One of the typical problems that we find in organizations and IT teams is how to fit the evolution of profiles and competencies of professionals with the categories of their collective agreement, compensation programs, evaluation etc … and if we add that the organization is a public entity, this problem is magnified.
From our point of view, we believe that we must be clear that the market is increasingly changing and the skills (knowledge, skills and attitudes) that we will need from the people in our projects will be evolutionary and adaptive.
It is no longer valid just to have the profile card perfect, immovable, and totally determined with hairs and signals, so that the aspects that appear in the profile file is the “job” and hence we do not leave. If we are in WUCA environments, where predictability is increasingly lower, where agile methodologies have come to stay, why should the professional profile be something totally determined and determinable? Is not it a contradiction?
Given this paradigm, Netmind said that we should promote a cultural change in our organizations and IT teams, and not only in the technical and management of projects and services, but also in the professionals themselves, on their status current, evolution, future expectations … and questioning the entire organization if a rigid administrative structure is valid for effective personal and professional development. The answer from our point of view is “NO”, and that is why we propose that both worlds, administrative and professional, should coexist.
From Netmind we work with the competence profiles based on the European e-competence Framework model, and after the work of several European entities and stakeholders, including Netmind, we have defined ICT Profiles for IT organizations, as well as the competencies , knowledge and skills that these profiles must have for:
- Develop, maintain and manage ICT projects and processes
- Exploit and use ICT in organizations
- Make decisions, develop strategies and promote the use of ICT
European e-competence Framework, is focused for IT professionals and executives, HR managers, educational entities and training centers, certification providers, market analysts and political decision makers.
What can we apply e-CF for?
- Definition of ICT profiles
- ICT Professional skills analysis
- ICT talent management and development
- Analysis and improvement of corporate competences in ICT companies
If we expect this model to resolve salary, social and administrative issues, the e-CF is not the valid alternative and we must change the approach.
How is the e-CF structured?
The e-CF is structured in 4 dimensions on which the competence framework of each profile is based:
- Dimension 1: 5 areas of competence: PLAN, BUILD, EXECUTE, ENABLE AND MANAGE
- Dimension 2: 40 ICT competences
- Dimension 3: 5 levels of professionalism
- Dimension 4: Examples of knowledge and skills
The Y as an example of competition according to e-CF
The e-CF is a framework, and as such it makes it possible to adapt to the reality framework of each of the organizations, it is evident that an ICT consultant with all kinds of profiles and with many levels of specialization is not the same, that a non-ICT company that has many of its processes and outsourced ICT services, and therefore, the framework of necessary competencies can be greatly reduced.
What is evident is that the necessary skills to “lead from the IT team a process of digital transformation” or are as “core” in the organization or be managed from the organization while being outsourced. Do we know what ICT profiles and competencies are necessary for this challenge? This is the question we must ask ourselves and start looking for answers.