2011-04-25 comments on sfia generic levels for v5 consultation

1

Peter Leather Leader, Global SFIA User Forum

SFIA – Generic levels of responsibility – Suggestions for improvements for SFIAv5

Background • The more familiar that users get with SFIA – the more they

recognise the value of the generic levels of responsibility . • The opposite is also true; new users tend to make more use

of the skill level descriptors and overlook the generic levels of responsibility.

• A couple of things could be done: 1. provide more emphasis in the framework documentation and

how the generic responsibilities are presented. 2. I think the wording should be reviewed and refreshed by

taking an analytical view of the individual elements. When this is deconstructed there are some common themes which one can see gradually increasing from L1 thru l7. However not everything is covered all the way through and for some areas the distinction between levels is not clear.

2


SFIA – the 7 levels of Autonomy - deconstructed

Level 1: Level 2: Level 3: Level 4: Level 5: Level 6: Level 7:

Works under close

supervision.

Works under

routine supervision.

Works under

general supervision.

Works under

general direction

within a clear

framework of

accountability.

Works under broad

direction. Is fully

accountable for

own technical work

or project /

supervisory

responsibilities.

Has defined

authority and

responsibility for a

significant area of IS

work, including

technical, financial

and quality aspects.

Has authority and

responsibility for all

aspects of a


work, including

policy formation

and application.

Uses little

discretion.

Uses minor

discretion in

resolving problems

or enquiries

Uses discretion in

identifying and

resolving complex

problems and

assignments.

Exercises

substantial personal

responsibility and

autonomy.

Receives

assignments in the

form of objectives.

Establishes

organisational

objectives and

delegates

assignments.

Expected to seek

guidance in

unexpected

situations.

Works without

frequent reference

to others.

Usually receives

specific instructions

is usually given and

has work reviewed

at frequent

milestones.

Determines when

issues should be

escalated to a

higher level.

Plans own work, to

meet given

objectives and

processes

Establishes own

milestones and

team objectives and

delegates

responsibilities.

Work is often self-

initiated.

Accountable for

actions and

decisions taken by

decisions made,

both by self and self

and subordinates.

Is fully accountable

for actions taken

and decisions

made, both by self

and subordinates.

Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.

3


SFIA – the 7 levels of Autonomy - comments


Works under close

supervision.

Works under

routine

supervision.

Works under

general

supervision.

Works under

general direction

within a clear

framework of

accountability.

Works under broad

direction. Full

accountability for

own technical work

or project /

supervisory

responsibilities.

Has defined

authority and



work, including



Has authority and


aspects of a


work, including

policy formation

and application.

Uses little

discretion.

Uses minor

discretion in

resolving problems

or enquiries

Uses discretion in

identifying and

resolving complex

problems and

assignments.

Substantial

personal

responsibility and

autonomy.

Receives

assignments in the

form of objectives.

Establishes

organisational

objectives and

delegates

assignments.

Expected to seek

guidance in

unexpected

situations.

Works without

frequent reference

to others.

Specific instruction


work is reviewed at

frequent

milestones.

Determines when

problems should be

escalated to a

higher level.

Plans own work, to

meet given

objectives and

processes

Establishes own

milestones, team

objectives and

delegates

assignments. Work

is often self-

initiated.

Accountable for

actions and

decisions taken by

decisions made,


and subordinates.


for actions taken

and decisions

made, both by self

and subordinates.



Works under close

supervision.

Works under

routine

supervision.

Works under

general

supervision.

Works under

general direction

within a clear

framework of

accountability.

Works under broad

direction. Is fully

accountability for

own technical work

or project /

supervisory

responsibilities.

Has defined

authority and


significant area of

work, including



Has authority and


aspects of a

significant area of

work, including

policy formation

and application.

Uses little

discretion.

Uses minor

discretion in

resolving problems

or enquiries

Uses discretion in

identifying and

resolving complex

problems and

assignments.

Exercises

substantial personal

responsibility and

autonomy.

Receives

assignments in the

form of objectives.

Is accountable for

actions and

decisions taken


and subordinates


for actions taken

and decisions

made, both by self

and subordinates.

Expected to seek

guidance in

unexpected

situations.

Works without

frequent reference

to others.

Usually receives

specific instructions


has work reviewed

at frequent

milestones.

Determines when

issues should be

escalated to a

higher level.

Plans own work, to

meet given

objectives and

processes

Establishes own

milestones, team

objectives and

delegates

assignments. Work

is often self-

initiated.

Establishes

organisational

objectives and

delegates

assignments.

.

Does the concept of supervision fit

todays workplace? How is that term

perceived by entry-level IT

professionals?

The concept of “using

discretion” is very valuable – it could also be included in L4 and beyond.

I think the incremental

difference is not precise here

Something missing here?

