TRAINING AT IBM

TEAM # 3

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TRAINING AT IBM

 IBM technique e learning E learning benefits

Cost reduction Employee performance Directly impacts profitablity IBM ranked 4th by the training

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TRAINING AT IBM

ISSUES ADDRESSED
Management of people across geographic borders Management of remote and mobile employees Digital collaboration issues Reductions in management development resources Limited management time for training and development Managements low comfort level in accessing and searching online HR resources
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E-Learning at IBM
A perfect complement to classroom training. e-learning menu offers something for every need and every budget. e-Learning from IBM Training is: Flexible - learn when it suits, wherever you happen to be Personal - learn at own pace or in a peer environment Smart - save on travel costs, cut down on travel time
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Basic Blue
TIER 1 TIER2
Management QuickViews Awareness Interactive Learning Modules and Simulators Knowledge

TIER 3 TIER4
Collaborative Learning Skill in practice Learning Lab

Applied skill and advanced development Face to face, inclass learning labs supplemented by coaching from each participants manager (Pull it all together, Give it a workout) 5

Read, See, Hear Information transfer Performance Support

Pre-workplace application and skills practice (Try it, Practice it)

Virtual group workspaces Discuss and practice with others

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TRAINING AT IBM

Sales Compass
Sales personnel and experienced managers Started in 1997 on a trail basis Too expensive and time consuming New Sales compass was divided in to five categories Customer relationship management, Enterprise Resource Planning & Business Intelligence Basic Blue saved $16 million while Sales Compass saved $21 million
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Managing @IBM
Experienced managers in 2001 Leadership and people management skills It included the face-to-face Learning Lab,elearning and Edvisor In 2001 ,IBM saved $200 million Reduce its training budget

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TRAINING AT IBM

LEARNING AT IBM
In the 1990s, IBM transformed itself from a hardware company to a services-driven organization. This required re building and re skilling of employee base Learning played a crucial role in that Learning is considered an investment in IBMs future for our employees, suppliers, IBM Business Partners and clients.

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TRAINING AT IBM

 Implementing state-of-the-art learning at IBM

IBM has been focusing on developing core and job-specific competencies and skills IBM targets five strategic sectors to maximize the business effectiveness of its training.

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sales leadership and management employee development IT training and training to support business partnerships.
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LEARNING GOVERNANCE OF IBM

IBMs learning governance model enables the business to pursue the design and development of the most critical enterprise wide learning priorities IBMs learning governance model is structured to ensure maximum effectiveness for the learning investment

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PRINCIPLES TO ENSURE EFFECTIVENESS

Six principles ensure maximum effectiveness
Align with IBM business so that in every learning intervention IBM strategy is integrated and implemented Manage enterprisewide corporate learning investment, allocation and spending at a high level Exercise a disciplined project approach to enterprisewide learning Demonstrate a measurable level of effectiveness and return on IBMs learning investment Ensure the use of best-of-breed learning methodologies, practices and design approaches Ensure cost-efficiency and effectiveness of learning delivery.

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IBMS PLAN
The next step for IBM is the implementation of an employee portal environmentan on demand workplace for its 320,000 employees. This will enable IBM employees to learn more seamlessly while working. It will also require a culture that continues to promote ways for employees to be both consumers and creators of learning and knowledge, enhancing the learning culture that drives organizational performance.

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