Case Study: Designing & implementing a skills and competency framework for a Project management organisation.
Newly created Business Change division – 200 staff across 5 UK sites.
Huge number of projects to be delivered to realise the benefits of a merger. Need to drive high performance, harmonise the approach to managing people, and quickly establish credibility for the new organisation within the merged organisation.
- Process transformation would revamp all project management and IT processes leading to efficient & consistent ways of working to enable confident & predictable delivery
- People transformation – introduction of a high performance culture and raising the bar on expected skills and behaviours. Introducing IT professionalism and knowledge sharing.
- Organisational – more use of third party suppliers, flexible resourcing and assignment based working
- Raise engagement in transformation programme
Results & Benefits
- Provides consistency and a common language and communicated clearly the expected skills and behaviours for all Business Change professionals
- Foundation for harmonising people management across the merged operations
- Key tool in assessing development requirements and provides focus and clarity on personal development needs, used in support of external recruitment and internal promotions
- Improved Business Change’s reputation within the organisation – work was approved by HR and was seen as leading the way for other divisions in how to manage their professional staff.
- Improved Resource planning and scheduling by providing common currency for planning
- Provided tool to improve feedback on performance
- Current State assessment and confirmation of Future State vision for the organisation
- Identify the target benefits from implementing a skills & competency framework
- Agree design principles with key stakeholders
- Research external and internal best practice and incorporate into the framework
- Road map for implementing the framework and realising the benefits – prioritised actions and rationale
- Small full-time team with part-time involvement of key stakeholders.
- High engagement of stakeholders
- Credibility with central HR team, must explicitly align with HR frameworks
- Must be aspirational not merely reflecting current state
- Implementation must emphasise gaining commitment from managers and professionals in the organisation
- 7 Business Change skills each with 8 levels
- Training & education: examples and detailed guidance notes for all users. Covering how the framework is used to support performance management, learning & development, career progression, salary review and promotions processes
- Highly interactive communication and education events for managers and staff
- 200 staff assessed against the skill framework in 6 weeks. Results were moderated and calibrated to ensure acceptable quality.
- Engagement of directors and heads of community in Business Change
Speed bumps & pitfalls to overcome
- Stakeholders with diverse and strongly-held views (as a result of merger and number of sites)
- Aspirational view of skills was seen a threatening by many existing professionals
- People management seen as low priority versus project delivery
- HR team not willing / able to provide resource or engage in the technical skill definition