building professional it capability sfia
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IBM Global Business Services
Unlocking the DNA of the Adaptable Workforce
B ildi P f i l IT C bilitBuilding Professional IT Capability
Version 1.0November 26, 2007
© Copyright IBM Corporation 2007
IBM Global Business Services
We interviewed over 400 companies from 40 countries to understand phow organizations are improving workforce performance
Project objectives
• Understand how organizations are t f i th i kf t
Project methodology
• Interviews with 404 Chief Human R ffi d i HRtransforming their workforces to
compete more effectively in today’s business environment
Id tif l di ti d
Resources officers and senior HR executives (over 75% conducted face-to-face)
40 t i A i P ifi• Identify leading practices and opportunities for organizations to improve their overall workforce performance
• 40 countries across Asia Pacific, Europe, Latin America, and North America
p• Mix of industries and organization sizes
• Combination of quantitative and qualitative survey information, as well as q yfinancial data, secondary research, case studies and client experience
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-072
IBM Global Business Services
Enhancing workforce performance in today’s turbulent business g p yenvironment requires four key components
An adaptable workforce that can rapidly respond to changes in the outside market
Effective leadership to guide individuals through change and deliver results
An integrated talent management model that addresses the entire employee lifecycle
Workforce analytics that can deliver strategic insight and measure success
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-073
IBM Global Business Services
Developing an Adaptable Workforce –Adaptable Workforce –
A Critical Capability
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-074
IBM Global Business Services
Multiple forces drive the need to develop a workforce that is p pable to adapt to changing business conditions
Security Concerns
Globalization New Business Models
Workforce
Changing Demographics
MarketVolatility
Adaptability
Global Competition
“Businesses change every day, and the development of a workforce who can cope with change is not easy ”
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-075
of a workforce who can cope with change is not easy.- Japanese transportation company
Source: IBM Global Human Capital Study 2008.
IBM Global Business Services
Only a small number of companies believe their workforce is “very y p ycapable” of adapting to change
How would you rate your workforce’s ability to adapt to potential changes in the business environment?
53%
30%
14%
30%
3% 0%
Very capableof adapting to
change
Generally capable of adapting to
change
Don't knowSomewhat capable of adapting to
change
Not capable of adapting to
changechange change
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-076
Source: IBM Global Human Capital Study 2008.
IBM Global Business Services
Developing the ability to predict future skills, identify expertise, and p g y p , y p ,foster collaboration can help build an adaptable workforce
Ch t i ti f i i di ti th i kfCharacteristics of companies indicating their workforce “Very capable of adapting to changing business conditions”
Very adaptable to change
80%
56%
Able to predict future skills
All other companies
74%Effective in locating experts
72%
55%locating experts
Effective in
49%
Effective in collaboration
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-077
Source: IBM Global Human Capital Study 2008.
IBM Global Business Services
The primary barriers to collaboration appear to be organizational, p y pp g ,rather than technical in nature
How significant are the following barriers to collaboration g gacross your organization?
29%27%15%Organizational silos inhibit
10%
7%
15%
20%
34%
29%
31%
27%
9%
15%
Individuals are too busy to assistothers across the organization
gcollaboration
22%
20%
22%
19%
28%
24%
20%
25%
8%
12%
Technological tools do noteffectively support collaboration
Performance measures not alignedto reward individuals for collaboration
37%21%20%12%9%
Concerns about intellectual property
Collaboration not viewed asimportant
y pp
51%22%14%9%3%p p y
limit effective collaboration
[5] Not at all significant[4][3][2][1] Very significant [6] NA or Don't know
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-078
Source: IBM Global Human Capital Study 2008.
IBM Global Business Services
Organizations looking to improve their workforce adaptabilityOrganizations looking to improve their workforce adaptability should focus on three areas
• Create a formal process to anticipate the projected demand for skills needed to Predict future skills
• Develop an expertise location capability that
deliver on the business strategy
p p p ycombines formal skills managementefforts with employee profiles and other social networking technologies
Locate expertise
Collaborate
• Foster collaboration through communities, performance measures and embedding collaborative technologies into day-to-daycollaborative technologies into day to day processes
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-079
Source: IBM Global Human Capital Study 2008.
