Harvey Nash Career Framework

HARVEY NASH CAREER FRAMEWORK

Version 1.0

September 2009
Etown 3 Building 364 Cong Hoa Road Tan Binh District Ho Chi Minh Vietnam Tel:+84 (8)3810 6200

Harvey Nash

Offshore Software Development

Harvey Nash Career Framework

Document History
Document Location

Document Version History Version 1.0 Date Author Details

September 28, Cuong Nguyen 2009

APPROVERS Distribution List Name BOD Role Signature Date October 2009 Version 01, 1.0

DISTRIBUTION Distribution List Name Role Date Version

Harvey Nash

Offshore Software Development

Harvey Nash Career Framework

TABLE OF CONTENTS
1 2 3 INTRODUCTION ..................................................................................................................... 1 DEFINITONS, ACRONYMS, ABBREVIATIONS ...................................................................... 1 THE CAREER FRAMEWORK. ................................................................................................ 2 3.1 3.2 4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 5 5.1 5.2 Career Framework Principles .......................................................................................... 2 Career progression .......................................................................................................... 2 SDU Job Family............................................................................................................... 4 Career Path Development ............................................................................................... 5 Career Pyramid ............................................................................................................... 7 Movement Between Career Paths. .................................................................................. 9 Promotion within a Career Path. .................................................................................... 10 Performance Review ..................................................................................................... 11 Annual Salary Review ................................................................................................... 12 Harvey Nash Job Family................................................................................................ 12 Harvey Nash Position Qualification Norm and Template................................................ 12

HARVEY NASH SDU JOB FAMILY ......................................................................................... 4

APPENDICES........................................................................................................................ 12

Harvey Nash

Offshore Software Development

Harvey Nash Career Framework

INTRODUCTION

This document acts as the master frame work which defines the career roadmap of the whole Harvey Nash Vietnam Software Development Unit (SDU). The Career Framework describes the structure of and progression within the Harvey Nash SDU with the aim of:

supporting individuals and organisations to develop careers and career pathways informing and improving HNVN SDU workforce planning.

Go along with this master document there will be the following documents: Harvey Nash Job Family Harvey Nash Position Qualification Evaluation

2
Name SDU DM RM TM QAM BM

DEFINITONS, ACRONYMS, ABBREVIATIONS

Description Software Development Unit Delivery Manager Resource Manager Technical Manager Quality Assurance Manager Bid manager Harvey Nash Vietnam Managing Director Harvey Nash Offshore Outsourcing Chief Operating Officer Harvey Nash Offshore Outsourcing Delivery Director Position Performance and Person Pay Model

HNVN MD HN COO HN DD PPP

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Harvey Nash Career Framework

3 3.1

THE CAREER FRAMEWORK. Career Framework Principles

Principles are to support and develop the flexibility of SDU careers, provide for multiple entry points to the workforce, describe the development of competence, and enable career choices. The proposed core principles of the Career Framework are to:

show progression through learning and competency pathways recognise shared competencies and transportability across workforces enable new types of worker and new and overlapping roles between occupational groups enable multiple points of entry and movement between workforce groups value knowledge and skills by recognising competency and prior learning recognise the unique bodies of knowledge held by individual professions.

3.2

Career progression

The Career Framework adopts a beginner-to-expert pathway, as shown by the Figure 1. The nine Career Framework bands reflect differing levels of expertise, practice, and professional and educational competencies. It is important to remember that some peoples careers progress mainly through the development of competence based on experience. Currently, occupational groups do not necessarily describe career progression on a novice-to-expert continuum. Identifying equivalence of education and experience in extended roles is particularly important when planning for new services, especially to bridge workforce gaps, and to allow individuals to identify points of entry and opportunities for movement within and between workforce groups. The Career Framework will also enable the identification of shared competencies between workforce groups. Progression in the Career Framework is further described in the section below. The concept underlying the Career Framework is that the development of a software engineer will no longer necessarily follow a traditional linear progression.

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Harvey Nash Career Framework

Figure 1. Career Framework Details about required qualifications/competences can be found in the Harvey Nash Job Family and Harvey Nash Position Qualification Norm and Template documents.

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4 4.1

HARVEY NASH SDU JOB FAMILY SDU Job Family

Figure 2. SDU Job Family

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Harvey Nash Career Framework

4.2

Career Path Development

Career development is an on-going process. It is a combination of many factors as illustrated in the picture below.

Figure 3: Career Development. Within HNVN Software Development Unit, we have following groups:

Group

Description

Career ladder

Software Development Group

This group is for staff in. L1 There are sub levels within each level. Details of sub-level will be described in the Job Family document.

L2

L3

L4

L5

L6

L7

L8

L9

Technical competencies : measured by certification, experiences ( year in services ), team evaluation, manager evaluation, skill set achievement Management skills : self management ( soft skills), team leaders skills , team work skills, communication skill, problem solving Evaluation: Technical competence Project achievement: roles played in the

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Harvey Nash Career Framework projects. Contribution to resource training.

Project Management Group

This group of position is applied for senior developer want to move to project based Management positionProject focus There are sub-levels within each level.

