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Capabilities and competencies�For profit | Not-for-profit | Government

Division or team

capabilities.

Industry sector

Organisation

capabilities.

competencies

Individual

competencies

Manufacturing, Forestry, Government, Health Care, Education, Agriculture, Professional Services, Transportation

Competitive / sustainable / High performing

Strategy matching, current,

Checked annually for relevance

Strategy matching, current,

Building blocks of capabilities

Competencies are the building block of capabilities

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Level 1

Level 2

Level 3

Level 4

Level 5

Level 6

Level 7

Seven levels of responsibility

Senior management: Practice Lead

Initiate �Influence

Strategize �Inspire �Mobilise

Enable

Ensure �Advise

Management: �Team Leader.�Subject specialist

Apply

Skilled professional Experience team member

Assist

On a learning curve

SFIA LevelKnowledge attributes in SFIA's Levels of Responsibility1 - FollowHas a basic generic knowledge appropriate to area of work. Applies newly acquired knowledge to develop new skills. 2 - AssistDemonstrates application of essential generic knowledge typically found in industry bodies of knowledge. Has gained a basic domain knowledge. Absorbs new information when it is presented systematically and applies it effectively.3 - ApplyHas a sound generic, domain and specialist knowledge necessary to perform effectively in the organisation typically gained from recognised bodies of knowledge and organisational information. Demonstrates effective application of knowledge. Has an appreciation of the wider business context. Takes action to develop own knowledge.4 - EnableHas a thorough understanding of recognised generic industry bodies of knowledge and specialist bodies of knowledge as necessary. Has gained a thorough knowledge of the domain of the organisation. Is able to apply the knowledge effectively in unfamiliar situations and actively maintains own knowledge and contributes to the development of others. Rapidly absorbs new information and applies it effectively. Maintains an awareness of developing practices and their application and takes responsibility for driving own development.5- Ensure, AdviseIs fully familiar with recognised industry bodies of knowledge both generic and specific. Actively seeks out new knowledge for own personal development and the mentoring or coaching of others. Develops a wider breadth of knowledge across the industry or business. Applies knowledge to help to define the standards which others will apply.6 - Initiate, InfluencePromotes the application of generic and specific bodies of knowledge in own organisation. Has developed business knowledge of the activities and practices of own organisation and those of suppliers, partners, competitors and clients.7 - Set Strategy, Inspire, MobiliseHas established a broad and deep business knowledge including the activities and practices of own organisation and a broad knowledge of those of suppliers, partners, competitors and clients. Fosters a culture to encourage the strategic application of generic and specific bodies of knowledge within own area of influence.

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Seven levels of responsibility

Level 1

Level 2

Level 3

Level 4

Level 5

Level 6

Level 7

Initiate �Influence

Strategize �Inspire �Mobilise

Enable

Ensure �Advise

Apply

Assist

Confidence and competence

Productivity and morale

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Core: what everyone needs

Functional / technical

Cross-functional

Individual competencies

Skills | Knowledge | Attributes

Functional skills, sometimes called “hard” or “technical” skills, are concrete abilities that you build mastery in throughout your career. Due to the rapid pace of technology, the skills required today are constantly changing and evolving. That’s why it’s important to keep abreast of trends, understand what skills certain jobs and industries demand, and begin to build those skills to make you a more competitive candidate. No matter your major, developing your functional skills can open doors!

Cross-Functional candidates jack-of-all-trades qualities. In other words, a cross-functional skill candidate is a person who has mastered one or more related skills or technologies but also has a grasp of other technology/skills. For example, a candidate with a BS in Statistics will surely have strong skills in statistics and at the same time may also be proficient in market research, data science, and/or machine learning. This can be a classic example of cross-functional candidate. In other words, in a fast-paced organizational scenario, it has become incumbent for organizations to assess the viability of achieving a mix of candidates with specialist skills and cross-functional skills. They are also capable of working across the organisation

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User friendly

https://sfia-online.org

Aligned with 55 current ‘Bodies of Knowledge’�
Comprehensive guides�
Editable tools�
Curated views�

The licence is jointly funded by the Ministry of Business Innovation and Employment (MBIE) and the Department of Internal Affairs (DIA).

Therefore all use of SFIA by New Zealand entities operating in New Zealand incurs no licence fee - there is a very reduced royalty fee payable where an organisation creates a tool to support SFIA use and sells this commercially.

All New Zealand entities, should register on the SFIA website for a Corporate Licence stating their country as New Zealand.

This has been reported in Digital Tech ITP.

Currently Australia also has a Whole-of-Country SFIA Licence and a number of other countries are discussing similar.

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Uses: Map skills | Design jobs

https://sfia-online.org/en/sfia-8/sfia-views/full-framework-view?path=/glance

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Strategy matching capabilities and targeted competency development�
Aligned with 55 Bodies of Knowledge�
Aspire journeys – key roles / curated development journeys

Uses: Development planning

Business�Leadership�Compliance

Process animation

Digital transformation

UX Design

Data / analytics

AI / ML

Technology & �Development.

Agile

Governance.

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Uses: strategic evaluation

�Org.

Strategy

Transformation capabilities

Performance: evidence of capability / results

Leadership and management competencies

Competencies all roles, no exceptions

Competencies used to recruit and develop all levels

Competency aligned with business plan yearly

Transformation goals part of annual plans, performance measures and reporting

Transformation competencies: �gap analysis: recruit or develop

Unique capabilities checked yearly: mapped to competencies

Design for Capability

Build Competency

Digital / Information / Tech transformation embedded in strategy

Information and tech transformation competencies�Telemetry / data as an asset

Capabilities specific to strategy

Role - competencies specific to strategy achievement

Competencies specific job-role accountabilities

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Capability business case: benefits

Dabblers	Digital Leaders financially outperform their peers by 9 percent are up to 26 percent more profitable enjoy up to 12 percent greater market valuation.
�Beginners	Conservatives

Invest in resources

Invest in capability and competency

Based on ‘The Digital Advantage: How Digital Leaders Outperform their Peers in Every Industry’ MITSloan / Capgemini

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