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Seabrook Management Competency Framework

The Management Competency Framework is used to assist employees in selecting their key training requirements for the year.

Goals and Objectives are agreed at the start of the year and are then reviewed at the end of each quarter. New quarterly goals and objectives are agreed at these meetings. The Goals and Objectives are aligned with the Company Strategic Plan. The Company has used the Verne Harnish SME Strategy Development process.

This chart sets out the basis of the company strategy.

Competency Framework details

Strategic Competencies

Strategic Competencies are associated with a manager’s strategic capacity and the relationship with the company’s external environment. These include:

• Business vision – identifying opportunities, and potential forces that impact on the company’s performance;
• Problem solving skills - identifying the key features of a complex situation or problem and the ability to synthesize and make decisions;
• Resource management – use of the available resources in the fastest, most economic and most efficient manner to obtain the desired results;
• Customer orientation - responding promptly and effectively to customers’ suggestions and needs;
• Effective networking - developing and maintaining a broad network of relationships with key individuals within the company and in the industry; and
• Negotiation - securing the support and agreement of key individuals and groups that can influence the particular area of responsibility.

Executive & Leadership Competencies

Executive and Leadership Competencies comprises the following basic professional competencies:

• Communication – effective, using both formal and informal procedures, and providing specific data to back up observations and conclusions;
• Organisation – assigning objectives and tasks to the most suitable people, and monitoring task fulfilment;
• Empathy - paying attention to other people’s concerns, and respecting their feelings;
• Delegation - ensuring that the members of the team have the decision making capacity and resources they need to meet their objectives;
• Coaching – helping collaborators to discover areas for improvement and to develop their skills and professional capabilities; and
• Teamwork - fostering an atmosphere of collaboration, communication and trust among the members of the team, and stimulates them towards the achievement of common goals.

Personal Effectiveness Competencies

Personal Effectiveness Competencies refer to a person’s basic habits with respect to oneself and one’s environment; they enhance the effectiveness of the other two groups of management competencies (strategic and leadership). These include:

• Professional – behaviour and appearance
• Proactiveness – characterised by initiative, creativity and personal autonomy;
• Charisma – characterised by optimism, self-motivation and enthusiasm;
• Self-governance – characterised by self-discipline, concentration and self-control;
• Self-management – in particular, the management of time, stress and risk;
• Integrity – characterised by credibility, fairness and honesty; and
• Personal Development – the ability to know, criticise and change oneself.

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All who attended were entertained by the RTE Orchestra, Elizabeth Cooney and Cara O'Sullivan. It truly was a fantastic musical occassion. And to top the night off guests were treated to a post concert performance by local band The Lynch Mob.

All who attended had a great night and toasted to many more years in business for Seabrook.

Marketing Manager Gary O'Connell, Operations Manager Don Sheehan and IT Project Manager and Consultant William Hearne O'Sullivan enjoying the entertainment in the Blue Angel Bar in the Opera House.

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Speaking at the recent Cork Chamber of Commerce event entitled Business And Investment Opportunities in India, Sean O’Sullivan, CEO of Seabrook Technology Group, spoke of his grave concern at the decreasing availability of IT resources in Ireland and the impact that this will have on Ireland’s recovery from the current recession.

The IDA and Enterprise Ireland have been very successful in generating new jobs in the IT sector. In 2011 The Irish IT market is already seeing investment from foreign investors such as Murex, Intel, Quest Software, Valeo, Allergan, Fidelity and Google. There is recognition within the global IT Industry that the Irish market is a wealthy source of skilled labour and an educated workforce. But what these facts and figures also highlight is that along with the quality of our IT graduates there also needs to be more emphasis on the quantity of graduates coming through the system.

Companies like IBM, EMC, SAP etc are also planning to hire graduates and experienced staff.

Despite significant promotion by State bodies and private industry, over a five year period from 2001 to 2006 the numbers of IT entrants into Ireland’s premier Universities dropped almost 50% from 1242 to 653.

“The Class of 2006 are the graduates of 2010 and the limited numbers of graduates are not satisfying the demand in the Irish IT industry” according to Sean.

In addition, many recent graduates are voluntarily emigrating to Canada, USA and Australia to seek experience in those markets

This experience mirrors the IT recruitment situation in Ireland in 1998. At that time, preparations for Y2K and the expansion of corporate systems using SAP, JDEdwards, Oracle, QAD etc created a need for resources that could not be fully satisfied.

To overcome that difficulty, Seabrook opened an office in Mumbai in 1998, India and is currently recruiting Indian developers and consultants in that country.

Sean O’Sullivan has over 30 years experience of the IT industry and looks to foreign markets for business expansion. Seabrook specializes in technology and software solutions and has already seen business growth in 2011 in Europe and United States with a very productive first quarter.

Sean states “In the first quarter of 2011 Seabrook is already engaging new projects, new partnerships and new opportunities which yields a requirement for staff expansion. We are currently looking at to fill 5 new positions but are finding it difficult to find Irish staff to match the roles”.