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Development

B4

Manage training and education programmes, developmental job assignments, mentoring, and coaching.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Development at each level of maturity.

1Initial
  • Practice
    Rely on the best endeavours of available personnel.
  • Practice
    Provide initial training.
    Outcome
    Initial development of employee skills is possible through provision of some training.
    Metric
    # of training days per employee per specified time interval.
2Basic
  • Practice
    Encourage IT line managers to identify employee development needs as part of their daily work.
    Outcome
    There is local evaluation of development needs.
    Metric
    % of employees for which development needs are formally documented.
  • Practice
    Introduce a basic training catalogue for employees within the IT function.
    Outcome
    The general training of employees is directed via a training catalogue.
    Metric
    # of training days per employee per specified time interval.
  • Practice
    Provide basic mentoring and coaching to employees within the IT function.
    Outcome
    Basic mentoring and coaching supports the development of some employees.
    Metrics
    • % of employees who are in a mentoring programme.
    • % of employees who are in a coaching programme.
3Intermediate
  • Practice
    Introduce a standardized process in IT and some other business units for identifying training needs based on the definition of job families and the evaluation process.
    Outcome
    Development needs of employees, including high-potential employees, are identified consistently.
    Metric
    % of employees for which development needs are formally documented.
  • Practice
    Tailor the training offered to address the requirements of high-potential employees in IT and some other business units who are following specific career paths.
    Outcome
    Training for high-potential employees is focused on their specific requirements.
    Metric
    % of training programmes for high-potential employees (as compared to total # of training programmes).
  • Practice
    Establish a mentoring programme and ensure that coaching needs are identified via a standardized process in IT and some other business units.
    Outcome
    Mentoring and coaching support employees' development.
    Metrics
    • % of employees who are in a mentoring programme.
    • % of employees who are in a coaching programme.
4Advanced
  • Practice
    Hold regular discussions with employees organization-wide to assess training needs identified by them.
    Outcome
    Training needs are identified and agreed on by the employer and employee.
    Metric
    # of meetings per employee per specified time interval.
  • Practice
    Tailor the training catalogue based on job family definitions, and make it available organization-wide.
    Outcome
    Employees are trained according to their job family needs.
    Metric
    # of training courses per job family.
  • Practice
    Regularly evaluate the effectiveness of mentoring and coaching programmes organization-wide and adapt the programmes as needed.
    Outcome
    An effective and transparent mentoring and coaching programme supports employee development.
    Metrics
    • % of employees who are in a mentoring programme.
    • % of employees who are in a coaching programme.
    • Frequency of reviews.
5Optimized
  • Practices
    • Identify gaps between future skills required for IT professionals and the existing skills of staff, and adjust the training of employees to minimize potential gaps.
    • Reflect input from business ecosystem partners in the process.
    Outcome
    The development identification process is aligned with the IT people strategy.
    Metrics
    • # of formal analyses of skill gaps.
    • # of revisions to the training catalogue per specified time interval.
  • Practices
    • Monitor trends in the skill sets of newly hired employees and the changing future skill requirements for IT employees.
    • Reflect input from business ecosystem partners in the process.
    Outcome
    There is transparency on long-term training needs.
    Metric
    Frequency of employee surveys.
  • Practice
    Adjust the training catalogue as required to reflect trends in skills sets.
    Outcome
    Long-term training needs are satisfied via the training catalogue.
    Metric
    # of revisions to the training catalogue per specified time interval.
  • Practice
    Evaluate mentoring and coaching programmes against the programmes of competitors.
    Outcome
    Implementation of best practice processes is ensured.
    Metric
    # of competitors' programmes reviewed per specified time interval.