Global Career Path Modeling

September 2015

Global Career Path Modeling

2

Agenda

Danske Bank IT – A Global Workforce

Career Path project vision and overview

Job profile example

Presentation of speaker

Paradigm shifts of IT Competencies

3

Annette has been leading an HR department through radical changes in an ever

changing IT business. Split-ups, organizational changes, an outsourcing start-up in

India, mutable needs for competencies and business focus is just a few things

Annette has been handling in recent years.

Speaker

Annette Jensen, 46,

MSc (Econ.)

Process Consultant

First Vice President, Head of HR in

IT

Formerly

HR-partner

HR-Development Consultant

21 years in Danske Bank Group

4

Agenda



Job profile example



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The Global Team - 2015

Danske goes Captive

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Attain a high-performing workforce

Vision A high-performing

global workforce that

delivers world-class

solutions

Target state

Generalist and specialist

career paths at all sites

Functional leadership at

all sites

Common global goals

and vision

Improved business

continuity and shift

coverage

7

“ “ When developing IT-

competencies of the future, we

have to think of the entire

employee lifecycle — from

attraction and recruitment over

on-boarding to training and

ongoing development

Annette Jensen

Head of HR IT, Danske

Bank

8

Agenda



Job profile example



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Paradigm shifts of IT competencies

• English is now a demand – is wasn’t 10 years ago

• The global setup calls for Cultural Intelligence

• The global setup calls for even greater networking and

communication skills

• The future calls for project management and supervisor skills –

even from the everyday software engineer

• The shift in outsourcing demands a mindset with focus on quality

and cooperation.

10

Danske Bank — Educational Level IT specialists background in DK

1

4243

86

Master BA Degree Diploma Basic Other

Building IT Talent by recruiting bachelor and academic skills

11

26

16

2225

Master BA Degree Diploma Basic Other

*Prosa 2010

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Agenda



Job profile example



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Career Path vision Building on talents in Group IT

“We will be looking to increase skill

sets of our staff across all sites.

We will make sure we have adequate

funds for training in core IT skills, for

certifications, and for advanced skills

and knowledge of best practices.”

— Jim Ditmore

Headlines 22.10.2014

13

Career Path project The overall goal and what is in it for you

Clear career paths for all employees, entailing

Comprehensible job descriptions

Defined areas of responsibility

Description of task complexity

Clear skill, behaviour and competency requirements

Training and certification requirements

Pay grade transparency

… and an overview of what is required in order to advance and develop.

14

Project process overview

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Pilot profile

description

Define job families

Work with each

profile

Review process

Implementation phase

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Input is received from all areas of Group IT

The new profile structure builds on input from GIT managers, employees and

shop stewards.

A Steering Committee has been established to ensure all areas are represented.

The project approach has been both top-down and bottom-up.

The goal is for the profiles to provide value for employees and managers by

increasing transparency so it is clear what is expected in a specific role — and

which skills are needed to advance.

16

Union Kim Grønbek (KRGN), Henrik Surland Olsen (HSU), Carsten Eilertsen (CEI), Dorte Annette Bielefeldt (DBI), Gerner Svendsen

(GESV)

Bo Birkrem (BOBI)

Anne Ross Vagnby

(AVAG)

Jan Møller Hansen

(JANML)

Tommy Fuglsang

Kristensen (TOMKR)

Flemming Krath

Engedal (FEK)

Marie Degerud

Jeppesen (MABH)

Martin Simonsen

(MSIM)

Søren Swane

Hagensten (SRHAG)

Jeppe Buk (JBUK)

HR Review LT/IN

Aušra Bijaminienė (AUBI),

Kasturi Cotha (KC)

Career Path Project Organisation

PB IT SEPA HOF TB IT CTO BB IT

HR Steering Committee

Project Management

Annette Jensen (AJEN)

Julie yde Sulkjær (JSUL)

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Overall information about job profiles

The profiles are designed to be international, and we will have the same job

profiles in India, Lithuania and Denmark

The profiles will be based on skills — not domain

It is expected that GIT will have around 50 job profiles, that will all consist of an

underlying title structure (based on generic title prefixes). However, there will be a

few profiles with less than 10 employees that will be covered by a generic profile.

