IT People Strategy

Definition:		IT People Strategy Assessment allows LearnQuest to work with an organization to develop the most effective short and long term strategy for people development within an IT department. LearnQuest develops an “organizational roadmap” which identifies the most cost-effective execution of learning and mentoring interventions, which would transition IT professionals into new technologies. LearnQuest technical and educational consultants meet with Client IT, HR and Training staff to identify key strategic projects and initiatives, future architectural direction, current staff skills, and current internal and external training resources.
Rationale:		IT Departments throughout the world are constantly confronted with the need to adopt new technologies to maintain the ability to meet the increasing complex and evolving demands of business clients. The adoption of new technologies necessitates that organizations maintain and execute an effective People Strategy to ensure that internal resources’ skills, competencies and abilities match the demands of the new technologies. Through the IT People Strategy Assessment, LearnQuest develops the most effective People Strategy implementation plan to carry an organization through its next technological transformation and beyond..
Methodology:		LearnQuest builds organizational roadmaps via a proprietary “Just in Time Training” methodology, which blends E-Learning, Instructor Led Training, and project mentoring and maps them to Project time-frames and deliverable dates, thereby maximizing the impact of learning interventions and combining the education of employees with the development and delivery of projects.
Case Study:		After going public, a software development company realized the need to raise and maintain the skill level of new and existing employees. Due to the fast pace of their industry, the company required a method of inventorying and developing employees' skills. At the same time, the company wanted to quickly turn new hires into a productive workforce and train current employees for management positions. A competency/skill-based Corporate University was needed to pull all education and training activities together with a focus on career development. To achieve this, a strong structure had to be formed with clearly defined operating principles and scope. Repeatable curriculum was developed to match the industry specific needs of the company. A skills-based learning management system was deployed to allow accurate tracking of skill needs and training programs.
Results:		Through the Corporate University, the company has been able to incorporate the latest techniques, technologies, and project scenarios into curricula. Existing technical experts and managers have helped prepare and teach courses in their specialty areas, allowing faster knowledge transfer and internal management training. A certification program and a credit program have been established to ensure employees build competencies for continued career development. Though still early, response to the Corporate University has been positive. Several new employees have attributed their decision to work for the company to its commitment to ongoing learning through the Corporate University.

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