e-CF adoption:

a Practical Approach

The 80/20 rule

ContextNew profiles and skills in a digital world

Defined context

1. Digital Talent & Skills Gap

2. Available potential workforce

3. The guidance/roadmap

2020.. need of digital talent

What do experts and analyst says?

IDC – EMC report, april 2014 (http://www.emc.com/leadership/digital-universe/index.htm)

•Magnitude of generated information• From 2013 to 2020, the digital universe will grow by a factor of 10 – from 4.4 trillion gigabytes to 44 trillion. It more

than doubles every two years.

•Emerging markets will take the lead (China.. but also Latin America) on generated data• Between 2013 and 2020 the division of the digital universe between mature and emerging markets (e.g., China) will

switch – from 60% accounted for by mature markets to 60% of the data in the digital universe coming from emerging markets.

•Big Data.. Analitics: from data to metadata: profiles to deal with such challenge• In 2013, only 22% of the information in the digital universe would be a candidate for analysis, i.e., useful if it were

tagged; less than 5% of that was actually analyzed. By 2020, the useful percentage could grow to more than 35%, mostly because of the growth of data from embedded systems.

•Digital footprint: almost 2 MB of information generated by person per minute• In 2014, the digital universe will equal 1.7 megabytes a minute for every person on Earth

Even more intensive use of ICT•Business Support•Digital Enablement

New skills in a new era:

What do experts and analyst says?

IDC – EMC report, april 2014 (http://www.emc.com/leadership/digital-universe/index.htm)•Technichal challenges.. but not only!!

•Companies are in the need of new managers to deal with the digital re-evolution• Create a C-level position in charge of developing new digital business opportunities: Whether it is a new position (e.g., Chief Digital

Officer), or an enhanced existing one (e.g., upgrading the CIO's current responsibilities).• This new executive role is in charge of identifying and pursuing new revenue streams based on internal and/or external data and its

analysis.

•No investment.. NO RESULTS• Design and execute a plan for accelerated investments in digital enterprise technologies and skills:

• re-allocate resources across the business based on digital transformation priorities, • invest in promising data collection and analysis areas,• identify the gaps in talent and skills required for success in the era of the Third Platform.

In the need of an ICT HR transfomation

Need of new professionals:•At a Management level•At a technichal level: new skills for the digital age

Demand: skills gap

• Europe

http://eskills-monitor2013.eu/results/

Europe might face a shortage of up to 900,000 ICT professionals by 2020, risking its potential for growth and digital competitiveness.

https://ec.europa.eu/digital-agenda/en/grand-coalition-digital-jobs

• Europe

http://www.cedefop.europa.eu/EN/Files/5526_en.pdf

Demand: skills gap

Demand: skills gap

• Spain:2014 – 10 – 13: 3 days ago!!Alierta (Telefónica): “Se podrían crear hasta 300.000 empleos en 4 años” con la economía digitalEuropa Pressel13 octubre, 2014/0 comentarios

El presidente de Telefónica, César Alierta, ha afirmado este lunes que, según estimaciones de la compañía, se podrían crear entre 250.000 y 300.000 puestos de trabajo en los próximos cuatro años si la economía española se digitalizara al ritmo que debe.

“Tenemos que adecuar las competencias de los jóvenes a los nuevos perfiles tecnológicos que necesitan las empresas, las administraciones y la sociedad en general”, ha subrayado.

En concreto, cada lanzadera de empleo estará integrada por un equipo de 20 jóvenes desempleados menores de 35 años que estará orientada por un coordinador y reforzará sus competencias y habilidades en su búsqueda activa de empleo.

See more at: http://www.diariofinanciero.com/2014/10/13/alierta-telefonica-se-podrian-crear-hasta-300-000-empleo-en-4-anos-con-la-economia-digital/

#sthash.vTYjQMgu.dpuf

Demand: skills gap

• Latin America

http://www.cisco.com/assets/csr/pdf/IDC_Skills_Gap_-_LatAm.pdf

Demand for Skilled ICT Workers Growing in Latin AmericaLack of Qualified Professionals Poses Challenge for the Region.Study reveals gap of 296,200 networking professionals in the region by 2015, a gap of 35 percent between supply and demand

http://newsroom.cisco.com/release/1153003/Demand-for-Skilled-ICT-Workers-Growing-in-Latin-America-Lack-of-Qualified-Professionals-Poses-Challenge-for-the-Region

Situation in the south of Europe

•Youth unemployment (2013)

• Greece and Spain, over 55%• Portugal and Italy over 36%• 18 countries (including UK, France,

Belgium..) over 20%

And what do we have available?

http://concordia.net/news/2013/07/26/reducing-european-youth-unemployment-with-public-private-partnerships/

Matching opportunity•the need of skilled professionals•the critical opportunity to create employment

And what do we have available?

Trend is changing•Employment growth (2014)• UE: + 0,2 %• Spain: + 0,7%• Portugal: + 0,9%

http://concordia.net/news/2013/07/26/reducing-european-youth-unemployment-with-public-private-partnerships/

Summarizing: defined context - what do we have?

1. Digital Talent & Skills Gap:• A future where ICT professional will be increasingly needed: the digital world (appart from

the «traditional» ICT needs): almost a million new professionals needed

2. Available potential workforce:• A large opportunity to train, certify and develop the new professionals needed (youth)

3. The guidance/roadmap:• Need to «generate» new professionals in new competences• Need of a consistent/global framework for ICT professionalism, in constant definition and

evolution to remain updated, to define the job roles & associated skills: e-CF

Matching demand and offer

http://eskills-monitor2013.eu/fileadmin/monitor2013/images/MONITOR_ICTProfessionalism_FinalReport_final.pdf

GOVERNANCE FRAMEWORK FOR ICT PROFESSIONALISM

e-CF•Plays a crucial role in European plans for action• As the key and growing structural

source of positions/skills

e-CF structure your moves and growthA key building block for an ICT profile development strategy

Why do I need e-CF? benefits for..

