Global IT Skills Framework

 

Initiated as a UK initiative in 2000, the professional skills within the sfia framework UK (Skills Framework for the Information Age) was preceded by a number of individual skills initiatives that came together. This was collaborated (and regularly updated) in order to provide a single definitive framework for the IT industry.

 

In effect, SFIA has become the globally accepted common language for the skills and competencies required in the digital world.

 

Collaboration

 

The collaborative development style involves open consultation and input mostly from people with real practical experience of skills management, specifically in corporate and educational environments. The resulting work was what sets SFIA apart from other, more theoretical, approaches. It has resulted in the adoption of SFIA by organizations and individuals in nearly 200 countries.

 

Skills framework

 

Since then, SFIA has become the de facto global IT skills Framework. These are used extensively by organizations and individuals to characterize and manage their skills.  So far, the professional skills within the sfia framework UK remains relevant and useful because it is simple and generic. Another advantage is that it is updated through a consultation activity where its extensive global user base. They come together to collaborate on initiating, drafting and reviewing updates to the Framework.

 

To date, many skills and competency frameworks can trace their roots back to SFIA. The professional skills within the sfia framework UK, however, remains independent and self-sustaining with a long-established ecosystem supporting the Framework and its users.

 

Importance

 

There are many reasons why competency management within the SFIA framework is considered important. The adherents keep on increasing every year, not just in the UK but across the world. One reason is that organizations are meeting ever greater challenges everyday to retain highly skilled employees in a competitive market. This is exacerbated by the need to improve performance and developing leadership talent from within.

 

Clear language

 

In defining skills and expertise, SFIA gives organizations and individuals a clear common language. It is devoid of technical jargon and acronyms and made SFIA accessible to all who are involved in the work. This also enlisted those people who are in supporting roles like human resources, learning and development, organization design, and procurement.  It virtually solved the common translation issues that hindered communication and effective partnerships.

 

Usage

 

SFIA has been designed to be completely flexible in order to fit seamlessly into the user’s set ways of working. There is no fixed methodology or prescribed organizational structures in SFIA. The role was to simply provide clear descriptions of skills and levels of responsibility. As it is, it can be used across multiple industries and many types of organizations, roles or jobs. The framework is ideal for individuals, small and large teams, whole departments or even entire organizations with thousands of employees.

 

Competency management

 

When the core competencies are indentified, stronger employees are created. With the right understanding and the communication of values and skills, employees spend their time more productively while mastering the needed skills. With the strong culture of competency management, the result is a marked difference in recruiting and keeping the most talented of the employees. This would certainly add value to the company.