collaborationand Portals

WorkforceManagement

effectiveness



Motivate and Develop

Before we can Motivate and Develop



Enabling

Before we can Motivate and Develop our people we need to be able to

answer some key questions


WorkforceManagement

Enabling enterprise innovation

and performance


effectivenes

EnterpriseStrategy


o Why do we want to have IT Professionals at all?

o What roles do we want the IT Professionalse ect e ess

o What roles do we want the IT Professionals to play?

o How will we know when they have been successful?successful?

o How many of them do we need to achieve the outcomes desired?

o How will we ensure that we make the most of the capability that we have got?



Why do we want to have IT Professionals at all?(eg IT Architects)

T d i li ith d• To drive compliance with and exploitation of an Enterprise ArchitectureArchitecture

• To maximise the re-use of assets and components within the organisationcomponents within the organisation

• To ensure consistency of i l t ti timplementation or systems

• To deliver better Architected and Learning andDevelopment


Enabling

Designed solutions that meet the needs of the business Collaboration

and PortalsWorkforce

Management


and performance


effectivenes

EnterpriseStrategy



effectiveness


What roles do we want the IT Professionals to play?What roles do we want the IT Professionals to play?

Solution

Skills

Role TechnologyLevel

Competency

Products



Enabling


WorkforceManagement


and performance


effectivenes

EnterpriseStrategy



effectiveness


How will we know when they have been successful?How will we know when they have been successful?

We need to be clear about what good looks likeWe need to be clear about what good looks like

•What are the outcomes that are required?

What do the deliverables look like?•What do the deliverables look like?

•How is the role viewed by other key stakeholders?

/ ?•How did they work/interact as community?



Enabling


WorkforceManagement


and performance


effectivenes

EnterpriseStrategy



effectiveness


How many of them do we need to achieve the outcomes d i d?

Before we can answer this question

desired?



Enabling enterprise

Before we can answer this question we need to answer another few key

questions


WorkforceManagement

enterprise innovation

and performance


effectiveness

EnterpriseStrategy

EnterprisePerformance o Which roles/skills do I want to grow and

develop within the organisation?

o What will I be keeping on-shore and whats o What will I be keeping on shore and what will be moving off-shore?

o What skills will not be required going f d?forward?

o How many do we need to execute our plans?

Workforce Management

p


g


How will we ensure that we make the most of the capability that we have got?

o Ongoing development of professionals in-line with Resource Strategy and Business NeedsNeeds

o Connect and motivate professionals to operate as part of self supporting

iticommunities

o Consistently deploy professionals where there is greatest business need and they



Enabling

g ycan deliver greatest value

o Rigorously apply performance management to ensure that good performance is


WorkforceManagement


and performance


effectivenes

EnterpriseStrategy


to ensure that good performance is recognised and rewarded and poor performance is identified and addressed.


effectiveness


Enhancing workforce performance in today’s turbulent business g p yenvironment requires four key components

An adaptable workforce that can rapidly respond to changes in the outside market

Effective leadership to guide individuals through change and deliver results

An integrated talent management model that addresses the entire employee lifecycle

Workforce analytics that can deliver strategic insight and measure success