I think the incremental could be clearer here? L1 could

include reference to frequency.

RACI is in common usage now and refers to Responsibility and

Accountability. Could SFIA use that instead of “authority” .

4


SFIA – the 7 levels of Influence - deconstructed


Interacts with

immediate

colleagues.

Interacts with and

may influence

immediate

colleagues. May have

more influence in

own domain.

Interacts with and

influences

Department / project

team members.

Influences team, and

specialist peers

internally. Influences

customers at account

level and suppliers.

Influences

organisation,

customers, suppliers

and peers within

industry on

contribution of

specialisation.

Influences policy

formation on the

contribution of own

specialism to

business objectives.

Influences a

significant part of

own organisation and

influences

customers/suppliers

and industry at senior

management level..

Influences

developments within

IT industry at highest

levels. Advances the

knowledge and/or

exploitation of IT

within one or more

organisations and/or

the advancement of

IS knowledge.

In predictable and

structured areas may

supervise others .

Has some

responsibility for the

work of others and

for the allocation of

resources.

Has significant


work of others and


resources

Makes decisions

which may impact

work assigned to

individual/phases of

project.

Makes decisions

which influence the

success projects and

team objectives

Makes decisions

which impact on the

success of assigned

projects i.e. results,

deadlines and

budget.

Makes decisions

which impact the

work of employing

organisations,

achievement of

organisational

objectives and

financial

performance.

Makes decisions

critical to

organisational

success.

May have some

external contact with

customers and

suppliers.

May have working

level contact with

customers and

suppliers.

Participates in

external activities

related to

specialisation.

Develops business

relationships with

customers.

Develops high-level

relationships with

customers suppliers

and industry leaders.

Develops long-term

strategic

relationships with

customers and

industry leaders.


5


SFIA – the 7 levels of Influence - deconstructed


Interacts with

immediate

colleagues.

Interacts with and

may influence

immediate

colleagues. May have

more influence in

own domain.

Interacts with and

influences

Department / project

team members.

Influences team, and

specialist peers

internally. Influences

customers at account

level and suppliers.

Influences

organisation,

customers, suppliers

and peers within

industry on

contribution of

specialisation.

Influences policy

formation on the

contribution of own

specialism to

business objectives.

Influences a

significant part of

own organisation and

influences

customers/suppliers

and industry at

senior management

level..

Influences

developments within

IT industry at highest

levels. Advances the

knowledge and/or

exploitation of IT

within one or more

organisations and/or

the advancement of

IS knowledge.

In predictable and

structured areas may

supervise others .

Has some


work of others and


resources.

Has significant


work of others and


resources

Makes decisions

which may impact

work assigned to

individual/phases of

project.

Makes decisions

which influence the

success projects and

team objectives

Makes decisions

which impact on the

success of assigned

projects i.e. results,

deadlines and

budget.

Makes decisions

which impact the

work of employing

organisations,

achievement of

organisational

objectives and

financial

performance.

Makes decisions

critical to

organisational

success.

May have some

external contact with

customers and

suppliers.

May have working

level contact with

customers and

suppliers.

Participates in

external activities

related to

specialisation.

Develops business

relationships with

customers.

Develops high-level

relationships with

customers suppliers

and industry leaders.

Develops long-term

strategic

relationships with

customers and

industry leaders. Text from the Skills Framework for the Information Age quoted by kind permission of The SFIA Foundation: www.SFIA.org.uk.

With much more fluid boundaries

between organisations –

these should refer to internal &

external customers, suppliers, partners

The incremental difference could be

clearer – e.g. L6 decisions critical to

functions; department, project

In my experience ; the requirement for industry level influence is heavily

organisation dependent. For some orgs this is key - for others much less so. I

think the wording could be changed so that that the org context is considered.

Allocation of resources is an

important differentiator. Could we be clear what is

in the scope of “resources”. Could

the responsibility be extended,

incrementally to L6 & L7.

6


SFIA – the 7 levels of Complexity - deconstructed


Performs routine

activities in a

structured

environment

Performs a range

of varied work

activities in

variety of

structured

environments.

Performs a broad

range of work,

sometimes complex

and non routine, in

variety of

environments.

Performs a broad

range of complex

technical or

professional work

activities, in a

variety of contexts.

Performs a

challenging range

& variety of

complex technical

or professional

work activities.

Performs highly

complex work

activities covering


and quality aspects

Contributes to the

formulation

formulation of IT

strategy.

Leads on formulation and

application of strategy.

Requires assistance

in resolving

unexpected

problems.

Undertakes work

which requires

application of

fundamental

principles in a wide

and often

unpredictable

range of contexts.

Work involves

creative application

of wide range of

technical and/or

management

principles.

Applies the highest level

of management and

leadership skills.

