Sandy Schwan at Evolving Strategies, LLC. Organizational Change Consultant

Seeking a Change Management/OD Consultant for 3-Month IT Capability Diagnostic for a Global Firm in Downtown Chicago

Ability is of little account without opportunity.  -Napoleon

If you've got the ability, I've got the opportunity. My company has been engaged to deliver this analysis for the company, and I’m looking forward to delivering. If you or your potential candidates have any questions, please do not hesitate to contact me via the information noted below. Thank you, Sandy

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Sandra M. Schwan  |  Evolving Strategies, LLC

1660 N. LaSalle Street, Suite 3011  |  Chicago, IL 60614 

office 312.337.8442  |  mobile 312.371.7263

www.evolvingstrategies.com  |  [email protected]

Helping People and Organizations Learn, Change and Perform

Opportunity Brief

Information Technology (IT) Capability Consultant

Reporting Line

This role will report to the HR Business Partner for Client’s North America Finance team, who will be the primary client.

Scope

· Client’s North America Information Technology (IT) group, including Canada and the USA (circa 600 FTE).

· All grades below IT Executive Team.

Role Outcomes / Deliverables

· Program design and plan to deliver end to end Capability Build within IT.

· Future state IT capability requirements defined by function and role.

· Current state capability gap analysis by function and role.

· Define future generic roles across IT.

· IT capability build strategy developed and agreed with IT Senior Leadership Team, to include sourcing strategy.

· IT talent strategy developed and agreed with Senior Leadership Team (linked in with capability build strategy).

· Learning paths developed for generic IT roles. (Appropriate training solutions identified and where necessary brief for new training to be built)

· 2010/11 Learning and Development (L&D) road map/plan for IT (incorporating academies and skill soft roll out plan).

· Client Human Resources (HR) capability build through knowledge transfer to internal Change Consultants and L&D Consultants.

· Upon exiting Client, the program activity should be set up to enable the internal Client resource to successfully execute the plan.

Approach

· Use external knowledge and approaches, but incorporating existing Client processes where available. E.g. Talking Talent and Capability Toolkit.

· Capability requirements should be defined in line with the ongoing Organization Design activity.  Including the identification of generic IT roles.  Utilizing aligned Change Consultancy resource. 

· Capability build and talent strategy to incorporate options around what capability the client will retain, grow or buy.   The option to buy should consider ongoing outsourcing and Global Service Provider discussions.

· In building learning paths and development solutions existing academy solutions should be used as far as possible.  Where new learning solutions are required these should be scoped and brokered with L&D for design and development.

· External consultant has accountability for the overall program delivery and will co-ordinate and program manage the internal resource effort.  This should include aligning work, coaching and supporting in such a way as to engender knowledge transfer and learning for the aligned HR resource.

· Linking in with consultants in other areas of client’s North America business undertaking capability assessment and development activity to share learning and approach.  Also to identify synergies and opportunities to avoid duplication.

Timescales

The timeline will be set as part of the initial program planning process, but broadly will be as follows;  

Activity	When
Program scoping and planning	April
Future Capability Requirements definition	April / May
Capability Gap analysis	May
Capability build/ sourcing strategy development	May/ June
Learning paths development	June
Learning solutions brief development	June/ July
External consultant exit	End June
New learning solutions created	July
Capability development/ sourcing strategy implemented	TBC – in line with OD roll out plans

Person Specification

· Extensive knowledge of defining and building organizational and team capabilities.

· Strong program / project management capability.

· L&D / change consultancy background.

· Ability to engage with and quickly build rapport and credibility with senior stakeholders.

· Previous experience and knowledge of IT capabilities.

Here are some other details that I thought you all might find helpful in thinking about potential candidates:

· Immediate start date for three months for the right candidate, with the high likelihood to extend the contract to help with the design and delivery of the recommendations

· % of time onsite: full-time mostly

· Rate: Commensurate with candidate experience and match to opportunity specs

· Where the project is currently: Needing to kick off

· Client location: Downtown Chicago

· This consultant will be staffed through Evolving Strategies LLC, who is working with the client in other areas

Interesting Change Management Officer Post Co-Sponsored by the UN, WHO & World Bank

"You're gonna have to serve somebody." 

Bob Dylan (1941 – ), poet and musician

UNAIDS is an innovative joint venture of the United Nations, bringing together the efforts and resources of the UNAIDS Secretariat and ten UN system organizations in the AIDS response. UNAIDS' Co-sponsors include UNHCR, UNICEF, WFP, UNDP, UNFPA, UNODC, ILO, UNESCO, WHO and the World Bank.

PURPOSE OF POSITION:
The Executive Office (EXO) provides vision, leadership and inspiration to UNAIDS. It highlights and drives emerging issues, focuses areas and steers the organization, positioning it as a global leader on AIDS. In performing these functions EXO facilitates communication and coordination within the UNAIDS Secretariat and broader UNAIDS, and serves as a reference and intelligence hub.

