Case studies: tools to support SFIA alignment

Ministry of Social Development’s (MSD) practice leaders have invested considerable effort in creating consistent practice structures across analysis and design, software engineering and quality assurance technology practice areas.

MSD used SFIA skills and core competencies to define 4 seniority levels within each practice ranging from associate to lead levels. Using SFIA to define these roles helped ensure consistent position descriptions for each seniority level. They also supported the design of learning pathways as part of MSD’s learning and development framework.

This approach has meant that MSD has been able to consistently baseline relevant skills for each practice member, document aspirations and growth areas, design skill-based learning plans, execute them and document progress.

MSD has designed their learning and development framework for technology practice members around SFIA. The framework includes creating skill-based learning and development plans and managing them through successful execution. The plans rely on a number of SFIA-aligned tools.

These tools allow MSD to assess the current skill levels of staff members and transform career aspirations into clear action plans linked to specific skills. Most upskilling needs are then addressed through a combination of learning resources available on digital learning platforms and on-the-job learning.

MSD worked with digital learning platform consultants to configure collections of learning resources relevant to specific skills and learning paths. This enables their people leaders to effectively support staff members in their continuous learning efforts and offer learning support relevant to staff members’ goals and skills.

In 2023, the Ministry for the Environment (MfE) profiled their staff and identified skills gaps. From the SFIA framework, they had a list of the SFIA skills and associated activities for each function. This was indexed to their service catalogue and enabled them to map service demand through to individual SFIA skills.

Using tools to identify skills gaps

MfE reviewed a number of tools in the skill management space before agreeing on one. They used the tool to profile staff skills against the skill required for their current, and ideally next role.

This enabled them to identify where the team lacked a particular skill or who else might have that skill. This approach helped to identify key-person risks, areas for individual or group training and development, and allocating responsibilities and services across multiple kaimahi (staff), and vice versa, where needed.

The benefits for kaimahi

The goal was (and is still) not to penalise people for lacking a skill, but to make sure that the wider team has the skills required to deliver the services demanded of it. MfE uses identified skills gaps to inform development plans for kaimahi and hiring decisions. At the same time, kaimahi can see exactly how each skill tracks to MfE’s services and strategic and group objectives.

By scoring themselves against both their current and desired roles, and having an active moderation conversation, people leaders and kaimahi can identify exactly what development they need to deliver excellence in their current role as well as to prepare for their next.

This clarity is greatly valued by kaimahi, and is a key strength of this approach.