Process and system competencies : Process analysis, process compliances, process management and improvement, total quality management, customer service management Project competencies : project scheduling, project costing and resources allocation, project quality and services control Management skills: Principle of management, leadership skills, human resource management skills Risk and compliances management skills

Evaluation: Project achievement- number of project, size of project, project relation complexity, project organizational complexity, roles played in the projects Contribution to resource training. L4 L5 L6 L7 L8 L9 This group is focus on L1 L2 L3 how to measure functions Technical competencies : measured by across the project based certification, experiences ( year in services ), in order to maintain the team evaluation, manager evaluation, skill set best and effective output achievement of each project and Process and system competencies : Process maintain the system such analysis, process compliances, process as Testing, CMM management and improvement, quality Process compliancesassurance , quality compliances focus and compliances Management skills: cross project management skills, negotiation, Risk and compliances management skills There are sub-levels within each level. Evaluation: Process development and maintenance, Quality of the projects deliverables

Software Quality Assurance Group

Software Design Group

UI This group is focus on L1 L2 L3 L4 L5 L6 L7 L8 L9 designing the user Technical competencies : measured by interface for software. certification, experiences ( year in services ), team evaluation, manager evaluation, skill set achievement Software Look & Feel Management skills: time management skills, focus. Presentation, etc. There are sub-levels Evaluation: within each level.

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Harvey Nash Career Framework Quality of the deliverables L2 L3 L4 L5 L6

Software Business Analysis Group This group is focus on L1 business analysis, making requirement documents for software projects.

L7

L8

L9

Technical competencies : measured by certification, experiences ( year in services ), team evaluation, manager evaluation, skill set Software requirement achievement focus. Management skills : self management ( soft skills), communication, presentation skills, There are sub-levels problem solving within each level. Evaluation: Technical competence Project achievement Contribution to resource training. L2 L3 L4 L5 L6 L7 L8 L9

Management group

This group is focus for general management or resource management positions such as Resource Director, Software Development Director, MD management focus There are sub-levels within each level.

L1

Technical competencies : should have Process and system competencies : Process analysis, process compliances, process management and improvement, quality assurance , quality compliances Management skills: cross project management skills, negotiation, leadership skills Business development skills, strategic skills etc

Evaluation: Business, resource development and sustaining.

Details about levels, sub-levels, qualifications required can be found in Harvey Nash Job Family document.

4.3

Career Pyramid

Below are the career pyramid and the table showing the ratio of numbers of people between levels.

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Harvey Nash Career Framework

Ratio between levels will be varied. It is not a linear increase. Below is the suggested ratio of numbers of people between levels:

Level-Level Level 1 Level 2 Level 2 Level 3 Level 3 Level 4 Level 4 Level 5 Level 5 Level 6 Level 6 Level 7 Level 7 Level 8 Level 8 Level 9

Ratio 1-1 1-1 5-1 4-1 4-1 4-1 4-1 4-1

Each career path may have a tailored resource ratio between levels depending on the needs at that point of time. Normally, Some people at level 4 will be line managers for people at level 1,2 and 3. From level 4 upwards, some people of higher level will be the line manager of people at one level below.
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Harvey Nash Career Framework Below is the sample maximum number at each level. Level 9 8 7 6 5 4 3 2 1 Maximum Number 1 4 16 64 256 1024 5120 5120 5120

This is just the general guidelines for the overall structure of the company. For each career path, the management will need to balance the ratio between positions within that career path.

4.4

Movement Between Career Paths.

Normally, people grow to the next level according to the career path that they are in once they meet qualifications required. However, people are also allowed to make the change in their career path. I.e. people in Software Development path can change to Project Management or other paths and vice versa at a certain point of time in their career.

Below is the table describing the possible movements, but not limited to, between career paths.

Movement Code PM GM

Movement Description People in Project Management path can change their career to General Management path and vice versa if they meet the required qualifications for the targeted position.

Triggers Personal wish Management assessment and orientation Position vacancy

Actions Required Line manager and or RM work with individual to define areas to improve, qualifications to achieve to produce relevant personal career development plan in order to make the move. Individual to follow the defined plan.

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PM SD

People in Project Management path can change their career to Software Development path and vice versa if they meet the required qualifications for the targeted position. People in Project Management path can change their career to Software Quality Assurance/Control path and vice versa if they meet the required qualifications for the targeted position. People in Project Management path can change their career to Business Analysis path and vice versa if they meet the required qualifications for the targeted position. People in Project Management path can change their career to UI design path and vice versa if they meet the required qualifications for the targeted position. People in Software Quality Assurance/Control path can change their career to General Management path and vice versa if they meet the required qualifications for the targeted position. People in Business Analysis path can change their career to General Management path and vice versa if they meet the required qualifications for the targeted position.

Ditto

Ditto

PM SQA/SQC

Ditto

Ditto

BA PM

Ditto

Ditto

UI PM

Ditto

Ditto

SQA/SQC GM

Ditto

Ditto

BA GM

Ditto

Ditto

4.5

Promotion within a Career Path.

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Harvey Nash Career Framework Normally, there are several sub-levels within one level of a certain career path. To move from this sub-level to the next sub-level within one level, it only requires seniority in the company if people dont make any big mistake and have normal performance. One year per one sub-level. However, to move from this level to other level, it requires people to meet the required qualifications. The details of required qualifications can be found in Job Family and Position Qualification Evaluation documents.

4.6

Performance Review

In HNVN, there are three quarterly check points during the year at the end of quarter one, two and three. The details can be found in the Resource Operating Model document. HNVN normally carry out the annual performance review around January. This annual performance review is based on the results from the three quarterly reviews done during the year, 360O feedback, etc. as illustrated below.

Figure 4. Annual Performance Review

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4.7

Annual Salary Review

HNVN normally do the annual salary review around January. The outcome of the review will take effect from 1st February. Performance review is just one of the factors that influence the salary review. The salary review also bases on the market, company financial situation and the PPP payment model as illustrated in the picture below.

Figure 5. Annual Salary Review

5 5.1

APPENDICES Harvey Nash Job Family

This document (HNVN Job Family - ForSD 2009.xls) is to detailise the required qualifications of each position in HNVN.

5.2

Harvey Nash Position Qualification Norm and Template

This document (HvN Position Qualification Norm and Template.xls) is to be used as the template for performance assessment with staff. This template is to be provided to all staff for their information and usage.

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