Sym18 296 Ae (Dbaccess Case Study)

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

Get a Grip ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Key Issues ,[object Object],[object Object],[object Object]

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" Model single employer, multiple assignments Traditional Model single employer, single assignment Engagement Model multiple employers, multiple assignments Finding talent means taking advantage of the wealth of skilled, qualified and talented professionals who seek alternative work models.

The Talent Quest Crosses Businesses, Borders and Boundaries ,[object Object],[object Object],[object Object],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 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Role 2 Role 5 Role 1 Role 4 Role 3 Role 2 Role 5 Role 1 Role 4 Role 3

Organizational Intelligence: The Focal Point of Resource Management Resource Management Organizationally Intelligent Workforce Planning What? When? Why? Who? How? By when? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Building Blocks of Robust Resource Management Strategic Direction Tactical Decisions Risk Analysis Forecasts Expertise Leverage Roles Knowledge Required Appropriate Practices Skills Competency Models Behaviors And Values Supply Management Workforce Planning Sourcing Planning Recruiting Outsourcing Assignments Integrated HCM Learning Development Demand Management External Drivers Internal Drivers Projects Initiatives Imperatives Governance Architecture Principles Foundational Structure Resource Management

Link Competence Constructs to Portfolio Future Business Value Difficulty of Imitating or Replicating Run Better, Faster, Cheaper Resource Pools Service-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. Grow Business Step Change Competence Centers Knowledge Focus (Ex: Business Analytics) Transform Business Sea Change Centers of Excellence Innovation 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 and crystallizes Competence spreads and gets institutionalized

The Stages of Competency Centers Competency Center Growth Path and Life Cycle ,[object Object],[object Object],Trial Develop Charter Launch Monitor ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Transition Institutionalize Retire Morph, Renew ,[object Object],[object Object],[object Object],[object Object]

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 Management Zone Learning Zone Production Zone Organization Lead, 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 people develop themselves How people demonstrate themselves Contextual Grasp Capacity to Generate Future Business Value Roles Results Expertise Leadership Relationships Skills Aptitude Behaviors Contacts The Specialist The Versatilist

Design Teams to Produce the Right Deliverables at the Right Time Creative Challenging Collaborative Cooperative ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Model, Ideation Prototype, Simulate, Resolve Implement

Grass-Root Tools Support a Reconfigurable Workforce Reconfigurable Workforce 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) Refresh Find Engage

Study of Wipro Technologies: Performance of Fluid Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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. Team Familiarity Role Familiarity Team Performance

Case Study of DBAccess: Self-Determining Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],Team members drive their own careers 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 their successors . Team selects its members . Yields better quality and performance. Organization is a dynamic network , with people using social networks for extreme transparency of roles, careers, feedback.

Get a Grip: Recommendations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Social Networking Extends Project Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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 Business Need Build Hybrid Organization Blend skills, knowledge and expertise from sources as appropriate for this organization Feedback Assess effectiveness and correct course 6 7 1 Organizational Analysis Define business drivers and required skill sets Assess Organization (Skills, knowledge, change readiness, demographics) Gap, Option Analysis Identify gaps, evaluate options (e.g., training, hiring, reskilling, exsourcing) Implement Skill Strategy Determine and orchestrate optimal mix of options to bridge skills gap 4 2 3 5 Transformation Input Output Measurement

Sym18 296 Ae (Dbaccess Case Study)

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Sym18 296 Ae (Dbaccess Case Study)

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