100 Mayfield Avenue, MS 36LT
Mountain View, CA 94043
Phone: (650) 691-7062
Fax: (650) 691-7019
Email: martha_ullrich@hp.com
Hewlett-Packard Education: Your Partner in IT Training
Overview
In a time of rapid technological change when we are faced with the threat of a critical shortage of skilled workers, the knowledge and skill level of human capital has never been more vital to corporations. According to International Data Corporation (IDC), nearly one-fifth of top US IT executives rated the lack of skilled personnel as the most serious constraint to the growth of their businesses in 1997.
Unfortunately, our traditional educational institutions are not able to fill the need most corporations have for skilled IT workers. The number of bachelors degrees granted each year in computer science has dropped from 48,000 in 1984 to 26,000 in 1997, far short of the more than 100,000 new IT jobs expected to be created each year for the next 10 years. Additionally, few university curriculums are preparing graduates for highly demanded corporate skills in large system development and enterprise architecture.
The result is a knowledge and skills gap that is becoming a crisis of national proportions, threatening the competitive advantage of these organizations in the global economy. The explosion in new technologies only exacerbates this problem. To address this problem, corporations are spending $60 billion each year in training and education, about half of which is spent on outsourced training. In the Information Age, knowledge is quickly becoming the most important resource for companies.
It is no surprise that the US’s largest and fastest growing industry is Information Technology. However, the shortage of IT workers is reaching critical levels. You can’t read CIO magazine, Business Week, Information Week or other industry publications without reading about this issue. According to a study by the Information Technology Association of America, more than 10% of IT jobs are presently unfilled. This percentage is expected to grow to 30% in the next five years.
The pace of technological change is outrunning the ability of workers to learn and corporations to acquire employees with the skills necessary to exploit new technologies. NationsBanc Montgomery estimates that IT spending will double from $280 billion in 1997 to more than $500 billion in 2000. Based on these expenditures, the most critical factor distinguishing winning companies from losing companies will be the ability to understand and adapt to new technologies. The two most critical questions now facing corporations are:
An investment in education is an investment in success
Hewlett-Packard is not immune to the problems facing corporations around the globe. To address this issue, Hewlett-Packard commissioned a study by the Aberdeen Group. This study looked at the implications of technology transitions. A major finding in this report was that education causes individuals to move to a technology. Education is essential to the success of major technology transitions. Aberdeen's research found that project leaders strongly believe education and training cause individuals to embrace an unfamiliar technology. One interviewee said, "We missed the boat by not offering training, education or communication, and they [managers and end users] became very resistant to the new systems." Indeed, education can make or break a project.
Interviewees consistently cited education, including process training and comprehensive skills training, as critical to creating a work force that can exploit the business value of technology investments. They also reported that not using education leads to underutilization or outright rejection of the new technology.
The Aberdeen study revealed, unequivocally, that education helps drive the success of major technology transitions. To get the most from their education dollar, senior managers must acknowledge that targeted and focused education causes individuals to adopt and utilize a technology.
Although process issues are difficult to manage in a major technology transition, organizations can migrate successfully to new technologies and managers and employees can learn to thrive in the face of change. Results of the Aberdeen study show that project leaders who experience the most success with their projects use disciplined project plans that incorporate education tracks. In contrast, those who take a less aggressive stance with education wind up playing catch-up with their new technology. Conclusion? An investment in education is an investment in success.
From "Just-in-case" to "Just-in-time" learning
All this illustrates why the demand for IT-related training and education has skyrocketed in recent years. This demand is driven in part by the growing number of corporations migrating to client/server, NT, SAP, the Internet, and other emerging technologies. Education plays a pivotal role in the success of major technology transitions. Education:
As we have seen, with the growth in the IT world and the explosive changes in technology, technology transitions are becoming a way of life for the IT professional. To successfully exploit these changes and the expenditures associated with them, training is required. However, most IT professionals and IT managers would agree that there isn’t enough time in the workweek to send everyone off-site for training. Travel costs and opportunity costs alone often prohibit training all who require it. But the lack of a comprehensive learning solution incurs steep costs as well. The costs of not training can result in:
Growing demand for transition-related training is reflected in the overall growth of the market for IT education. According to IDC, the value of the worldwide IT education market grew by 11.6 per cent between 1995 and 1996. IDC recently valued the 1996 worldwide IT education market at $14.6 billion and estimated it would grow to $23 billion by the year 2000.