The generic title prefix is as follows

Associate/Junior

[Profile name without prefix]

Senior

Principal/Lead

Portfolio/Chief/Program/Senior Principal

Functional titles will be utilized to add an additional layer of specificity to the job

title (based on the specific task/program/activity undertaken)

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Job roles and titles will change

9

37

35

53

122

128

131

274

2

37

31

16

2

87

18

77

Other

Test Manager (Tester)

IT Architect

IT Developer 724 526

Project Manager

IT Specialist

Webmaster

Manager

Business developer

DK: 1.513 IN: 796 Tota

l

http://indien.um.dk/en/news/newsdisplaypage/?newsID=AE63E012-7DC6-410A-91FA-E70C2F76AB89

19

Agenda



Job profile example



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Responsibilities and managerial duties

• Directs projects in Danske Bank to realize project objectives

• Facilitates correct organizational setup for the project and establishes the working

relationships with business areas, suppliers, Steering committee, and other relevant

stakeholders

• Ensures that project deliverables conform to strategy directions and desired system

architecture

• Responsible for team building, guidance and skills development to achieve project

goals

• Adheres to project management best practices, methodologies, systems and tools as

defined by Danske Bank.

• Participates in the continuous improvement of the project management process

Complexity of tasks

Main working relationships

Business Representative

Development Manager

System managers

Project staff

Project steering committee

Suppliers

Job purpose

A Project Manager (PM) plans, manages and reports on projects within the constraints

of scope, quality time and cost to successfully accomplish the projects goals and

objectives.

The PM maintains a strategic focus for the project with frequent interaction with the

business areas and the client to ensure a balance between the immediate project needs

and the long term goals of the Danske Bank.

Reports to (incl. BU/function)

Development Manager in Group IT

Assistant Project Manager reports to System Manager as main direction (in Group IT)

Titles

Associate/Junior Project Manager, Project Lead, Project Manager, Senior Project

Manager and Program Manager

Project Manager

Complexity of task

Complexity of task is correlated with the requirement for guidance from manager and the

complexity of the projects that typically meet most of, but not limited to, following

characteristics:

• Number of resources (FTE)

• Impact of process change/training to business unit employees

• Interdependencies with other areas.

• Extent of operational risk.

• Extent of change to technology infrastructures

• Resource availability constraints

Key competences (max. 13)

Personal Competencies

• Quality-Conscious

• Customer Focused

• Flexible

• Efficient

• Team player

• Ambitious

• Leadership

Professional competencies

• Planning and evaluating

• Project management

• Project control

• Financial management

• Business focus

• Development model

• Group Procurement

• Group Legal

• IT Service Manager

• Help Desk

• Organisational Change Manager

• End users

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Job title/Job

code

Associate/Junior Project

Manager Project Lead Project Manager Senior Project Manager Program Manager

Competences

Professiona

l expertise

Education

• Short term higher education of 3

years duration (Bachelor) or

equivalent

experience/education

Professional skills

• Good understanding of project

management disciplines and

knowledge of project

management and planning

principles

Completed training program

• None

Experience

• Participating on a project team

Certification

Required

• None

Education


years duration (Bachelor /

equivalent experience/education

• or higher (preferably a master)

Professional skills

• Working knowledge of project


project team dynamics


• PMI / IPMA registered training

Experience

• Minimum 1.500 hours

(approx.13 man-months) of

professional experience on

multiple project teams

Certification

Required

• IPMA D

Education





Professional skills

• Strong knowledge of project


project team dynamics.

• Demonstrated successfully

managed projects and as

project manager showed the

ability to influence others to

desired outcomes



Experience

• Minimum 36 man-months PM

experience in project leadership

on multiple moderate to complex

projects

Certification

Required

• IPMA C

Education





Professional skills

• Excellent knowledge of project




managed complex projects.

• Showed the ability to influence

others to desired outcomes.

• Knowledge of organizational

change management

methodologies and principles



Experience

• Minimum 60 man-months of

experience in project

leadership, including

management of complex

projects for a minimum of 36

man-months.

Certification

Required

• IPMA B

Education




or higher (preferably a master)

Professional skills

• Superior knowledge of project




managed large complex and

cross-functional projects.

• Showed the ability to influence

others to desired outcomes.

• Comprehensive knowledge of

organizational change

management methodologies and

principles.

• Comprehensive knowledge of

business areas’ products,

strategies and goals


• Advanced PMI / IPMA registered

training

Experience

• More than 60 man-months of

experience as a project manager

of complex projects, and

additional 2 years experience as

senior project manager working

with program management

supporting strategic objectives.

Certification

Required

• IPMA A

22

Job title/Job

code



Competences - Continued

Personal

skills

• Strong communication,

presentation and interpersonal

skills

• Strong analytical and problem

solving skills.

• Financial services experience

preferred.

• Strong analytical,

communication, teamwork and

interpersonal skills

• Proven ability to effectively

negotiate and facilitate problem

resolution


preferred.

• Strong analytical,




negotiate and facilitate problem

resolution.


preferred.

• Excellent proven analytical,




negotiate and facilitate complex

problem resolution. .


preferred.