IBM Global Business Services
Our Point of ViewI t t d t l t t t t d li kf t b i bj tiIntegrated talent management strategy and processes align workforces to business objectives which drive innovation and growth across the enterprise
Learning andDevelopment
PerformanceManagement
Enabling genterprise
innovation and performance
through improved workforce
EnterpriseStrategy
EnterprisePerformance
Collaborationand Portals
WorkforceManagement
effectiveness
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-0710
IBM Global Business Services
Motivate and Develop
Before we can Motivate and Develop
Learning andDevelopment
PerformanceManagement
Enabling
Before we can Motivate and Develop our people we need to be able to
answer some key questions
Collaborationand Portals
WorkforceManagement
Enabling enterprise innovation
and performance
through improved workforce
effectivenes
EnterpriseStrategy
EnterprisePerformance
o Why do we want to have IT Professionals at all?
o What roles do we want the IT Professionalse ect e ess
o What roles do we want the IT Professionals to play?
o How will we know when they have been successful?successful?
o How many of them do we need to achieve the outcomes desired?
o How will we ensure that we make the most of the capability that we have got?
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-0711
IBM Global Business Services
Why do we want to have IT Professionals at all?(eg IT Architects)
T d i li ith d• To drive compliance with and exploitation of an Enterprise ArchitectureArchitecture
• To maximise the re-use of assets and components within the organisationcomponents within the organisation
• To ensure consistency of i l t ti timplementation or systems
• To deliver better Architected and Learning andDevelopment
PerformanceManagement
Enabling
Designed solutions that meet the needs of the business Collaboration
and PortalsWorkforce
Management
Enabling enterprise innovation
and performance
through improved workforce
effectivenes
EnterpriseStrategy
EnterprisePerformance
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-0712
effectiveness
IBM Global Business Services
What roles do we want the IT Professionals to play?What roles do we want the IT Professionals to play?
Solution
Skills
Role TechnologyLevel
Competency
Products
Learning andDevelopment
PerformanceManagement
Enabling
Collaborationand Portals
WorkforceManagement
Enabling enterprise innovation
and performance
through improved workforce
effectivenes
EnterpriseStrategy
EnterprisePerformance
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-0713
effectiveness
IBM Global Business Services
How will we know when they have been successful?How will we know when they have been successful?
We need to be clear about what good looks likeWe need to be clear about what good looks like
•What are the outcomes that are required?
What do the deliverables look like?•What do the deliverables look like?
•How is the role viewed by other key stakeholders?
/ ?•How did they work/interact as community?
Learning andDevelopment
PerformanceManagement
Enabling
Collaborationand Portals
WorkforceManagement
Enabling enterprise innovation
and performance
through improved workforce
effectivenes
EnterpriseStrategy
EnterprisePerformance
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-0714
effectiveness
IBM Global Business Services
How many of them do we need to achieve the outcomes d i d?
Before we can answer this question
desired?
Learning andDevelopment
PerformanceManagement
Enabling enterprise
Before we can answer this question we need to answer another few key
questions
Collaborationand Portals
WorkforceManagement
enterprise innovation
and performance
through improved workforce
effectiveness
EnterpriseStrategy
EnterprisePerformance o Which roles/skills do I want to grow and
develop within the organisation?
o What will I be keeping on-shore and whats o What will I be keeping on shore and what will be moving off-shore?
o What skills will not be required going f d?forward?
o How many do we need to execute our plans?
Workforce Management
p
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-0715
g
IBM Global Business Services
How will we ensure that we make the most of the capability that we have got?
o Ongoing development of professionals in-line with Resource Strategy and Business NeedsNeeds
o Connect and motivate professionals to operate as part of self supporting
iticommunities
o Consistently deploy professionals where there is greatest business need and they
Learning andDevelopment
PerformanceManagement
Enabling
g ycan deliver greatest value
o Rigorously apply performance management to ensure that good performance is
Collaborationand Portals
WorkforceManagement
Enabling enterprise innovation
and performance
through improved workforce
effectivenes
EnterpriseStrategy
EnterprisePerformance
to ensure that good performance is recognised and rewarded and poor performance is identified and addressed.
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-0716
effectiveness
IBM Global Business Services
Enhancing workforce performance in today’s turbulent business g p yenvironment requires four key components
An adaptable workforce that can rapidly respond to changes in the outside market
Effective leadership to guide individuals through change and deliver results
An integrated talent management model that addresses the entire employee lifecycle
Workforce analytics that can deliver strategic insight and measure success
© Copyright IBM Corporation 2007Global Human Capital Study 2008 | 1-Dec-0717