Case Study:

Designing & implementing a skills and competency framework for a newly created Project delivery organisation

Why did the client need to implement a Skills and Competency Framework

• Newly created Business Change division following the merger of 2 large organisations.
• Approx. 200 staff (project & programme managers, project office, business analysts) spread across 5 UK sites
• Disparate people management systems and local interpretation in expectations of people’s roles.
• Huge number of projects to be delivered to realise the benefits of the merger.
• Need to drive high performance, harmonise the approach to managing people, and quickly establish credibility for the new organisation within the merged organisation.

Overall Approach to implementing the Skills and Competency Framework

• 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.

Success Factors for implementing the Skills and Competency Framework

• 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

Summary of Deliverables needed to implement the Skills and Competency Framework

• 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

Challenges Faced when implementing the Skills and Competency Framework

• 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

Benefits Achieved from implementing the Skills and Competency Framework

• 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