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Get a Grip: Best Practices in Competency Centers, Resource Management and Teaming

Diane Morello

Get a Grip

If our most talented people are already in our enterprises, why is it so darned hard

to find them and use them well?

Why does "getting a grip" matter? It shows holes and bottlenecks. It identifies bench strength. It speeds team assembly.

It exposes gaps and suggests options.

Key Issues

1. How will people and organizational practices evolve to support changing business and operating models?

2. What are the best ways to manage and distribute resources for projects, programs and teams?

3. How will IT leaders gain leverage from people's skills and performance?

Projects, Collaboration and Teams Become the Norm

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2000 2005 2010 2015

Different time,different place

Same time,different place

Same time,same place

Working alone

Work Modes

Proportion of work outcomes that depend on group input and actions

A New View of Employment Takes Hold:Multiple Assignments Reign

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2009 2014

"Deployee" Modelsingle employer,

multiple assignments

Traditional Modelsingle employer,

single assignment

Engagement Modelmultiple employers,

multiple assignments

Finding talent means taking advantage of the wealth of skilled, qualifiedand talented professionals who seek alternative work models.

The Talent Quest Crosses Businesses, Borders and Boundaries

Identify and locate people with specific expertise and role experiences.

Encouragecollaboration across organizational boundaries.

Predict requiredskills and their availability during three to five years.

Source: "Unlocking the DNA of the Adaptable Workforce," The Global Human Capital Study 2008, IBM.

To be more adaptable, focus on transparency.

This Ain't Your Daddy's Organization

Role 2

Role 5

Role 1

Role 4

Role 3Role 2

Role 5

Role 1

Role 4

Role 3

Functional Reporting Work Fulfilled by Structure Little Community "Team" Misapplied Managers Decide All

Work Production Fluid Teams Strong Community Extended Networks Vouching for Others Managers Guide,

Negotiate

Job Scope Continuous Task-Focused One Job per Person One Person per Job Well-Defined, Managed

and Measured

Situational Roles Intermittent, Fluid Interaction-Focused 2+ Roles per Person 2+ People per Role Shape-Shifting Hard to Manage

Organizational Intelligence: The Focal Point of Resource Management

Resource ManagementOrganizationally Intelligent

Workforce Planning

What? When? Why?

Who? How? By when?

Demand What's happening

inside and outside? What decisions

are we making? What practice areas

must we develop? What is the

company ready for?

Supply Do we have people?

Where are they? How do we select

assignments? Do we have adequate

bench strength? What are our workforce options?

Strategic Direction

Tactical Decisions

Risk AnalysisForecasts

Expertise Leverage

RolesKnowledge RequiredAppropriate Practices

SkillsCompetency Models

Behaviors And Values

SupplyManagement

Workforce PlanningSourcing Planning

RecruitingOutsourcingAssignments

Integrated HCMLearning

Development

DemandManagement

External DriversInternal Drivers

ProjectsInitiatives

Imperatives

GovernanceArchitecturePrinciples

Foundational Structure

ResourceManagement

Building Blocks of Robust Resource Management

Link Competence Constructs to Portfolio

Future Business Value

Difficulty of Imitating or Replicating

RunBetter, Faster, Cheaper

Resource PoolsService-Level Focus

(Ex: IT Process Expertise)

Nearly all areas of competence move down the project portfolio. New ones emerge, and old ones get institutionalized or retired.

GrowBusiness Step Change

Competence CentersKnowledge Focus

(Ex: Business Analytics)

TransformBusiness Sea Change

Centers of ExcellenceInnovation Focus

(Ex: Context Awareness)

Contextual Impact

Another View: How Competence Changes

Source: Adapted from "IBM IT Governance Approach: Business Performance through IT Execution," February 2008

High variance Medium variance Low variance

Low density Medium density High density

Innovation Execution Efficiency

Variability

Control

Time

Need for competence

emerges

Competence develops andcrystallizes

Competencespreads and getsinstitutionalized

The Stages of Competency CentersCompetency Center Growth Path and Life Cycle

Explore

Experiment

TrialTrial DevelopDevelopCharterCharter LaunchLaunch MonitorMonitor

Promote

Collaborate

Coalesce

Solicit

Assign

Unify

Leverage

Coordinate

Build

Develop

Pilot

TransitionTransition

Institutionalize

Retire

Morph, Renew

Are we the right providers of this competence?

Does this refresh and rejuvenate our business?

Does it cross boundaries and disciplines?

Does it fuel and sustain competitive advantage?

Interaction Rules: People Play Multiple Roles

Peer and horizontal networks are as strong as — often stronger than — employer bonds.

Imperative

Make the quality of people and contact paramount.

