Workforce Development and Mobility

The voluntary Workforce Framework for Cybersecurity (NICE Framework) was developed through 

a collaborative process by industry, academia, and government stakeholders. It establishes a 

taxonomy and common lexicon that describes cybersecurity work and is intended for use in both 

the public and private sectors. NIST does not validate or endorse any individual organization or its 

approach to using the NICE Framework. 

PROCESS

NICE FRAMEWORK SUCCESS STORY 

JPMorgan Chase & Co.

ORGANIZATIONAL PROFILE 

Cybersecurity & Technology Controls is focused 

on protecting JPMorgan Chase & Co., safely 

enabling technology and making controls 

seamless. We play a critical role in Global 

Technology's modernization journey by 

navigating and managing risk in a rapidly 

evolving landscape. 

A core part of the workforce development 

strategy is our culture of continuous learning and 

providing employees a platform that enables 

them to have more transparency into the 

expectations of our technical job families.

DRIVERS 

Objective 1. Improve employee development,

 mobility and retention.

Objective 2. Continue progress with creating a

 culture of continuous learning.

It is important to note that our work started with 

the NICE National Cybersecurity Workforce 

Framework (Workforce Framework) v2, which was 

released in April 2015, prior to it being published 

in 2017 as NIST Special Publication 800-181 (a 

revision of which was released in November 

2020). The 2015 version contained Competency 

Areas (which were reintroduced in 2020) but did 

not contain Work Roles (which were added in 

2017). 

1. Evaluation of the NICE Framework key

components: Competencies and

Knowledge, Skill, and Ability

statements (KSAs).

2. Partnering with job family SMEs to

create role profiles and establish

baseline proficiency expectations.

3. Buy-in and approval from line-ofbusiness executives.

4. Human resources and legal review and

approval of the assessment approach

and use of the data collected.

5. Partnering with the learning

organization to integrate the employee

assessment platform into the learning

ecosystem.

6. Communication and demonstrations for

our employees that explained how the

integrated assessment platform

benefited them in regard to their

development as well as to help them

understand their mobility options

based on their skills profile.

– Leo Van Duyn, CTC Workforce

Development Strategy, 

JPMorgan Chase & Co.

“Leveraging a common taxonomy approach to 

define the expectations of technical job 

families helps individuals self-assess where 

they are in their journey towards acquiring 

these skills. This data can be utilized to better 

understand development needs and mobility 

options.” 
NICE FRAMEWORK SUCCESS STORY

JPMorgan Chase & Co. 

NICE Framework Website: nist.gov/nice/framework 

Contact Us: niceframework@nist.gov 

February 2021 

CONTACT INFORMATION & RESOURCES 

Contact:

 Leo Van Duyn, Cybersecurity & Technology

 Controls Workforce Development Strategy,

 JPMorgan Chase & Co.

 leo.w.van.duyn@jpmchase.com

Website

 www.jpmorganchase.com

TIE-IN WITH THE NICE FRAMEWORK

Using the NICE Framework provided many 

benefits that helped us meet our objectives:

• Provided a taxonomy of logically

grouped (Competency) KSAs.

• The modular nature of the taxonomy

allowed the KSAs to be applied to

technology job families outside of

cybersecurity and to select

Competencies and KSAs needed to

create custom role profiles.

• The logical groupings of KSAs in

Competencies provided a standard

connection between role profiles and

learning content.

• Standardizing role profiles and

expectations allowed better visibility into

mobility options.

The NICE Framework provided a template for 

us to follow when creating other groupings 

and skill statements specific to our 

organizational needs.

BENEFITS & IMPACT 

Implementing the NICE Framework as part of 

our workforce development strategy 

provided numerous benefits and made a 

distinct impact on our ability to achieve 

defined objectives via an a data-driven 

approach to training programs that leverages 

role profile expectations and employee 

assessment data.

• Improved visibility for employees

regarding their strengths and areas of

opportunity for development in their

current role and for careers of interest.

• An ability to provide training

suggestions based on employee

assessment data.

• Improved management visibility into

their organization’s strengths and areas

of opportunity for strategic decision

making.

• Ability for employees to leverage their

assessment data set as part of

performance and development

discussions.