The basic model is styled on a 'learning ladder' mingled with 'leadership' or 'power' aspects, i.e. 1) follow, 2) assist, 3) apply, 4) Enable, 5) Ensure-Advise, 6) Initiate-Influence, 7) Set Strategy-Inspire-Mobilise.
These 'levels' are applied across corporate functional areas or activities to create a 'skills framework' or matrix for ranking individuals and recording progress. Functional areas or activities include: a) Strategy and architecture, b) Business change, c) Solution development and implementation, d) Service management, e) Procurement and management support, f) Client interface.
Questions
- The SFIA is just a tool, it offers an immediate snapshot of a workforce, more importantly however, how is it used or applied over time?
- Is SFIA developmental? i.e. does inform career development, future training, skills and project exposure?
- Do individuals perceive an incentive to emphasise and specialise in focused areas or to generalise?
- When is specialisation versus generalisation recommended, at different times in the individual's career?
- Is SFIA used as a filtering mechanism, for selection or vetting?
- How transparent is the process under which it is used? Do participants have transparent access to others' inputs?
- Is it part of 360 degree reviews?
- How does project, activity, process and service performance captured?
- Is this the menu or the meal? What I mean by that is does engaging in SFIA activity as an occasional exercise serve to distract or does it become a regular assessment framework intended to be the 'usual' lens to view progression and career paths at work?
