A SFIA case Study

1. SFIA Conference
Kimberly Clark Experience
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2. The KC Story
• Kimberly Clark – A global company that
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competes in multiple markets (Consumer
Products, Health Care and Professional)
• KC – Business Considerations
– Highly competitive markets
– Mergers and acquisitions
– Need to contain “Back Office” costs
– Emphasis on Talent Management

3. Why did KC choose SFIAplus
• Strategic focus on growing talent
– Rapidly changing technology
– Ever increasing demand from business while needing
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to contain spending
• Employees are seeking a clearer understanding of
career opportunities
• Needed to move fast with talent management
solutions
• Required a low cost solution

4. KC / BCS Approach
• Conducted limited pilot in 2009 with our Project
Delivery Management group
• Exposed the team to the raw material using the
BCS Role Model service
• B ilt f
Built four roles of one skill at a chosen l
l f kill t h level
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• Team performed a skills assessment against the
description and the SFIAplus framework overall

5. Key Discoveries
• Team directly linked SFIA skill level with
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organisational level
– Failed to see other factors that influence job level
–CCaused us t re-think our approach
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• We focused on building a comprehensive role
definition that includes:
– Skill requirements (SFIAplus)
– Leadership p
– Job level (model organisation)
– Technical requirements

6. Key Discoveries
• Required close coupling with corporate Talent
Management initiative
• Guiding principles around skill level assignment
is critical
• Senior IT Leadership sponsorship and
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involvement a MUST
• Established successful implementation as a key
IT leadership objective

7. Perceived Benefits of SFIAplus
• Speed of deployment
• Pick & Mix rather than craft
• Recognised by KC’ers as a “Source of
Truth
Truth” – no challenges to quality of content
• Focuses on significant measurable skills
• Standardised language – consistency of
definitions across the enterprise
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8. Benefits Seen so Far
• Organisation sees this as an investment in them
– Enables individual development plans
– Supports career p
pp planning efforts
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• Provides a foundation for future Talent
Management efforts
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– Provides visibility to other career opportunities
– Supports recruiting activities
– Enables skills assessment and identification of skill gaps
– Enables training and education planning

9. Major Challenges
• IT Leadership Buy-In
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• Customise or Standardise
• Alignment of Org Role structure and SFIA job levels – the
need to avoid skills inflation
• Building a sustaining model
– Ongoing go ernance
governance
– Support resources and requirements
• “English Pros” for the non-UK audience
English Pros non UK
– too subtle at times
• Communication and Change Management

10. Key Messages from KC
• Secure senior leadership sponsorship early and
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maintain it
• Build a high powered implementation team
– Respected throughout the organisation
– Knowledgeable of their organisation
– Passionate about talent management
• HR on board from the start
– Ensure alignment with enterprise initiatives
– Ch
Champions f th cause
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11. Key Messages from KC
• Agree on the role structure before embarking on
building skill profiles
• Create a talent management strategy and
understand how the SFIAplus tool set supports
the strategy
• Don’t let perfection be the enemy of good
– Accept the 80% fit
– Be willing to move rapidly and adjust if necessary

12. The Journey Continues