Creating Competency Models for Strategic IT Planning by 87qxFj6

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									Creating Competency Models for Strategic IT Planning




Creating Competency Models for
Strategic IT Planning




                                                                            Bill Clebsch
                                                       Executive Director of IT Services

                                                                      Stanford University


                                                                                     Page 1
Creating Competency Models for Strategic IT Planning



STRATEGIC PANNING: Forces for Change


                                     Adaptive Organization


                                                 But HOW?                 Organizational
                                                                          Change & the
Customer and
                                                                            Performance
Employee Survey
                                                                                 Process
Results



                               IT2008
                              Strategic                      Pace of IT
                                Plan                          change




                                                                                 Page 2
Creating Competency Models for Strategic IT Planning




Initial Approach: Management from the Top

                                            Organizational
                                                Vision

                      Core Values and                          Core Services
                         Priorities                            and Processes



                  Functional                  Leadership              Behavioral
                Competencies                 Competencies            Competencies
              Defining core values
              was good but there                             … and defining core
                     Technical
              was no context,
                   Knowledge and                             services and
                                                                Performance
                                                               Knowledge and
                     Job Skills
              which made defining                            processes even more
                                                                    Skills

              priorities difficult …Development
                                     Individual              so…


                                                                                    Page 3
Creating Competency Models for Strategic IT Planning




Initial Approach: Management from the Top

                                            Organizational
                                                Vision

                      Core Values and                        Core Services
                         Priorities                          and Processes



                  Functional                  Leadership            Behavioral
                Competencies                 Competencies          Competencies
                            Even the best possible
                            organizational vision didn’t
                        Technical
                            work:
                      Knowledge and
                                                      Performance
                                                     Knowledge and
                         Job Skills
                                      • Staff couldn’t relate Skillsit
                                                              to
                                              Individual
                                      • It was too high-level
                                            Development



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Creating Competency Models for Strategic IT Planning




Beginning to Adapt: Building from the Bottom

                                            Organizational
                                                Vision
                                                             Staff wanted
             Management knew                                 technical training
                     Core Services
             staff needed “soft
                     and Processes
                                                             and skills-building,
                                                                Core Values and
                                                                   Priorities
             skills” but staff saw                           but uncertain on
             this as waste of time                           specifics for future
                  Functional                  Leadership               Behavioral
                Competencies                 Competencies             Competencies



                       Performance                                Technical
                      Knowledge and                             Knowledge and
                           Skills                                 Job Skills

                                              Individual
                                             Development



                                                                                     Page 5
Creating Competency Models for Strategic IT Planning




Beginning to Adapt: Building from the Bottom

                         Staff requested career counseling
                                     Organizational
                                         Vision

                         Management wanted to help them
                       Core Services            Core Values and
                                plan & develop… Priorities
                       and Processes


                        But there was no map to start from
                  Functional                  Leadership           Behavioral
                Competencies                 Competencies         Competencies



                       Performance                            Technical
                      Knowledge and                         Knowledge and
                           Skills                             Job Skills

                                              Individual
                                             Development



                                                                                 Page 6
Creating Competency Models for Strategic IT Planning




Our Dilemma

                                            Organizational
                                                Vision

                      Core Values and                        Core Services
                         Priorities                          and Processes



               We didn’t know how to bridge the gap and address
                 Functional        Leadership         Behavioral
               Competencies       Competencies
                both management and staff needs and Competencies
                                                     concerns

                       Performance                             Technical
                      Knowledge and                          Knowledge and
                           Skills                              Job Skills

                                              Individual
                                             Development



                                                                             Page 7
Creating Competency Models for Strategic IT Planning




Our Dilemma

                                          WHERE do we want
                                         our organization to go

                       WHAT culture                               WHAT services
                      are we trying to                            do we want to
                           create                                    provide


                         Instead of asking and “where,”
               Perhaps we were“what” the wrong questions …
                 Functional           Leadership         Behavioral
               Competencies          Competencies “how” Competencies
                             we needed to ask

                     WHAT soft skills                               WHAT job skills
                     do we need to                                  do we need to
                         have                                           have

                                          WHERE do we want
                                           our careers to go



                                                                                      Page 8
Creating Competency Models for Strategic IT Planning




LANGUAGE became the bridge
                                  Knowledge = What you know
  Key distinction:                       Organizational
                                  Skills = What you can do
                                             Vision

                                  Vision = Where you want to go
                       Core Services                        Core Values and
                       and Processes                           Priorities



                 Behavioral                   Leadership            Functional
                Competencies                 Competencies          Competencies



                        Technical                            Performance
                      Knowledge and
                 Competencies = How you do it
                        Job Skills
                                                            Knowledge and
                                                                 Skills
                                              Individual
                                             Development



                                                                                  Page 9
Creating Competency Models for Strategic IT Planning




Asking “How” Builds a Common LANGUAGE

                                            Organizational
                                                Vision

                      Core Values and                        Core Services
                         Priorities                          and Processes



                 Behavioral                   Leadership            Functional
                Competencies                 Competencies          Competencies



                       Performance                             Technical
                      Knowledge and                          Knowledge and
                           Skills                              Job Skills

