Developing capabilities ActKM 2011 Stephen Byrne, Senior consultant Step Two Designs
May 13, 2015
Developing capabilitiesActKM 2011
Stephen Byrne, Senior consultant
Step Two Designs
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSAgenda The headache
The proposed solution
In practice
The results
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSFollow up
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSFormative career disciplines Engineering (Chief engineer)
Business (Regional / Managing Director)
Psychology (Organisational Psychologist)
Knowledge (Knowledge Manager)
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNS
The context
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSClient environment Tail end of major reengineering piece …
Asked for a knowledge strategy
They were unclear what this actually was … A DMS solution?
Organisational strategy tie-in?
A circle-thingie?
‘A learning organisation’ Scary process maps?
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSMethodology Research and analysis
Draft framework
Feedback and activity selection
Four areas of focus for practical intervention
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNS
The headache
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSAt first glance…
‘We are a service organisation, we are here to help’
‘People like to do what’s asked of them’
‘We are very friendly and helpful’
‘I fill in my day tracking down problems’
‘We are a very supportive culture, but some people
have used it to push tasks onto others who are not
responsible for them’
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSLooking more closley…
‘We are doing too many things for other people’
‘I spend too much time doing other peoples jobs’
‘We are all busy doing everyone elses work’
‘People are very busy’
‘There’s just not enough hours in the day’
‘Mangers are doing General Managers work,
administrators are doing managers work’
‘I’m tired of having to mange upwards’
‘We are trying to be all things to all people’
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSExecutive headaches
Inheritance of a toxic culture
Staff change-weary and fragile
‘Technical’ managers
The specter of union action
Some particularly challenging cultural issues: Low engagement
Not enough difficult conversations
Poor performance management
Some emotional bullying
Low levels of trust
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNS
Solving the headache
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSNeeded a model to …
Engage staff in the ‘role’ conversation
Inform role clarity
Provide a common language for ‘people’ discussions
Promote objectivity
Allow comparison between and across roles
Support staff insight and development
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSIntroducing a capability framework
The hinge point between people and roles
Structured, integrated model that links what
people do to in their role, to business outcomes
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSWhy is it useful? Single model across all roles
Supports rigorous and fair evaluation
Supports conversations through the entire employee lifecycle
Empowers staff and managers to achieve better outcomes
Helps with role definition
Feeds into job analysis, gap analysis, PD development)
Team, department, organisational bench strength evaluation
Workforce planning
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSWhere does it come from?
Hope the organisation has one …
Invest significant effort, expertise, time and
resources … not to mention significant client
appetite … and create one
or
Use an off the shelf model
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSIntroducing the UCF …
Caveat …
SHL UCF
True framework …
Research based
Significant support tools
www.shl.com/au
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNS
In practice
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSHow do you use it …
Define business outcomes
Define division, department, team outcomes
Define individual outcomes
Determine tasks required to achieve those
outcomes
Select the capabilities that underpin the tasks
Use the capabilities to relate people to the role
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSDefine the KM role …
Define individual outcomes
Determine tasks required to achieve those
outcomes
Select the capabilities that underpin the tasks
Use the capabilities to relate people to the role
Valuable resource: http://www.onetonline.org/
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSSort the cards … Sort cards by role priority
Don’t just rely on card title
Be able to justify your choice
Max 6 essential
Max 6 desirable
Colours can be divided up
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNS
The results
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSCapability matrix – KM role
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSClient outcomes All staff involved in capability selection
Safe level of discussion – not about demarcation
People centered discussions
Gap analysis on position descriptions
Rich discussions in relation to current and future role responsibilities
Better equipped managers – supported workshops
Gap analysis on position descriptions
Agreement on role capabilities
Later can be used to help make better hiring decisions
Supports development activities
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNSAdditional resources http://www.shl.com/assets/resources/White-Paper-SHL-Universal-Co
mpetency-Framework.pdf
(About the model presented at ActKM2011)
http://www.apsc.gov.au/ils/index.html (A comprehensive model for
Australian government leadership)
http://www.onetonline.org/ (Comprehensive database of role
definitions, skills and capabilities)
Step Two Designs (www.steptwo.com.au)
Step T w o DESIGNS