3. Existing route
???
qualifications
Experience,
Professional skills
Tech Screening CV
Knowledge
Evaluation
Behavioural skills
Hudson 5+1
Model
4. Case study: THE FCO – GOING ABOVE AND BEYOND
The FCO had been to market three times previously to fill this business
critical post without success
- Engaged with Hudson and we worked with them to try and understand the issues –
what was the ‘missing link’ ?
- We suggested an approach where we would re-scope the job specification and lift out
the key professional skills. The FCO already understood what the technical and
behavioural qualities needed to be – but not what the candidate would be doing – what
did the ideal candidate look like ?
- Using the SFIA framework, we broke the role down into 4 key professional skills, all of
which could be tested against using the assessment tool – until this point no other
supplier had helped them challenge the job specification and requirement.
- Rather than simply searching for a ‘Service Delivery Manager’ with a strong ITIL
understanding from the Public Sector. We evaluated the post, understood the level of
candidate required and analysed the core components of the required skills.
5. The Hudson approach
Review Role
and identify
3 to 4 critical
SFIA skills and
overall SFIA
level of role
Candidate
Documentation Validate SFIA
Review and
mapping and
report on most
process with
appropriate
key
candidates
stakeholders
Undertake
objective Develop
assessment Assessment
against critical Profile for Role
SFIA skills
7. Unique approach to this assignment – the difference
What made the approach to this particular assignment unique and different to a
traditional retained project was:
1. In Collaboration with the client, we determined the critical professional skills associated
with the D7 Live Services Delivery Manager role using the Skills Framework for the
Information Age.
2. Enhance the selection data gathered from interview, behavioural and technical
assessments with an objective assessment of candidates professional competencies
against the criteria established.
3. Provide feedback as to which candidates demonstrated the highest level of relevant
professional competence for the role.
8. FCO D7 Live Services Delivery Manager
Determining Level and Critical SFIA Skills
SFIA Skill Description
Overall Level of Level 6 – Initiate/Influence
Responsibility
SLMO-6 The planning, implementation, control, review and audit
Service Level of service provision, to meet customer business
Management requirements. This includes negotiation, implementation
and monitoring of service level agreements, and the on-
going management of operational facilities to provide
the agreed levels of service, seeking continually and
proactively to improve service delivery.
SEAC-6 The achievement of formal confirmation that
Service acceptance criteria have been met, and that the service
Acceptance provider is ready to operate the new service when it has
Application Form been deployed. (Acceptance criteria are used to ensure
that a service meets the defined requirements,
including functionality, operational support and quality
requirements).
RLMT-6 During the design, management and implementation of
Stakeholder business change and throughout the service lifecycle,
Relationship the analysis and coordination of relationships with and
Candidate Brief Management between stakeholders, taking account of the services
they use.
RELM-6 The management of the processes, systems and
Release and functions to package, build, test and deploy changes
Deployment and updates (which are bounded as “releases”) into a
live environment, establishing or continuing the
specified Service, to enable controlled and effective
handover to Operations and the user community.
9. The methodology
• Hudson went to market and ran a traditional search and selection campaign with
advertising, headhunting, networks, database search etc.
• We developed an application form which asked competency based questions around the
key professional skills.
• 1st level assessment evaluated the general candidates back ground however even at this
stage we started to measure the candidates answers to the competency based questions
in the application form which followed the SFIA Professional skill codes.
• Hudson Interviewed each candidate
• Personality profiling
• Long list produced based on three critical areas:
- Professional Skills – Application pack / competency based Interview with Hudson
- Personality Profiling – Hudson tool
- Technical – qualifications etc.
All long listed candidates were then invited to take the SFIA ONLINE ASSESMENT TEST
11. Our team
• Certified SFIA Consultants
• Experience in commercial and academic learning
• Exam writing professionals
• Experience of and involvement with professional bodies
• Membership of BCS, Learning Performance Institute…
• Project management & HR expertise
• Authors BCS CITP Members
16. Test example
16
Presentation to insert name here
17. Operating Level of Responsibility
• The analysis of the candidate documentation indicated Candidate Level of Responsibility
that the appropriate SFIA level of responsibility for the
D7 Live Services Delivery Manager role was SFIA
Level 6.
• In considering the level of responsibility that the
candidates are operating at, the analysis suggests that
only five candidates (B, H, I, J and L) are operating at
25% of the expected level.
• The current role holder (candidate X) achieved 50%
which suggests that for this role further assessment of
the current operating level of autonomy, influence,
complexity and business may need to be undertaken
by interview.
18. Weighted skills
• In considering the candidates results, a
weighting to the chosen SFIA codes SLMO-6 SEAC-6 RLMT-6 RELM-6
should be applied. In this instance,
SMLO-6 is the closest professional
competency descriptor to the role 10%
description provided and carries the
greatest weight. 15%
45%
• Second most significant is SEAC-6
which combined with SMLO-6 represents 30%
75% of the core professional
competencies required by the role.
• The supporting skills of RLMT-6 and Weighted SFIA Competencies
RELM-6 represent 25% of the overall
SMLO-6 45% Most critical to role
assessment weighting. SEAC-6 30% Critical to role
RLMT-6 15% Important
RELM-6 10% Requirement
19. Candidate results
With the appropriate weighting and level Weighted candidate results
adjustments applied (giving weighted
results SMLO-W, SEAC-W, RLMT-W and
RELM-W) the following observations can
be made:
• Candidates K, H and G have similar
professional competency assessment
results to the current role holder.
• Candidate L exceeds in SMLO-6.
• Candidate D exceeds in SEAC-6 but is
weak on SMLO-6 which is the core skill.
• Candidates did not score well overall on
RLMT-6 and RELM-6 and with their lower
weighting these two skills are not
providing any significant new evidence.
20. Final candidate recommendation
Overall candidate evaluation
• The candidates demonstrating the closest fit to the A 54%
professional competency requirements for the role are B 50%
candidates G, H, K and L with candidates G, K and L C 63%
being the most likely to succeed in the role. D 59%
E 68%
• Candidates C, D, E, I and J should also be in
F 32%
consideration as they have assessed well against
critical professional competencies. G 86%
H 77%
• Candidate F has not demonstrated sufficient ability on I 68%
the professional skills assessment and would need to J 72%
be assessed further before progressing. K 86%
L 90%