• Excellent proven analytical,



• Superior ability to effectively

negotiate and facilitate complex

problem resolution. .

• Proven ability to negotiate with

senior leadership


preferred.

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Job title/Job

code



Responsibility/Complexity

Responsibiliti

es and

managerial

duties

General

• Maintains the project schedule,

tracks, individual activity

assignments for status, assist

and provide information to the

project manager to determine

overall project status.

General

• Manages small project team(s)

to meet objectives of projects

that are limited in scope, risk,

and / or organization span; or

leads one or more subprojects

within a large, complex project.

• Organizes and guides project

operations through adherence

to Danske Bank project

management methodologies

Initiating

• Actively participates in the

development and preparation

of business cases, cost/benefit

analysis and project budgets.

Planning

• Identifies and negotiates

schedules, milestones and

resources required to meet

project objectives.

General

• Manages project team(s) to

meet objectives of projects that

are moderate to complex in

scope, risk, and/or

organizational span, or multiple

small to moderate projects.

• Organizes and guides project




Initiating

• Actively manages the

development and preparation of

business cases, cost/benefit


Planning




project objectives.

.

General

• Manages project team(s) to

meet objectives of projects that

are complex in scope, risk,

and/or organizational span.

• Organizes and leads project




Initiating


development and preparation of

business cases, cost/benefit


Planning




project objectives.

• Identifies key stakeholders and

gains their active participation;

maintains multi-functional team

relationships.

.

General

• Manages and direct project

managers and teams to meet

objectives of complex, cross-

organizational and/or strategic

programs.

• Organizes and leads program




Initiating


preparation of the program

budget.

Planning

• Identifies and negotiates overall



program objectives.

• Identifies key stakeholders and

gains their active participation;

maintains multi-functional team

relationships.

24

Job title/Job

code



Responsibility/Complexity - Continued

Responsibiliti

es and

managerial

duties

Executing

• Provides logistical support for

project related meetings

(agenda, minutes, timelines,,

task list)

• Maintains key project

deliverables (issues log, risk

matrix, project status reports,

business cases, post-project

reviews, presentations) and / or

monitors project deliverables for

a program office.

• Understands the roles and

responsibilities of all project

team members; may coordinate

problem resolution

This profile generally has medium

demands for managerial duties

and responsibilities:

Monitoring & Controlling

• Obtains status of activities,

issues, risk mitigation actions,

etc. From project team

members; assembles and

tracks to completion.

• Tracks and reports on open

issues, risks and risk mitigation

actions.

• Escalates items open beyond

target dates to project manager

Executing

• Ensures proper scope elicitation

and manages scope change,

communication, issues and

risks, and organisational

change to meet project

objectives

• Organisational implementation:

Works with client departments

to coordinate implementation,

validation, training and support.

• Hand-over to System

management according to

System Management

agreement.

This profile generally has high




• Monitors project financial

performance to maintain the

quality of services, deliverables

and content within proposed

budget.

• Evaluates and reports progress

in terms of quality, financial and

performance metrics to relevant

stakeholder and committees

.Executing




risks, and organisational change

to meet project objectives


Works with client departments to

coordinate implementation,




System Management

agreement.

This profile generally has high








budget.





Executing




risks, and organisational change

to meet project objectives;


Works with client departments to

coordinate implementation,




System Management

agreement.

This profile generally has heavy


and responsibilities.


• Develops extensive project

management controls for

sparring complex, cross-

organizational boundaries.





budget.





Executing



communications, issues and

risks, and organizational change

across interrelated projects to

meet all project and program

objectives.


Assess the impact of the scope

and organizational change of the

combined projects throughout

the timeline of the program,

including implementation of

outcomes, training and

communication.

This profile generally has heavy




• Develops project management

controls for spanning complex

multi-departmental boundaries.

• Monitors programs financial




budget.





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Associate/Junior

Project Manager Project Lead Project Manager Senior Project Manager Program Manager

Responsibility/Complexity - Continued

Responsibilitie

s and

managerial

duties

HR & Leadership

• Provides matrixed direction and

leadership to all project team

participants.

• Provide training, to project

participants if needed for the

project

• Provides performance

feedback to the manager of

each project team participants.

HR & Leadership



participants.



project

• Provides performance feedback

to the manager of each project

team participants.

HR & Leadership



participants.



project


to the manager of each project

team participants.

• May have direct supervisory

responsibility for other

employees.

• Provides feedback and

participates in the continuous

improvement of the project

management process

• Contributes regularly to the

organizational learning and

drive the groups ability to

improve

(e.g. Centre of Excellence

participation, improving best

practices, network facilitation,

and as instructor, reviewer and

mentor)

HR & Leadership



participants.


to the manager of each team’s

project manager

• May have direct supervisory

responsibility for other

employees.