Organization Communities

Infrastructure

ManagementZone

LearningZone

ProductionZone

OrganizationLead, Govern,

Negotiate

Community

Emerging CC

Resource Pool

Development

Project 1

Project 2

Project 3

Project 4

Teams

Get a Grip: Build the Project Team of the Future

What people bring

with them

How peopledevelop

themselves

How peopledemonstratethemselves

Contextual Grasp

Capacity to GenerateFuture Business Value

Roles

ResultsExpertise Leadership

RelationshipsSkills

Aptitude Behaviors Contacts

The Specialist

The Versatilist

Design Teams to Produce the Right Deliverables at the Right Time

Creative

Challenging Collaborative

Cooperative Capable and willing

to contribute ideas Thinks deeply and

outside the box Able to accept and

process criticism

Shifts easily from challenging to collaborating — "This may not work, but what if we ... "

Someone is in charge; others ease the way —provide resources, communicate what we're doing and why, and so on

Listens Seeks to understand Analyzes deeply Challenges ideas

with deep insight

Model, Ideation Prototype, Simulate,Resolve

Implement

Grass-Root Tools Support a Reconfigurable Workforce

Refresh

Find

EngageReconfigurableWorkforce

Encouraging Involvement(for example, blogs, expertise locators,

idea management, collaboration software)

Enhancing Performance(for example, knowledge management, 360° evaluation, prediction

market software workforce analytics, communities of practice)

Learning(for example, virtual worlds, wikis,

gaming, podcasts, simulations)

Uncovering Opportunity(for example, social networking

analysis, dynamic profiling, peer-to-peer communities)

Making Contact(for example, Jobster, peer-to-peer communities, Facebook)

Finding Talent(for example, talent management suites, blogs, alumni sites, global sourcing services, matching tools)

Study of Wipro Technologies: Performance of Fluid Teams

Implications When building teams, consider role experience and team familiarity. Counterbalance plug-and-play resource pools with social constructs. Do not lean too heavily on skills alone or on tenure.

TeamTeamFamiliarityFamiliarity

Role FamiliarityRole Familiarity

TeamPerformance

"Fluid teams" exist for the duration of a project; members may come and go during the project.

Team familiarity and role experience are positively related to team performance.

Individual experience does not have a consistent effect on team performance.

Adherence and quality are positively affected by role experience and team familiarity.

In 2007, researchers from the Harvard Business School conducted a study of fluid teams at Wipro Technologies, a global service provider with more than 50 centers of excellence and more than 50 development centers worldwide.

Source: "Team Familiarity, Role Experience and Performance: Evidence from Indian Software Services," by Robert S. Huckman, Bradley R. Staats and David M. Upton, Harvard Business School.

Case Study of DBAccess: Self-Determining Teams

DBAccess Solution Development Teams

Solution development company Spread over 12 business units of three types Visible postings, skills and competency maps Reconfigurable teams have budget discretion

Team membersdrive their owncareers based

on current roles, competencies

and skills required for

subsequent roles.

Roles get posted. Team members can apply and get

tested for capability and competence.

Must find theirsuccessors.

Team selectsits members.

Yields better quality and

performance.

Organizationis a dynamic

network, with people using

social networks for extreme

transparency of roles,

careers, feedback.

Get a Grip: Recommendations

Recast your assumptions around people and mobility. Fluid teams, peer networks and reassignment will reign.

Resource management is the linchpin of workforce planning.Robust resource management assumes cross-boundary sharing,management maturity and coordination.

Competency centers have an outward focus.Successful competency centers forge new frontiers or solve thorny business problems. They are not a labeling tactic.

Teams live through competence, confidence and leadership.When outcomes depend on a collective effort, people much vouch for one another personally or by proxy.

Transparency is essential for reconfiguration.Open viewing of roles, competence and skills forms the foundation of confidence over distance.

•EXTRAS

Social Networking Extends Project Teams

The Digitizationof Social Networks Extend the reach

for potential members

Increase visibility and profiles

Improve confidenceand peer vouching

Increase the quality and accuracy of the match

The Power of Reach and Relevance

By 2015, news of work engagements, employment opportunities and new jobs will primarily spread

virally through social networks.

Develop a Process for Analyzing Needs

BusinessNeed

Build Hybrid OrganizationBlend skills, knowledge andexpertise from sources as

appropriate for this organization

FeedbackAssess

effectivenessand correct course

67

1

OrganizationalAnalysis

Define businessdrivers and

required skill sets

Assess Organization(Skills, knowledge, changereadiness, demographics)

Gap, Option Analysis Identify gaps, evaluate options (e.g., training,

hiring, reskilling, exsourcing)

Implement Skill StrategyDetermine and orchestrate

optimal mix of options to bridge skills gap

42

3

5

Transformation

Input

OutputMeasurement