National Grid The Skills Grid SFIA
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The document summarizes National Grid's use of the Skills Framework for the Information Age (SFIA) to develop their IT staff. They used SFIA to [1] define IT roles, [2] assess staff capabilities and create development plans, and [3] identify training needs. This led to improved staff survey results on career development and training opportunities. Project management effectiveness also increased. National Grid is now focusing on globalizing their IT organization using SFIA. They conducted a second global staff survey in 2009 and have established a global people program and communities to further develop staff skills on a worldwide level.
National Grid The Skills Grid SFIA
- 1. The Skills Grid Gillian Perry – 4th December 2008
- 2. What I will cover this afternoon An Introduction t N ti A I t d ti to National G id and IS l Grid d “The People Agenda” in IS ? What we did & the part SFIA played in the programme What were the Results of our programme The continuing journey next steps & how will we measure that ? 2
- 3. Background - Company Context National Grid National Grid is an international electricity and gas company and one of the largest investor-owned energy companies in the world. We play a vital role in delivering gas and electricity to many millions of people across Great Britain and northeastern US in an efficient, reliable and safe manner. We are committed to safeguarding our global environment for future generations and providing all our customers with the highest standards of service through investment in our networks and through our talented, diverse workforce. People Issues in IS Impact of mergers, change and efficiency savings Limited staff attrition due to an excellent employment proposition Perception of limited training opportunities Outsourcing and out-tasking Continued integration of islands of IT in the business 3
- 4. People Context The People Agenda Established following IS Conference in 2004 Importance of the programme backed up by staff survey results The People Agenda aimed to: Increase the overall effectiveness of IS People by ensuring The individuals understood their contribution to the companies success They were in the right role to deliver greatest return on Investment K Knew what d h development they needed and were undertaking i l h d d d d ki it. Worked as communities to solve common problems Increase the capability of IS by Increasing business confidence of IS to deliver Having the right people in IS to deliver the business needs Being seen as IT Professionals 4
- 5. Background to UK IS Transformation Security Innovation How Can we develop Supplier skills for the next Business Management generation IT knowledge Next Generation IT Collaboration Efficiency Changing Skill Capability & Focus Ch i Skills C bilit F Programming How do we deliver on Testing future customer demand f t t d d Traditional IT Technology Infrastructure 5 Based on research by W. Chan Kim (BCG) & Renee Mauborgne (Insead)
- 6. Strategic Priorities Recognised as IT Professionals Recognised as IT professionals External benchmark from employee and employer viewpoint Support for involvement in IT professional development & membership. Development Assessment & Career Planning Development Assessment & Career Planning 1 or 2 day development centres Individuals and line managers review and set development priorities Helped managers to assess the right roles and future career direction for staff Focussed Training Focused Training Analysis of data identified key interventions Masterclasses / Mind gyms / technical training Team development (including leadership) Communities Communities Established communities Common development areas within the same role Improved Communication IImproved Communication (inc vision)ti dC i 6
- 7. Why SFIA ? The Th easy answer is why not! i h t! We wanted: A set of role descriptions without spending hours writing them ourselves We wanted to be able to compare ourselves with other companies We wanted to know what skills we should recruit or develop in our people . We wanted to identify appropriate training 7
- 8. How did we use SFIA (including SFIAplus) Identify the Agree what SFIA roles We do in house Review (retain vanilla roles where possible) Clarify the deal Identify in-house y Develop capability our People 8
- 9. The Results How did we measure Return on I H R t Investment: t t Staff Survey results Project Management effectiveness BCS mini audit and full audit 9
- 10. Staff Survey Results – Career Development 2.4.1 You have opportunities to develop your career at National Grid Career development Agree 33% Somewhat Agree 83% Neutral Somewhat Disagree (5)% Disagree 44% 0% 10% 20% 30% 40% 50% Better (Worse) 2004 Results 2006 Results 10
- 11. Staff Survey Results – Training Opportunities 70. In my work unit, I am able to take advantage of the learning and development opportunities I need to make a valuable contribution to my company Training Agree 27% Somewhat Agree 26% Neutral 23% Somewhat Disagree 12% Disagree 12% 0% 10% 20% 30% 40% 50% Better (Worse) 2004 Results 2006 Results 11
- 12. Business Benefit for Project Management This was based on a measure created jointly with a 80% process change in Project Management 70% No comparable target for 2008 due to new global model. model 60% Benefits we believe we delivered are: 50% Role Clarity y 40% 2005 Development plans for Project Managers 30% 2007 Investment in training 20% Seen as a professional IT person 10% 0% Number of Number of Milestones resanctions missed 12
- 13. BCS Audit Results The BCS conducted a mini-audit of IS in March/April 2006 The principle findings were as follows: 70% of staff believed that the development climate in IS had improved 79% felt that their role profile was appropriate 83% felt that their plan focussed on important development gaps 25% felt that objectives were SMART objecti es ere 75% felt that they would review progress with their Manager The Recent 2008 Audit found Awarded full status for Professional Development Accreditation Management Commitment & staff participation in development is excellent (we have won the hearts and minds of people) Regular performance and development reviews are held. All paperwork is completed but there were observations around quality. 13
- 14. Roles, Globalisation and the Future SFIA version 4 & the Global Fit Global IS – National Grid is one of the largest Utilities in the World 2nd staff survey March 2009 (2008 - Globally 51% said they believe there are opportunities to develop in National Grid. (7% higher globally) Established a Global People Programme Completed a successful leadership conference – roles remains one of our top priorities We have a new global model for IS in place We will have a new organisation in place emphasising globalisation Global communities Measures ? Staff Survey Just looking a other performance measures Customer Survey ? Project / Programme delivery ? Individual & Team Performance ? 14
- 15. Globalisation and the Future One T O Team, One National Grid O N ti l G id 15