                                              Individual
                                             Development



                                                                                  Page 10
Creating Competency Models for Strategic IT Planning




Process: How We Built our Competency Model

 Phase 1:                                    Phase 2:
                                               • Project with     • Broad
   • Small group                                 executive          dialogue
                      • Prepare the              sponsorship        across the
   • Research           organization
                                                                    entire
     literature         for the model:         • Core group
                                                                    organization
                                                                                     Review
                                                 plus vertical
   • Study and           — Seed ideas            and horizontal       — naysayers      and
     reflect on                                  focus groups         — supporters
     organization
                         — Engage in
                           dialogue
                                                                      — ALL levels    revise
                                               • Refine model
   • Define initial       • A Bold               to the           • Transfer         annually
     models                                      specifics of       ownership to
                        Declarative                                 line mgmt
                        Management               the org
                         Statement




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Creating Competency Models for Strategic IT Planning




ITSS Competency Model


    Leadership                  Essential competencies for managers and
   Competencies                 technical leaders

    Functional                  Essential for technical roles; based on job
    (Technical)                 or occupation requirements
   Competencies


    Behavioral                  Basic, core competencies required and
   Competencies                 essential for ALL staff regardless of role

                                                                        Page 12
Creating Competency Models for Strategic IT Planning


                                                                                                   Behavioral

Example: Conflict Resolution                                                                      Competencies




Definition: The ability to address difficult situations and differences of
opinion, to project credibility and poise under adversarial situations, and to
treat all people fairly.

     Progression Performance
                     Handles conflict resolution to maximize opportunity and minimize exposure to risk
                     Maintains a general understanding of a variety of conflict resolution techniques and
                     available resources; uses acquired expertise to call upon a variety of conflict
                     resolution techniques and resources and to diffuse high-tension situations
                     comfortably
                     Resolves conflict in one’s workgroup within established policies and guidelines
                     Attempts to resolve personal (individual) conflicts without intervention of supervisor
                     or manager; identifies conflict and refers to the appropriate person for resolution
                     based on an understanding of relevant policies and guidelines for Stanford




                                                                                                            Page 13
Creating Competency Models for Strategic IT Planning


                                                                                                   Functional

Example: Conceptual and Critical Thinking                                                         Competencies




 Definition: The ability to piece together patterns or connections among situations
 that may not be obviously related, and to identify key or underlying issues in
 complex situations. It includes broad scanning of a situation, identifying
 commonalities among situations, and developing a resolution. It includes creative,
 critical, associative, and/or inductive reasoning.

     Progression     Performance
                     Creates new concepts and new ways of looking at things

                     Clarifies complex concepts, data, or situations for others; able to convey complex
                     ideas in clear, concise manner; able to factor hunches into decision-making equations
                     without allowing them to dominate the final outcome
                     Understands and is able to apply complex concepts in order to generate options,
                     visualize possibilities, and formulate new approaches; able to objectively analyze a
                     situation to evaluate the pros, cons, and implications of any course of action
                     Uses basic rules for identifying patterns, connections, and underlying issues, and
                     recognizes abstract or complex ideas; takes appropriate action



                                                                                                          Page 14
Creating Competency Models for Strategic IT Planning


                                                                                              Leadership

Example: Risk Taking                                                                         Competencies




 Definition: The willingness to promote and support new ideas and
 opportunities while assuring appropriate controls.

      Progression      Performance
                       Puts own career at risk when necessary to support entrepreneurial initiatives
                       and to “do the right thing”
                       Takes calculated risks to champion breakthrough ideas and initiatives to move
                       team or department forward; creates an environment that encourages
                       innovation and risk taking
                       Encourages and supports new and innovative service or technology
                       opportunities that may be unconventional
                       Supports new and innovative service or technology opportunities that may be
                       unconventional




                                                                                                       Page 15
Creating Competency Models for Strategic IT Planning



How the Competencies are Applied



                                                 CFO
                                         Executive
                                          Director
                                             Chief
                                   Director
                                             Technologist
                                              Senior
                                 Manager      Technologist

                                             Senior Staff

                                                Staff

                                                             Page 16
Creating Competency Models for Strategic IT Planning



Leveraging Competency

         Organization                        Management            Cultural

          Vision and                         Goal Setting           Values
        Strategic Plan
                                            Performance        Career Planning /
        Language for                        Management           Training and
       Communication                                             Development
                                      Performance Appraisal
                                                              Change Management



                                    Employee Satisfaction
                                    Customer Satisfaction

                                                                              Page 17
Creating Competency Models for Strategic IT Planning



Summary

• You have to have lots of dialogue to build a common language
      — Can’t use off-the-shelf, computerized applications that purport to
        create “customized” Competency Models; typically they only
        address the technical skills piece
      — Your Competency Model needs to resonate with and reflect your
        organization


• In terms of process: Look at whole system; start in the middle
  and move in both directions
      — Make a powerful declaration with absolute executive backing



                                                                       Page 18
Creating Competency Models for Strategic IT Planning



A Systemic Approach to Building an
ADAPTIVE ORGANIZATION
                                            Organizational
                                                Vision

                      Core Values and                        Core Services
                         Priorities                          and Processes



                 Behavioral                   Leadership            Functional
                Competencies                 Competencies          Competencies



                       Performance                             Technical
                      Knowledge and                          Knowledge and
                           Skills                              Job Skills

                                              Individual
                                             Development



                                                                                  Page 19

								
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