One of the major themes in our rapidly changing global economy is the outsourcing of corporate and IT training. Most corporations do not typically view the education and training of employees as a core competency.
We are also experiencing a revolution in the delivery of training, away from traditional instructor-led classroom courses toward effective methods of computer-based Internet and Intranet learning. This trend is fueled by the need for effective, just-in-time training. Most agree that the "just-in-case" classroom training model is not effective in such a high growth industry as IT. This model of learning results in high costs, including travel costs and opportunity costs, and often returns only a 10% retention rate.
Even still, classroom training is still pervasive in corporations, and will be for some time. There are some topics that are better taught in a classroom. According to IDC, about 65% of corporate training still takes place in the traditional classroom setting. However, many believe that employee training via the web will be adopted by virtually all organizations in the next few years. We can see this trend developing in the booming web-based training market. And these new training technologies have led to new learning models.
The "just-in-time" model and even the "just-for-you" customized learning model are gaining ground. On-line learning has been shown to reduce training costs by up to 60-90% over instructor-led classroom training. Furthermore, preliminary studies indicate that retention rates may be greatly increased as a result of the immediacy of on-line learning. This is the basis of the Hewlett-Packard Education On-Line Learning model.
Hewlett-Packard Education: Your partner in IT training
Hewlett-Packard has researched solutions to these problems. What we have learned has resulted in our comprehensive approach to training. This approach, applied to the training solutions we offer our customers, intelligently combines learning sciences with web-enabled technologies to deliver just-in-time and on-demand training to desktops across the global enterprise. It draws upon the global resources and commitment to quality the Hewlett-Packard is famous for. And it clearly delivers breakthrough value-add for the organizations needing training.
The report on technology transitions highlighted the importance of training and the need for a new learning model. The model Hewlett-Packard Education developed is student centered and Enterprise focused. To build this model, Hewlett-Packard Education researched how people learn, what the enterprise needs in a learning strategy, and what technologies are now available to help make this a more effective solution.
Hewlett-Packard Education has incorporated the principles of how people learn in the training products and services provided internally and to our customers. The Hewlett-Packard On-Line Learning model includes engagement strategies, collaboration, facilitation and coaching, linked resources, and remediation strategies, all built around the core content of the curriculum. Our flexible real-time learning environment and products support instructor-led audio and text conferencing between instructor and student as well as student to student. Our collaborative tools allow learners to access training materials, take tests, share ideas and share files with instructors and other students, all at their own convenience. This approach and supporting technologies results in our ability to provide anytime, anywhere IT training at the desktop or in the classroom.
Student-Centered
Hewlett-Packard Education has spent much time and effort studying and improving upon education and learning models to ensure effective and appropriate training. The data gathered shows that the dropout rates in self-paced learning (CBTs and other self-paced methods) are higher than in classroom learning. Research also shows that if the structures of effective classroom learning are incorporated into a virtual environment, dropout rates decrease. In an effort to help students who must learn in a self-paced environment, Hewlett-Packard Education created structures embedded within our web-based training modules and our virtual learning environment, the HP Desktop Classroom. These structures help students successfully complete their training and actually retain more than if they had attended a classroom lecture-lab course.
We also know students have learning preferences. Some need training in remote locations, some at the desktop. Some need more structure, some less. This is why we have a family of training products, from books and job aids, to collaborative distance learning, from self-paced web-based training, to instructor-led classroom lecture-lab and personalized training "just-for-you".
Enterprise-Focused
Training needs vary across organizations and cultures. Most organizations require a full range of knowledge transfer. Most organizations need a mix of real-time, collaborative and self-paced training. Up until now, there has been no coherent, management friendly solution available. The need for effective training, however, increases. As mentioned earlier, the costs of training are high. But the costs of not training are higher.
The Aberdeen study underscored that decision-makers want tailored training options. Hewlett-Packard’s experience confirms this finding. Working with customers to plan education and develop educational alternatives, Hewlett-Packard created its Education Life Cycle methodology to develop customized education programs. With this consultative approach, Hewlett-Packard first gains an understanding of the customer's business goals and strategies, then assesses the customer's existing skill levels and technology to determine what kind of education is needed. Hewlett-Packard then develops an appropriate education strategy using methods that may include both conventional classroom instruction and alternative delivery options. As part of the methodology, Hewlett-Packard can deliver the training and manage third-party deliveries. Hewlett-Packard has services for follow-up measurement to determine the program's success.