Understands

relationship

between own

specialism and

wider customer /

organisational

requirements.

Has deep understanding

of the IT industry and the

implications of emerging

technologies and

implications for the wider

business environment.


7


SFIA – the 7 levels of Complexity - deconstructed


Performs routine

activities in a

structured

environment

Performs a range

of varied work

activities in

variety of

structured

environments.

Performs a broad

range of work,

sometimes complex

and non routine, in

variety of

environments.

Performs a broad

range of complex

technical or

professional work

activities, in a

variety of contexts.

Performs a

challenging range

& variety of

complex technical

or professional

work activities.

Performs highly

complex work

activities covering


and quality aspects

Contributes to the

formulation

formulation of IT

strategy.

Leads on formulation

and application of

strategy.

Requires assistance

in resolving

unexpected

problems.

Undertakes work

which requires

application of

fundamental

principles in a wide

and often

unpredictable

range of contexts.

Work involves

creative application

of wide range of

technical and/or

management

principles.

Applies the highest level

of management and

leadership skills.

Understands

relationship

between own

specialism and

wider customer /

organisational

requirements.

Has deep understanding

of the IT industry and the

implications of emerging

technologies and

implications for the wider

business environment.


Is there any significance

in referring to environments & contexts?

“Broad” and “Challenging” are different concepts. I think

“challenging” implies something about the

individual whereas “broad” refers to the activities:

challenging could be replaced

Reference to “implementation” of strategy

would make these more action and outcome oriented

Something missing here? Perhaps reference to problem solving / types of problems?

Reference to management and leadership could be enhanced; e.g. why principles at L6 and skills

at L7? L5 could also be expected to apply management principles / skills? What does

“highest level” mean?

8


SFIA – the 7 levels of Business Skills - deconstructed


Uses basic information systems

and technology functions,

applications, and processes.

Understands and uses appropriate

methods tools and applications.



Selects appropriately from

applicable standards, methods,

tools and applications and use.

Advises on the available standards,

methods, tools and applications in

own area of specialisation and can

make correct choices from

alternatives.

Assess and evaluates risk.

Understands the implications of

new technologies.

Understands, explains and

presents complex technical ideas

to both technical and non-technical

audiences at all levels up to the

highest in a persuasive and

convincing manner.

Demonstrates an organised

approach to work.

Demonstrates a rational and

organised approach to work. Able

to work in a team.

Demonstrates an analytical and

systematic approach to problem

solving. Contributes fully to the

work of teams.



solving.

Analyses, diagnoses, designs,

plans, executes and evaluates

work to time, cost and quality

targets. Demonstrates leadership.

Demonstrates clear leadership

skills and the ability to influence

and persuade.

Has a full range of strategic

management and leadership skills.

Is able to plan, schedule and

monitor own work within short

time horizons. Is aware of health

and safety issues.

Can plan, schedule and monitor

own work (and that of others

where applicable) competently

within limited deadlines and

according to relevant legislation

and procedures.

Plans, schedules and monitors

work to meet time and quality

targets and in accordance with

relevant legislation and

procedures.

Understands the relationship of

own area of responsibility /

specialisation to the employing

organisation. Takes customer

requirements into account when

making proposals.

Promotes compliance with

relevant legislation.

Assesses the impact of legislation,

and actively promotes compliance.

Basic oral and written

communication skills.

Sufficient communication skills for

effective dialogue with colleagues.

Demonstrates effective


Communicates fluently orally and

in writing and can present complex

technical information to both

technical and non-technical

audiences. Facilitates

collaboration between

stakeholders who share common

objectives.

Communicates effectively,

formally and informally, with

colleagues, subordinates and

customers. Facilitates


stakeholders who have diverse

objectives.

Communicates effectively at all

levels to both technical and non-

technical audiences

Capable of learning new skills and

applying newly acquired

knowledge.

Absorbs technical information

when it is presented systematically

and apply it effectively.

Absorbs and applies technical

information. Works to required

standards. Understands and uses

appropriate methods, tools and

applications.

Rapidly absorbs new technical

information and applies it

effectively.

Absorbs complex technical

information.

Contributes to identifying own

development opportunities.

Identifies and negotiates own


Takes initiative in identifying and

negotiating appropriate


Maintains awareness of

developing technologies and their

application and takes some

responsibility for personal

development.

Takes initiative to keep skills up to

date. Mentors more junior

colleagues.

Takes initiative to keep both own

and subordinates skills up to date

and to maintain awareness of

developments in the IT industry.




developments in IT in own area(s)

of expertise.

Appreciates the wider field of

information systems, and how own

role relates to other roles and to

the business of the employer or

client.

Has a good appreciation of wider

field of information systems, their

use in relevant employment areas

and how they relate to the

business activities of the employer

or client.


developments in the industry.

