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TRAINING & DEVELOPMENT

PROGRAM IN IBM CO.


By: DISHA KHINCHI

Attributes of success

Employment Talent Innovation Social responsibility Quality of management Quality of products/services

Principles of Work/Life Balance


Employee Responsibility Positive Impact Flexibility while balancing working & personal

needs Employees must be treated as individuals Achieving work/life balance is difficult but possible & continuous activity.

Talent Management
Redeployment Developed a talent marketplace in 2004 Training reduced the attrition rate

Important Facts
The Co. Promotes social networking Has presence in over 170 countries It has over 398,455 employees worldwide.

IBM Builds New Business on Its Training & Development Program


The Co. maintain one of the worlds largest internal training and development programs last year spending a whopping $ 700 million. At IBM training and development represents a key element in an overall corporate Strategy aimed at
Repositioning the company. IBM expresses its new focus through its marketing slogan Part of our strategy is Harvesting whats going on internally --Steve Rae, a vice President at IBM.

IBM offers a comprehensive portfolio of technical training & education services designed for individuals, companies & public organization to acquire, maintain & optimize their IT skills. Training areas in IBM :

E-learning courses Java & object oriented programming Rational software Service oriented architecture Web Programming skills Web services Corporate education Courses A-Z

Value of training & development programs


IBM has created recommendations to develop a skills
development program using cost effective methods for each employee category in organization. There is no saturation point in education.

The three categories where training can provide a measurable return on investment are: 1. Revenue generation: More than 60% of IT managers believe that the skill of their teams is the most important success criterion for critical IT functions. 2. Productivity/performance improvement :Knowledge & skills development are vital to the health of an organization.

3. Cost reduction: An IBM training assessment and implementation at an energy company with 1000 employees found that companies can save significantly on labor costs with minimal investments in employee skills development. Assumption: A company with 1000 employees can save at least $240000 per year as a result of an average productivity gain of just 3 minutes per day.

Recommended components of IT training


A successful corporate skills development program includes components for essential learning, future learning & corporate mandates. Essential learning: Employees should be provided with training opportunities to develop the minimum skills required to perform their tasks. Future learning: Organization should provide clear paths to continuing education to help end users quickly get answers to their problems. Corporate mandates: To ensure success of any skills development program, organizations should incorporate training as an employee requirement

Determining the best training methods for organization


To maximize returns on investments, organization should develop a training program which matches corporate needs & types of students with available training modalities. Public classrooms training: It is ideal for complex applications, such as systems administrator and developer training. It provides a high level of parallel communication & feedback with the instructor.

Integration with the Help Desk Help desk raining


can provide a significant return on investments for an organizations training expenditure.

Key benefits include: 1. Faster adoption of technology 2. Improved organizational morale 3. Sponsorship & support of new technology

Summary & recommendations


The training plan should include an Instrument to measure the return on Investment in categories such as productivity gains, reduced product failure, less-frequent help desk calls, improved customer service, compliance, increased employee moral/retention and revenue gains.

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