• A CIO or an ICT manager (responsible of ICT profiles and professionals)• Opportunity to benchmark ICT professionals and/or define project ICT skills requirements:

• Internals in recruitment process• Externals on consultancy projects

• Set a common management system for multinational companies: interoperability with other group companies at European level

• An HR manager / consultant• Repository of standardized knowledge and skills associated to a profile (80/20)• Definition of «standard» job roles and profiles (common language): recruitment, validate / assess..• Helps to define “career development” within employees, counting on a standard definition of

development paths (gaps) and landing positions.

• An ICT practitioner: a professional (designing the next steps or developing my career)• Self assessment• Helps to better set personal development goals: career development + associated actions: training, certification..• Job application with increased certainty about position contents and therefore candidate opportunities (matching)

Any real examples?e-CF as the backbone for a complete ICT HR development strategy

ICT profesionalism management model

Project requirements (leading multinational company, insurance sector):

1.Assessment and optimization of profiles and job roles at the ICT unit for:• a) 2013 training Plan design and management: higher impact of training activities – increased focus• b) Identify professional development routes for:

• Talent retention (reward program, career development)• Coverage of critical positions: Project Manager..

2.Useful today and tomorrow: not a picture, but a video

Key elements:

•Process: not only a fixed deliverable, but also a management model for ICT talent within the company.

•Expected Results

Has•Complete job role definition (tasks and activities)•Well described and organized internal activity inventory

Lacks of•Vision and benchmark: external point of view•Associated knowledge and skills for the activies•Structure for further development and growth

Acting today, plannig for tomorrow

Key elements:

•Process• Profiles and Job Role definition review: migrating towards a «standard»• Check – benchmark with leading models: e – Competence Framework, others (CIGREF, O*Net, ICT - HC)

• Good practices, not standards: inspiration for improvement, not a constraint to freely define/evolve• Benchmarking: capture external knowledge + opportunities to align – compare with the industry

• Definition of Knowledge Areas• Set the «optimum» of skills and knowledge + training plan (actions)

•Expected Results• Evolution – transformation proposal «step by step»

• Professional expertise plan (horizontal development: same position, increased competencies): 2013-2016• Professional growth plan (vertical development: progress in position, gap in role): 2013 – 2016• ICT professionalism management model

• First step: concrete Training Plan 2013 - 2014

Managing today’s needs and preparing tomorrow’s

INVENTARIOPuesto y Funciones

MODELOSConocimientosy habilidades

EXPERTISE + MERCADO

CATALOGO FORMACIÓNÁreas deConocimiento

Mapa AccionesFormativas

DescripciónDEFINIDO

Ampliación + validación con mercado BUENA PRACTICA

Concreción GESTIONABLE

Macheo e identificaciónCOHERENTE - ALINEADO

Asignación acciones a puesto (Programa por puesto)

PROGRAMADO - COMPLETO

Process

Funciones de Detalle Rol Habilidades / Conocimientos / Niveles Modelo Coincide

1.     Asistir a los usuarios, para conseguir la información y resultados de ellos esperados (TP0001)

Entendido como muy relacionado con la toma de requerimientos

A.6. Application Design

Level 1K1,S1, S2

eCF 3

E.4. Relationship Management

Level 2K1, K2, K3, K4, K5S1, S2, S3, S4

eCF 4

Relationship Management Stakeholder relationship management L3Otros 4

Client Support Sales support L2 Otros 3

Relacion y soporte a clientes y usuarios

Garantizar la comunicación efectiva con las áreas clientes y usuarias, para la correcta extracción de información, requerimientos y retroalimentación.

InternoICT HC 4

2. Elaborar la documentación del necesaria para la realización del proyecto (TP0002)

B.5. Documentation Production

Level 1, 2, 3K3S1, S2, S3, S4

eCF 4

D.10. Information and Knowledge Management

Level 3, 4K1, K2S1, S3, S4

eCF 3

Business change implementationPortfolio, programme and project support, L2, L3

Otros 2

Comparison and enrichment with models: from «Positions» to «Job Roles»

Process

4.- Definition of the optimal evolution for the Job Role: skills and knowledge

Dependencias - Vinculaciones

Results: real benefits and delivered value

• Optimize the process of design and management of the Training Plan

• Focus – more with less: sharpen the impact of training vs concrete needs

• Dynamic model: valid today and tomorrow• Today:

• Design and management of the current training plan: Plan 2013• With a focus on continual development: Route plan per job role• Development and improvement of skills and knowledge per profile: optimum per job role targeted against e-CF

• Tomorrow: re-usage of produced deliverables for long term vision:• Manage the professionalization of the workforce + benchmark with the industry: profiles and roles evolving and in

comparison with market models• Evolve the position/role matrix with management reviews, to keep it up to date and in line with (changing) company

needs• Growth and professional development initiatives for the human capital: Career Development Plans

Key outcomes / achievements

•Updated job role definition, based on e-CF (80%) + internal specs (20%)•Vision and benchmark: external point of view•Methodology an structure to further develop:

• Framework to align growth needs

Thank you!Luis M. Rosa

General ManagerCIONET Spain and Latin Americaluis.rosa@cionet.com

Managing DirectorICT – Human Capitalluis.rosa@ict-hc.com