The specific phases of the Hewlett-Packard Education Life Cycle are:
Solutions created with the Education Life Cycle methodology bridge the gap between the existing and desired skill levels of the customer's employees and managers. Each education solution is geared to the customer's specific business objectives, corporate culture, and desired investment level.
Among the findings of the Aberdeen survey was a strong demand for customized, on-demand education. Hewlett-Packard Education is well positioned to deliver tailor-made education solutions using delivery options that make training and education convenient and cost-effective. Hewlett-Packard offers more than 150 standard courses for IT managers and professionals. Topics include UNIX systems, HP-UX, HP OpenView, client/server, SAP R/3, Windows NT, the Internet, network management, software development, database technologies, and PC applications. Hewlett-Packard uses many methods to deliver education at its own sites, including seminars, lectures with hands-on labs, distance learning, web-based and self-paced courses in a variety of formats. Hewlett-Packard can also tailor educational programs to meet client needs and can deliver specialized training at a location of the client's choice.
Hewlett-Packard Education: A Comprehensive Approach to Training
Through human factors and learning sciences study, Hewlett-Packard Education has created a world class virtual learning environment accessible over the Internet or the Intranet. Through research, benchmarking, and industry analysis, Hewlett-Packard Education determined the critical tools and functionality necessary for an ideal learning experience.
As mentioned above, most organizations require a full range of training and knowledge transfer. They need it just-in-time and in a cost effective manner. This is the kind of challenge at which Hewlett-Packard excels. Hewlett-Packard demands a solution that intelligently integrates learning with technology. The Hewlett-Packard On-Line Learning group was established to answer this challenge. Our solutions augment our robust classroom training offerings with a variety of learning products, including web-based training, on-line learning, distance learning, and job aids.
The key components of the solution includes:
Our model enables many different types of learning, from user-directed learning on-line and on-the-job all the way up through classroom training, hands-on labs, collaborative learning and on-line mentoring.
Hewlett-Packard knows that learning is most effective when there is greatest relevancy for the learner. The goal of the learning must be near to the time learning occurs. This facilitates higher retention rates and greater transfer of knowledge. This advanced model of learning, which innovatively combines learning methodologies and technologies, is totally unique to Hewlett-Packard. And we are committed to continuing our leadership in this area.
Hewlett-Packard is well known for our extensive portfolio of education solutions, such as technology training, transition management and consulting services. We are also well known for our commitment to performance through education.
The Hewlett-Packard model is learning on-demand. By integrating learning into the environment, we deliver the proven advantage of training at a much wider scale and effectiveness. Here are some examples of Hewlett-Packard’s model at work on three levels: the learner, the Learning Manager, and the Enterprise Executive.
The Learner
Our model allows for flexible, scalable, and just-in-time training. Because we have reduced the granularity of information to useful levels, the learner learns just what he needs to know when he needs to know it. Because he is more competent, he is more productive and feels better about his ability to be successful in the face of change and technology adoption.
The Learning Manager
For the learning manager, the challenge is tracking and managing the training needs of the people she is responsible for. The Hewlett-Packard model can help her solve her problems by helping her determine the skills and development training needs and plan for the training cycles. This takes her out of firefight mode and enables strategic planning. The result: all her people are more effective, more quickly.
The Enterprise Executive
The strategic capabilities of the Hewlett-Packard model are magnified at the corporate level. You now have increased the capacity to form teams, plan and review skills inventories, assess needs, and implement change quickly across your enterprise.
Summary
Hewlett-Packard wants to be your trusted education advisor. We understand that the world doesn’t slow down to allow you time for training. From our one-stop shop, comprehensive approach to training, we offer a family of training products designed to grow with your needs, whether at the individual level or at the Enterprise level. And we offer flexible options to allow for the most convenient and effective training solution for your needs. We want to be your lifetime training partner. Hewlett-Packard Education – Learning at the Speed of Life.
Martha Ullrich is the Program Manager for On-Line Learning with Hewlett-Packard Education. She can be reached at martha_ullrich@hp.com