EXO is also responsible for maintaining robust and contemporary management practices within the organization to ensure the efficiency and effectiveness of its operations.

https://erecruit.unaids.org/public/hrd-cl-vac-view.asp?o_c=1000&jobinfo_uid_c=22539&vaclng=en

 

Step Out of the Shade and Into Your Talents

"Hide not your talents, they for use were made. What's a sundial in the shade?"

Benjamin Franklin

I drive my sister crazy with all of the questions I ask people that I meet. But, if one of my life's missions to to help people understand what they are good at, then my questions must remain. [Note to sis: Coleen, I love you, but I've got to keep on keeping on with my questions!]

By paying attention and asking the right questions, you will likely discover many hidden talents among your leaders, peer, team members, family members, friends, volunteers, yourself. 

Many leaders are in a situation know where they cannot hire more talent. Why not ask the following four questions of the talent you currently have to determine how to maximize your resources? 

1. 

Turn a compliment into an interview.

• Congratulate an employee on a job well done; then, ask exactly what helped her succeed. By better understanding her process, you may uncover an unseen strength.

2. Ask why employees prefer certain tasks or projects.

• Preferences can provide insight into someone's talents. An employee might enjoy a project because it involves a product he cares about or because it gave him a chance to interact with customers directly or because... Knowing which will possibly uncover talents.

3. Inquire about dreams.

• Ask your employee what she would do if she had her career to do over again. Dreams often include an aspect of someone that she doesn't regularly share.

 4. Analyze how people think, not just what they do.

• This one is my favorite. What is behind accomplishments is a way of thinking, particular to an individual, that made success possible. Ask your team member to walk you through his thought process on how he arrived at a solution. Articulating this dimension of how his mind works will help you -- and your team member-- identify the other projects that require his inductive talents. It will l also show him that you truly understand the value of his contributions.

I will also suggest that you consider asking these questions of yourself. I know a number of people in the midst of a job search, and they feel at wit's end with what to do next. I am hopeful that these questions may be a source of freeing your thoughts to find what it is that truly inspires you.

Adapted from Steven DeMaio's How to Identify Your Employees' Hidden Talents. 24 June 2009

Gut or Wallet: Which Matters More When Motivating?You Might Be Surprised.

"Nothing great was ever achieved without enthusiasm."
Ralph Waldo Emerson

Career analyst Daniel Pink examines the puzzle of motivation, starting with a fact that social scientists know but most managers don't: Traditional rewards aren't always as effective as we think. Listen for illuminating stories -- and maybe, a way forward.

Follow this link to learn more about Daniel Pink and why you should listen to him.

Video copyright TED LLC 

Bumble Bees, Airplanes Helping NOLA Minority Youth Soar

 "Aerodynamically the bumble bee shouldn't be able to fly, but the bumble bee doesn't know it so it goes on flying anyway."

Mary Kay Ash, (1918-2001), pioneer for women in business

 

About one year ago, Captain Barrington Irving took off from Opa Locka airport inside the cockpit of Inspiration II, a plane built entirely by Miami high school students in the Experience Aviation Build & Soar Summer Program.

 

How cool would it be to be the program manager helping the minority youth of Baton Rouge and New Orleans build and soar?

 

That opportunity for the right person crossed my desk today. Contact name and email is George Moore [email protected]******** for more information and follow-up. Good luck!

___________________________

To:Accenture Alumni
Subject: Opening in Baton Rouge/New Orleans

  

Looking for a project manager for a new Aviation Academy and After-School program for minority youth in the Baton Rouge/New Orleans area. A 10-12 month project that involves the planning, launch, and management of an innovative new educational program. The program would expand educational curriculum and services throughout communities within Louisiana and create career pathways in aviation, aerospace, renewable energy, and technology. http://www.experienceaviation.org/   The Mid-Level Business Analyst or Manager must have strong project management experience, including the ability to: Create and execute project work plans and revise as appropriate to meet changing project needs and requirements Identify resources needed and assign individual responsibilities Manage day-to-day operational aspect of project Review deliverables prepared by team and vendors Effectively apply methodology and enforce project standards Track and reports hours and expenses on a weekly basis Manage project budget Excellent Written and Verbal Communication Skills Experience with Microsoft Project and Visio Software Requirements Documentation experience and aviation industry experience a plus This is a potential long-term opportunity once the program is developed and launched. Please send resumes to George Moore [email protected]. Project would begin sometime in late September.

********Please note: I do not know George. He and I are simply on the same alumni group list. That is our only connection. I do not know anything else about this opportunity, so any questions or information you direct my way cannot be answered. Please don't be offended when I don't respond since I can't.