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SFIA update

SFIA update. What’s Good?. Focus on skills rather than Role (i.e. Job Title) Consistent definition of Levels – commonality throughout the industry. Ability to “plug in” more detail to the framework Logical summary descriptions of Levels Buy-in from major IT stakeholders

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SFIA update

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  1. SFIA update

  2. What’s Good? • Focus on skills rather than Role (i.e. Job Title) • Consistent definition of Levels – commonality throughout the industry. • Ability to “plug in” more detail to the framework • Logical summary descriptions of Levels • Buy-in from major IT stakeholders • Good basis for recruitment and managing expectations • Maps exactly to (some) grade structures (BFPO was the example) and training requirements • Good basis for CPD, target setting and Performance reviews. • Allows mapping of all individual skills at different levels • Clarity of language

  3. Drivers • Best practice • Define role of SFIA within a meta-framework • interface with other frameworks • Adoptabiity • Don’t make it more complicated

  4. Main Issues • Delete “Role” • Framework, not a standard (can link to other standards) • Migration • Hooks to other frameworks • Define terms up front • User skills (high and low levels)

  5. Main Issues • Closer alignment between SFIA and User Skills Framework • Is the name right? – there is a mis-match between name and content, which only covers IT Practitioners • Broaden coverage. Main focus is currently on “MIS” – should also include other IT areas, such as safety-critical systems, etc

  6. Main Issues • Add “creative design” – this is not about web design (necessarily) but about the creative skills necessary to develop innovative IT products (strategic use of IT) • SFIA should reflect (not lead) good practice. • Add outsourcing skills • Develop Security further

  7. “Getting to Grips with Career Developer” (in the Public Sector?)

  8. Format • Interactive Workshop • Share experiences • There are no “experts” - we’re all still learning

  9. How are you using it? • To set up a skills database? • To plan individual development? • To create consistent Job Descriptions? • To model organisation structures or create new ones? • What else?

  10. Experiences • Strengths • Weaknesses • Perceived Problems

  11. Analysis of “Perceived Problems” • Problems • Management Issues • Constraints • Requirements

  12. Experiences, hints and tips

  13. Team Structures and User Accounts • Ensure that local coordinators/ supervisors/ team managers can see the right sub-teams, and have the right authorities. • needs careful planning • User Accounts – to be created centrally or locally? • Finalise structure early • messy to “undo” once it is populated

  14. Access Authorities • Data sensitivity – access control etc (esp. access to “my details”) • Problem – Team manager can see everything below them. • Create several “administrators” to set up Corporate Job Descriptions and Specialisms then move them to lower level, to remove global privileges. • Restrict access as far as possible, to ensure confidentiality of information is maintained. • E.g. Overseers should be set up for BCS Inspectors, then deleted after Inspection.

  15. Specialisms & Corporate Components – • Give guidance on how to construct Specialisms and Corporate Components • use description box to show name of originator, etc, so admin can consult before amending. • Populate Specialisms before Corporate JDs are created • Who will allocate Corporate Job Descriptions?

  16. Rules • Create internal standards/ procedures • rules for managing Professional Development using Career Developer • especially how to set objectives and run the “cycle” • Include any aspects of data capture which are necessary for Skills Database element • To achieve potential benefits of a Skills register • all who have IT skills must be included in the database • even if they are not using the CareerDeveloper facilities

  17. Rules • Apply constraints (or clear guidelines). E.g. One Primary Task, and max two others • Though the software will allow users to add more than one Template – this is NOT advised

  18. Management & Administration • Enforcement of rules – how and who? • How to control “moves” (from one team to another)? – designated team manager can only do this for sub-teams below his team. • Clarify admin responsibilities– who will be responsible for on-going administration (site by site) • Quality assurance/uniformity of use – how and who?

  19. Local Support • Who will be the help desk? (e.g. for forgotten passwords!) • Local “super-users” – who, how to publicise? What do they need to be able to do? • Supervisor Training – esp. Supervisors who are not Participants

  20. Project Management • Implementation is a project! • Agree deliverables and estimate resources • Avoid duplication of effort • Communication – ensure all affected staff are aware of what is happening, and the potential benefits. Presentation to staff/unions • Project plan. Who will do what and when? • Issue log. Risk Log.

  21. Reporting • What reports are needed? What is available? How to create the former from the latter?! • Who will do it, and how often? • Training tips (see separate list of points to be emphasised at short training sessions)

  22. Some training tips • For Participants, use most time on the CareerDeveloper part, rather than the SkillsManager. (quick overview for context, including team structures etc) • What tabs/buttons to select • 1-2 page handout • It’s a live system – ensure that participants are made aware of this at training sessions.

  23. Some training tips • Stress Supervisor /Manager role • Advise participants to go and look at the system, then set up assessment and first cycle with their Supervisor, after their last PDS cycle is signed off. • Tell them when clinics will be run, to cover issues • Admin – advise who will provide/change passwords

  24. Other (potential) issues • Mismatch between SFIA Work Activities and actual Jobs. • Minor adjustments to JDs for individuals • Ownership of Specialisms (team leaders?) • Document experience, so that other staff can be got up to speed as quickly as possible. • Involve HR

  25. More questions/issues/additions • Administrator – requirement for “more routine admin facilities” • Report requirements – e.g. who has finished the first cycle? • How can we extract data from the system, both for reporting, and for further manipulation • Overseer – is the place in the structure significant?

  26. More questions/issues/additions • Cycle Summary report – doesn’t show “end-cycle” or “Verifier” comments • How can we close a cycle early, and start a new one (e.g. on job change) – CD seems to constrain us to a start date after the previous cycle’s original end date • Performance Issues (esp. NHSnet) • Agenda for Change???

  27. Any more…. • Questions? • Suggestions? • Hints? • Tips? • ……….

  28. Thankyou

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