IVI Framework Viewer

IT Workforce Strategy

A1

Define an IT workforce strategy, outlining long-term needs regarding, for example, the quantity, skill level, and geographic location of employees. Communicate strategic decisions to the workforce.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for IT Workforce Strategy at each level of maturity.

1Initial
  • Practice
    Rely on the best endeavours of available personnel.
  • Practice
    Communicate strategic information regarding the workforce as and when required by management.
    Outcome
    Employees may be aware of some high-priority strategic workforce decisions.
2Basic
  • Practice
    Define and document a basic IT people strategy within the IT function.
    Outcome
    HR can plan according to the basic IT people strategy.
  • Practice
    Hold meetings to update employees within the IT function about the most significant strategic decisions affecting the organization's workforce.
    Outcome
    The most important decisions affecting the workforce are known to IT employees.
    Metrics
    • Frequency of communication events regarding workforce strategy.
    • # of items that need to be communicated.
3Intermediate
  • Practices
    • Include long-term, medium-term and short-term needs regarding quantity, skill level, and geographic location of employees in the IT people strategy, and reflect how to address these needs.
    • Reflect input from IT and some other business units in the development of this IT people strategy.
    Outcomes
    • HR can plan according to the IT people strategy.
    • There is increased likelihood that the correct number of employees with the required skills are at the required location.
    Metric
    Yes/No indicators re inclusion of LT, MT and ST needs regarding quantity, skill levels, and geographic location of employees in the IT people strategy.
  • Practice
    Communicate all strategic decisions regarding the IT people strategy to employees in IT and some other business units using regular meetings and written communication.
    Outcome
    Employees have transparency regarding all strategic decisions and the impact of those decisions on the workforce.
    Metrics
    • Frequency of communication events regarding workforce strategy.
    • # of items that need to be communicated.
4Advanced
  • Practice
    Establish a formal organization-wide process to align the IT people strategy with the global HR and IT strategies.
    Outcomes
    • The IT people strategy is aligned with the global HR and IT strategies.
    • The required number of employees with the required skills are available.
    Metric
    Frequency of formal alignment reviews.
  • Practice
    Establish an organization-wide online portal with Q&A interfaces for bi-directional employee and organization-related communication.
    Outcomes
    • The Q&A interface enables questions to be answered related to strategic decisions.
    • Employees are well informed on all strategic workforce-related decisions.
    Metric
    # of questions answered via the Q&A interface.
5Optimized
  • Practice
    Document the requirements of the annual IT people strategy (e.g. long-term needs regarding quantity, skill level, geographic location, demographic risk management), and agree the requirements with business ecosystem partners and global HR.
    Outcome
    Transparency regarding the requirements of the annual IT people strategy is achieved.
    Metric
    Frequency of formal meetings with other business units.
  • Practice
    Reflect thought leadership and industry-wide influence in the IT people strategy.
    Outcome
    Best practice HR processes are ensured.
    Metric
    # of publications and rankings per year in which the organization is mentioned as a thought leader or as having industry-wide influence (comparative to industry norms).
  • Practice
    Regularly review and improve the workforce strategy communication process (e.g. with employee surveys, Q&A feedback, input from the business ecosystem).
    Outcome
    There is transparency on the effectiveness of communication.
    Metric
    Frequency of reviews.