• Provides feedback and

participates in the continuous

improvement of the project

management process

• Additionally contributes to

industry standards through

conference/seminar speaks,

university lectures, publishing

articles and user group

participation and leadership

26 * Operational risk is based on scale from Group Risk Management – for explanation, please look up the Appendix in this presentation

Associate/Junior

Project Manager Project Lead Project Manager Senior Project Manager Program Manager

Complexity of

tasks

• This profile predominantly

calls for independent tasks

and partly complex tasks

solved predominantly

through own decision

making:

• Supports project/program

managers; may lead sub-

teams, but does not lead

project teaks.

• Requires guidance from

manager.

• Is not part of the

management team.

• This profile predominantly calls

for independent tasks and partly

complex tasks solved

predominantly through own

decision making:

• Projects that are small in

scope, risk, and/or

organizational span, including

subprojects of larger, more

complex projects.

• Differentiating factors: project

duration, number of

deliverables, organizational

stability, and compliance risk.

• Requires guidance from manager.

Typically leads projects that meet

most of, but not limited to,

following characteristics :

• Resource of 1-3 FTEs

• Minor process change/training

to business unit employees

• Minor interdependencies with

other areas.

• Operational risk:*:

Direct: < 1 mill. DKK.

Reputational: Small

• Minor changes to technology

infrastructures.

•This profile primarily calls for

independent and partly complex

tasks solved primarily through

own decision making:

• Projects that are moderate to

complex in scope, risk, and/or



complex projects.


duration, number of



• Requires very little guidance

from manager.

Typically leads projects that

meet most of, but not limited to,

following characteristics:

• Resources of 3-8 FTEs

• Moderate process

change/training to business

unit employees

• Interdependencies with other

areas.


Direct: < 10 mill. DKK.

Reputational: Large

Black Swan: Mild

• Moderate changes to

technology infrastructures

• Resource availability is a

constraint

•This profile primarily calls for

independent and partly complex

tasks solved primarily through

own decision making:

• Projects that are moderate to

complex in scope, risk, and/or



complex projects.


duration, number of



• Requires no extra guidance

from manager.

Typically leads projects that

meet most of, but not limited to,

following characteristics:

• Resource 8+FTEs

• Process change/training to

business unit employees

• Interdependencies with other

areas.


Direct: >10 mill. DKK.

Reputational: Very Large

Black Swan: Severe

• Change to technology

infrastructures

• Resource availability is a

constraint

•This profile calls for

independent and complex tasks

solved through own decision

making. Strategic tasks may

occur:

• The program is differentiated

from projects by following

definition:

• A program is a group of

interrelated projects with a

shared goal or outcome with

a broad organizational

impact.


Direct: >10 mill. DKK.

Reputational:: very Large

Black Swan: Catastrophic

Country

specifics/local

requirements

27

Clarification of job level (Salary model Group IT Denmark)

Associate/Junior

Project Manager Project Lead Project Manager

Senior Project

Manager Program Manager

Job level

The job is at sublevel (I,

II or III)

Responsibilities and

managerial duties

Complexity of tasks

Allowance

• 6

• 3 – medium demands.

• 3 – predominantly

independent tasks and

partly complex tasks solved


decision making.

• 7

• 4 –high demands.

• 3 – predominantly

independent tasks and

partly complex tasks solved


decision makin.g

• 8

• 4 – high demands.

• 4 – primarily independent


solved primarily through

own decision making.

• 9 or contractual.

• 5 – heavy demands.

• 4 – primarily independent


solved primarily through

own decision making.

• contractual

• 5 – heavy demands.

• 5 – independent and

complex tasks solved

through own decision

making. Strategic tasks may

occur.

Clarification of job level (Salary model Danske IT)

Band and Grade • Band: C

• Grade: V

• Band: C

• Grade: VI

• Band: B

• Grade: VII

• Band: B

• Grade: VIII

• Band : A

• Grade: IX

Clarification of job level (Salary model Lithuania)

Hay level 15 16 17 18 19

Date: 16. January 2015

Owner: Group IT Management

HR: Group HR IT

Shop Steward:

Participants Danske Kreds:

BOBI

AJEN

KGRN, HSU

CEI, GESV, DBI

28

Potential career path between profiles - The below shows the most closely related job profiles and thus the most common career paths, however, any path is possible to explore based on individual potential and performance

Software Engineer

Process Consultant

Project Manager

Program Manager

Senior Project Manager

Project Manager

Project Lead

Associate/

Junior Project Manager

Management

Business Analyst

Organisational

Change Manager

Coordination

Manager

Manage-

ment

Other job

profiles

Economy & Finance

Global Career Path Modeling