Conference 2007 >
Track 3
| Understanding the skills you have
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Andy Wooler, Learning Programme Manager, Legal and General Assurance Society Limited |
Understanding an organisation's skills base enables both targeted training and more efficient resource deployment. What are the techniques
that enable a clear understanding of employee skills? Are there alternatives to paper based questionnaires and performance appraisals?
- Setting skills targets for learning and development
- Meeting skills compliance targets through competency assessment
- Dealing with specialised skills and assessment
- Ensuring skills assessments are credible
- Changing from event- to process-driven |
| Deploying competency frameworks effectively
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Steve Poole, Head of the CPS BIS Directorate, Organisational and Personal Development Unit, Crown Prosecution Service |
In implementing the Government IT competency framework (based on SFIA v3) for IT staff, Steve Poole of the CPS has developed clear views on the benefits of such frameworks - and the best way of deploying them.
In this insightful presentation, Steve shares his experience, and outlines how he thinks you can get the best from skills frameworks as part of an integrated performance and development management process.
- Integrating industry standard competency frameworks into internal systems
- Linking competency frameworks to developemnt plans - engaging people
- Ensuring a positive reception for assessment - what's in it for individuals
- Working with HR processes
- Going beyond learning benefits |
| Putting human capital management to work
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Alan Hewitt, Partner, HCM, Business Consulting Services, IBM |
Alan Hewitt specialises in helping organisations make the most of their people. In this presentation, he outlines a model for the successful
identification and development of human skills capital, and examines real-life case studies showing where organisations have improved the
abilities and performance of their people.
- Creating and using Resource/Workforce Strategy and Planning
- Acquiring and retaining staff
- Developing staff in-line with business needs
- Deploying staff to areas of greatest need
- Assessing what works and what to do if it doesn't |
| Building professional staff with talent management
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Paul Briggs, Head of Professional Development Management, Business Change and IT, Norwich Union Life |
Norwich Union Life has revolutionised the management of its 850 IT professionals. Through implementing a talent management process, it is now possible to build the company's skills base for now and for the future, to deploy personnel more effectively, while at the same time increasing staff engagement.
- The need to understand both skills and behaviours
- Dedicating managers to the development function
- What professional practices are, and how to build them
- Dealing with the practicalities of assessment
- Why employees with a great CV are good business |
