Unilever IT Career Framework

1,000,000

AgendaBackground

Role Families & Role Profiles New IT Skills DictionaryMethods, Tools, Templates, Techniques & Best PracticeChange ManagementPortal

BCS Skills Manager SFIA+

Questions

Changes in UnileverOne UnileverNeed to align globally and regionally within common 1U framework

Service Delivery StrategyMove from deliver all organisation to an organisation which manages delivery through strategic alliances with key partnersOutsourcing of areas of IT activity (infrastructure and applications) leads to dramatic re-shaping of traditional IT organisation and requirement for new skills and capabilitiesWorking with multiple suppliers requires adoption of multi- (cross-) tower governance structures

New Face of ITStrategic direction requires us to engage more effectively with the businessNeed to develop new effective disciplines in Business Partnering and Vendor Management

IT Career FrameworkThe concept of the IT Career Framework was developed with the goal of painting a clear picture of the jobs and skills which we will need in our future organisation so that we can communicate these clearly to all IT employees and give them the ability to assess their own skill and capability levels and to address these through a self-driven learning delivery system

IT Career Framework Key DeliverablesRole Profiles including:Work ActivitiesIT SkillsGeneral SkillsCompetenciesKnowledgeExperience

New Skills Dictionary

Methods, Processes, Templates, Techniques & Tools based on Industry Best Practice

Assessment & Accreditation aligned to Industry Best Practice

Development Programmes to enable External Accreditation

Manage through a HR IS including Learning Management System

Role FamiliesArchitecture & Technical PlanningBusiness Analysis Business PartneringInformation ManagementIT SecurityIT Analysis & DevelopmentIT StrategyProject, Programme & PortfolioManagementService ManagementVendor Partnering

AncillaryAudit, Risk & ComplianceEducation

IT Career Framework

IT Career Framework 2007/08Role Profiles based on SFIA+Work ActivitiesIT SkillsGeneral SkillsStandards of LeadershipExperience

Communities of Practice

Role Profiles (Based on SFIA+)

SFIA+

SFIA+

IT Career Framework Key DeliverablesRole Profiles based on SFIA+Work ActivitiesIT SkillsGeneral SkillsCompetenciesKnowledgeExperience

New Skills Dictionary based on SFIA+

Methods, Processes, Templates, Techniques & Tools based on Industry Best Practice

Assessment & Accreditation aligned to Industry Best Practice

Development Programmes to enable External Accreditation

SFIA+

SFIA+

SFIA+

IT Career Framework Key DeliverablesRole Profiles including:Work ActivitiesIT SkillsGeneral SkillsCompetenciesKnowledgeExperience

New Skills Dictionary

Methods, Processes, Templates, Techniques & Tools based on Industry Best Practice

Assessment & Accreditation aligned to Industry Best Practice

Development Programmes to enable External Accreditation

Manage through a HR IS including Learning Management System

ITCF Portal

Skills Gap Analysis Tool

Change ManagementEmbedding the IT Career FrameworkCatalyst for creating a learning cultureGlobal ChallengeOrganisational Change & OutsourcingITCF ChampionsEmployee Coaching / Awareness sessionsFocus on IT Skills developmentImportance of mandating ITCF in HR processesProbably the biggest challenge??

ITCF Key SuccessesThe Foundation for Developing IT Capabilities for Future Looking IT Organsation

Co-creation of content with Communities of Practice

Industry Aligned Best Practice - Skills Manager Tool

Communications Strategy Workshops, portal, newsletters

Savings of 1,000,000

Any Questions?

Old slides.

Role Profiles (Based on SFIA+)

IT Career Framework

Skills Gap Analysis Tool

A changing industryHistorically:- IT workers qualified by experience

Lack of clarity on skills and development

Difficult to internally assess

Moving towards:- Assessment & Accreditation

Best Practice

External Benchmarking

IT Skills DictionarySkillProject Management

DescriptionThe management of projects, typically (but not exclusively) involving the development and implementation of business processes to meet identified business needs, acquiring and utilising the necessary resources and skills, within agreed parameters of cost, timescales and quality.

