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Client Issue
• 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 the
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
• 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
• 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
• 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
• 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
• 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
Case Study: Designing & implementing a
skills and competency framework for a newly
created Project delivery organisation