Analyses requirements and advises

on scope and options for

operational improvement.

Demonstrates creativity and

innovation in applying solutions for

the benefit of the user.

Has a broad understanding of all

aspects of IT and deep

understanding of area(s) of

specialism(s). Understands and

communicates the role and impact

of IT in the employing organisation

and promotes compliance with


Has a broad and deep IT

knowledge coupled with

equivalent knowledge of the

activities of those businesses and

other organisations who use and

exploit IT. Communicates the

potential impact of emerging

technologies on organisations and

individuals and can analyse the

risks of using or not using such

technologies.


9


SFIA – the 7 levels of Business Skills - deconstructed


Uses basic information systems

and technology functions,

applications, and processes.





Selects appropriately from

applicable standards, methods,

tools and applications and use.

Advises on the available standards,

methods, tools and applications in

own area of specialisation and can

make correct choices from

alternatives.

Assess and evaluates risk.

Understands the implications of

new technologies.

Understands, explains and

presents complex technical ideas

to both technical and non-

technical audiences at all levels up

to the highest in a persuasive and

convincing manner.

Demonstrates an organised

approach to work.

Demonstrates a rational and

organised approach to work. Able

to work in a team.



solving. Contributes fully to the

work of teams.



solving.

Analyses, diagnoses, designs,

plans, executes and evaluates

work to time, cost and quality

targets. Demonstrates leadership.

Demonstrates clear leadership

skills and the ability to influence

and persuade.

Has a full range of strategic

management and leadership

skills.

Is able to plan, schedule and

monitor own work within short

time horizons. Is aware of health

and safety issues.

Can plan, schedule and monitor

own work (and that of others

where applicable) competently

within limited deadlines and

according to relevant legislation

and procedures.

Plans, schedules and monitors

work to meet time and quality

targets and in accordance with

relevant legislation and

procedures.

.

Basic oral and written


Sufficient communication skills for

effective dialogue with colleagues.

Demonstrates effective


Communicates fluently orally and

in writing and can present

complex technical information to

both technical and non-technical

audiences. Facilitates


stakeholders who share common

objectives.

Communicates effectively,

formally and informally, with

colleagues, subordinates and

customers. Facilitates


stakeholders who have diverse

objectives.

Communicates effectively at all

levels to both technical and non-

technical audiences

Capable of learning new skills and

applying newly acquired

knowledge.

Absorbs technical information

when it is presented systematically

and apply it effectively.

Absorbs and applies technical

information. Works to required

standards. Understands and uses

appropriate methods, tools and

applications.

Rapidly absorbs new technical

information and applies it

effectively.

Absorbs complex technical

information.

Contributes to identifying own


Identifies and negotiates own


Takes initiative in identifying and

negotiating appropriate



developing technologies and their

application and takes some

responsibility for personal

development.

Takes initiative to keep skills up to

date. Mentors more junior

colleagues.




developments in the IT industry.




developments in IT in own area(s)

of expertise.

Appreciates the wider field of

information systems, and how own

role relates to other roles and to

the business of the employer or

client.

Has a good appreciation of wider

field of information systems, their

use in relevant employment areas

and how they relate to the

business activities of the employer

or client.


developments in the industry.

Analyses requirements and advises

on scope and options for

operational improvement.

Demonstrates creativity and

innovation in applying solutions for

the benefit of the user.

Understands the relationship of

own area of responsibility /

specialisation to the employing

organisation. Takes customer

requirements into account when

making proposals.

Has a broad understanding of all

aspects of IT and deep

understanding of area(s) of

specialism(s). Understands and

communicates the role and impact

of IT in the employing organisation

and promotes compliance with


Has a broad and deep IT

knowledge coupled with

equivalent knowledge of the

activities of those businesses and

other organisations who use and

exploit IT. Communicates the

potential impact of emerging

technologies on organisations and

individuals and can analyse the

risks of using or not using such

technologies. Assesses the impact

of legislation, and actively

promotes compliance.



clearer


clearer

L1 looks too low? At entry point we could reasonably expect “Sufficient communication

skills for effective dialogue with

colleagues.” L2 should be able to

communicate with customers / suppliers – see

influence section re contact with customers and

suppliers

Could it be clearer what “negotiating” means in

this context?

The concept of presenting technical information to technical & non-

technical information is important. I don’t think the incremental differences

from L4 through to L7 are clear

Something missing here? Perhaps reference to length of planning horizon e.g. – annual, multi-

year, medium, long-term, strategic etc

“analyse” sounds very hands on for L7 – “assess” maybe more appropriate

Is “deep” IT knowledge” expected for

L7 – leadership

skills should focus on big picture not the detail?

These seem to overlap / duplicate information in the “complexity” and

“influence” sections