Detailed DescriptionProject management developed from the need to plan and control large scale activities. This initially resulted in areas of Project management expertise in the armed services, and construction and computing industries. Today use of Project management has spread throughout industry for controlling large projects and a large number of small projects; other specialised areas have also evolved e.g. bid management and change management. Traditional tools and techniques have focused on project planning and software which allows input of project activities, dependencies, resources, risks and actuals, and provides various optimisation, presentation and reporting options. Other traditional project planning and monitoring tools and techniques are detailed below. Other complete life cycle tools and techniques are now used e.g. Risk Management and Value Management.Typical planning tools and techniques cover:Project management methodologies covering project life cycles, stages, gateways, overall and detailed plans, and project support and administration activities. Project objectives, proposals, critical success factors and business case including, if appropriate, sales assumptions and financial appraisal e.g. pay back, NPV (Net Present Value) and IRR (Internal Rate of Return) Work and product breakdown structures and definitions Dependency networks e.g. CPA (Critical Path Analysis) and PERT (Programme and Evaluation and Review Techniques) Visual presentation of plans e.g. Gantt Charts Use of resource and material requirement schedules, and estimate and cost plansTypical monitoring tools and techniques cover:Monitoring the product scope e.g. change control Monitoring the schedule e.g. milestone tracking Monitoring the cost e.g. actuals versus planned costs the S curve Integrated schedule and cost monitoring e.g. earned value Monitoring the quality e.g. product specification sign-off Formal reviews and auditingWithin computing, specific tool and techniques have been developed:Specific project management methodologies e.g. PRINCE 2Specific design methodologies e.g. SDM (Structured Design Methodology) and DSDM (Dynamic System Design Methodology) Use of additional tools and techniques e.g. test plans and configuration control Training General Skills course: Project Management + relevant IT specific course (still to be designed)Skill OwnershipProject, Programme & Portfolio ManagementBest Practice, Methodology, Tools & TechniquesPMI is the approved Methodology recommended for study and use in Unilever.

Learning ActivitiesSee Unilever LMS

ResourcesPMI GuidePMI Handbook V4.0PMBOK ISBN 11.32121.5544How to pass the PMI Author, J. Andrews, ISBN 4564.2313.44Project Management Today www.pmtoday.co.uk The Project Management Forum www.pmforum.org

BCS Skills Manager SFIA+

BCS Skills Manager SFIA+

BCS Skills Manager SFIA+Helped to define the IT Skills and Role Profiles

Validated in Unilever by Communities of Practice

Provides an external focus on our Roles and IT Skills

Detailed definitions

ITCF Portal

The Career Framework Programme consists of 3 Main Sections

1. A set of Job Families that cover the IT Landscape within Unilever Globally. Each Job Family will have a clearly defined set of roles within it. The roles will cover the different levels performance within each Family from junior to senior. The intention is to define a set of Job Families that we need to develop internally to deliver the "new" IT Strategy.(The process used for defining these families is discussed on the next slide)

2. The 2nd element of this work is to define a set of Capabilities for each role within a Job Family the required Capability Level, including skills, competencies and experience, will be defined for every Job. Each capability will be assigned a level i.e Basic Appreciation or Working Knowledge etc. this will allow roles that increase in seniority or complexity to reflected increasing levels of capability.

3. The introduction of a Learning Management System (Available through the Global HRT Project) will enable the comparison of current capability versus desired capability and will facilitate the preparation of a plan to develop the required capability. There will also be the facility to monitor the individual's progress, etc. An education component will then be aligned to each Capability Level to enable its development. Individuals will be able to identify relevant training courses that will assist in the development of their capability areas. As part of the education component we envision the introduction of either internal or external accreditation including assessment of both academic competency and its successful application.A final, very important component will be the utilisation of this Career Framework which will require a mindset change to create a learning culture. The framework should be used as part of every career and development discussion and also used regularly by individuals for their own development.

GHGThe Career Framework Programme consists of 3 Main Sections

1. A set of Job Families that cover the IT Landscape within Unilever Globally. Each Job Family will have a clearly defined set of roles within it. The roles will cover the different levels performance within each Family from junior to senior. The intention is to define a set of Job Families that we need to develop internally to deliver the "new" IT Strategy.(The process used for defining these families is discussed on the next slide)

2. The 2nd element of this work is to define a set of Capabilities for each role within a Job Family the required Capability Level, including skills, competencies and experience, will be defined for every Job. Each capability will be assigned a level i.e Basic Appreciation or Working Knowledge etc. this will allow roles that increase in seniority or complexity to reflected increasing levels of capability.

3. The introduction of a Learning Management System (Available through the Global HRT Project) will enable the comparison of current capability versus desired capability and will facilitate the preparation of a plan to develop the required capability. There will also be the facility to monitor the individual's progress, etc. An education component will then be aligned to each Capability Level to enable its development. Individuals will be able to identify relevant training courses that will assist in the development of their capability areas. As part of the education component we envision the introduction of either internal or external accreditation including assessment of both academic competency and its successful application.A final, very important component will be the utilisation of this Career Framework which will require a mindset change to create a learning culture. The framework should be used as part of every career and development discussion and also used regularly by individuals for their own development.

GHG