Why is Strategic Workforce Planning important for the IT organization?

Strategic Workforce Planning enables a demand-oriented and future-oriented identification of necessary skills for the sustainable and successful provision of IT services. A necessary prerequisite for this is a defined service portfolio and a mature an according sourcing strategy for determining the production depth.

Our approach is based on an analysis of the service portfolio and determines the skills required for the provision of the IT services. To define skills and derive standardized job profiles standardized frameworks such as the SFIA Framework (Skills Framework for the Information Age) can be applied, adapted flexibly to the customer's IT organization as well as expanded to include additional skills perspectives. In addition to this functional perspective, remuneration components can be linked to the skills and the various skill levels. This enables a consistent and competence-based determination of employee requirements for each service and leads to a realistic overall picture of employee demand. The process should be repeated periodically by taking the current service portfolio into account. Consequently the employee / skill demand should be updated and adjusted.

How can the required skills in the IT organization be continuously secured?

Once the basic skills required to provide IT services have been determined in Strategic Workforce Planning, measures for execution of the strategy are defined in Workforce Development. In order to do so, employees are first assigned to the defined job/skill profiles to be able to identify possible needs for action. This also includes an assessment of the individual employee's development opportunities and areas of interest. The identified need serves as the basis for a continuous development of competencies within the IT staff (upskilling). Based on the skills and the different skill levels, training concepts, contents and processes are set up and established within the organization. Individualized training plans are created for employees, which serve as a basis for tracking development and can be used by HR managers to jointly define development goals.

How can applicants be attracted to the IT organization?

In addition to developing the existing IT staff, it is important to recruit qualified personnel. IT organizations must position themselves as attractive employers through innovative channels and events, in addition to traditional channels such as job ads and job exchanges. It is becoming increasingly important for IT managers to actively participate in the recruiting process and develop suitable measures together with HR, as well as regularly review the success of the measures taken. This proactive approach allows personnel needs to be identified in time, applicants to be recruited in a targeted manner and helps to reduce understaffing.

Our consulting services at a glance

We support you in the development of a strategic target vision and a roadmap for the transformation of the IT workforce based on implementation-proven role and job profiles. To operationalize the transformation roadmap, we develop measures with stakeholders in IT management and HR that we help to subsequently execute in the organization. In addition to a control-oriented, value-based project management, we place particular emphasis on the change management component. We support you with tried and tested approaches to promote acceptance of the change among employees. In addition, we support you in carrying out a transparent benchmarking of IT personnel costs and implement defined levers for reduction together with you.

Why 4C?

We advise decision-makers in the CIO area on management-related issues and are a strong partner for our customers from the conception phase through to implementation. The combination of experience, quality and implementation orientation is the basis for a successful cooperation with our customers. We measure the success of our work by the sustainability of the changes achieved.