# Presentation: 114551

## Assessing ICT (Information and Communication Technology) Skills in the U.S. and Europe

- AACC WDI – 1/30/03

## 
Not-for-profit trade association for the Technology Industry
Supports and represents more than 10,500 domestic and international companies in the global information technology industry 
Provides a unified voice for the technology industry with programs in —
Vendor-Neutral Certification
Public Policy
Workforce development 
ServiceMetric® 
E-Commerce/E-Business

- Not-for-profit trade association for the Technology Industry
- Supports and represents more than 10,500 domestic and international companies in the global information technology industry
- Provides a unified voice for the technology industry with programs in —
- Vendor-Neutral Certification
- Public Policy
- Workforce development
- ServiceMetric®
- E-Commerce/E-Business

- CompTIA Computing Technology Industry Association

**Notes:**
Channel Impact for Product Management/Product Marketing/Engineering/Sales - ATraining Course
Table of Contents

Part I.	Introduction	
	1.	Course Objectives
	2.	“Rules of the Road”

Part II.	Positioning This Course	
	1.	Tying into the Financial Model
	2.	The Channel & The End User
		Exercise 1: Understanding the Relationship Between the End User and				      Channel Selection
	3.	The Channel Development Cycle

Part III.	Channel Segment Structures and Business Profiles	
	1.	How Business Flows Through the Channel
	2.	Individual Channel Segment Profiles
			Distribution
			Systems Integrators
			Corporate Resellers
			VARs
			Retail
			OEM	
			Others
	3.	Exercise 2: Matching Your Channel Partners with Their Correct 		Channel Segment(s)
	4.	Distributors
		4.1	Why Distribution (or Services that Distributors Provide)
		4.2	Key Players & Segment Size
		4.3	Typical Partner Structures & Contact Points
				Product Managers
				Program Managers
				Marketing Communications
				Technical Support
				Sales
				“Purchased Staff”

## Workforce Development

- Mission
- 	Provide the ICT industry with the information, tools and resources necessary to be successful in the recruitment, training, certification and retention of ICT workers worldwide.

**Notes:**
Channel Impact for Product Management/Product Marketing/Engineering/Sales - ATraining Course
Table of Contents

Part I.	Introduction	
	1.	Course Objectives
	2.	“Rules of the Road”

Part II.	Positioning This Course	
	1.	Tying into the Financial Model
	2.	The Channel & The End User
		Exercise 1: Understanding the Relationship Between the End User and				      Channel Selection
	3.	The Channel Development Cycle

Part III.	Channel Segment Structures and Business Profiles	
	1.	How Business Flows Through the Channel
	2.	Individual Channel Segment Profiles
			Distribution
			Systems Integrators
			Corporate Resellers
			VARs
			Retail
			OEM	
			Others
	3.	Exercise 2: Matching Your Channel Partners with Their Correct 		Channel Segment(s)
	4.	Distributors
		4.1	Why Distribution (or Services that Distributors Provide)
		4.2	Key Players & Segment Size
		4.3	Typical Partner Structures & Contact Points
				Product Managers
				Program Managers
				Marketing Communications
				Technical Support
				Sales
				“Purchased Staff”

## Workforce 5-Step Model

**Awareness**

## Key Projects and Programs

- Tech Career Compass
- National Skills Standards
- ICT Apprenticeship
- JOBS+ program
- Technology Learning Group

## Trends

- Rise of “knowledge economy”
- Globalization of work
- Projects as work mode
- “New employment contract”
- Measure ROI
- Worker Mobility

## What Industry Wants

- The right skills at the right time –* Faster*
- Reduce cost by eliminating redundant training
- Efficient recruiting, hiring, training and promotion
- Identifiable career paths, transferable skills and credentials that are industry recognized and respected
- Educators and trainers use industry-driven standards to prepare people for employment

## Common US/EU Issues

- Continually changing demand for ICT skills throughout the economy
- Perceived lack of certification and assessment system that supports global mobility and industry requirements
- Roles of stakeholders
- Declining resources

**Notes:**
Channel Impact for Product Management/Product Marketing/Engineering/Sales - ATraining Course
Table of Contents

Part I.	Introduction	
	1.	Course Objectives
	2.	“Rules of the Road”

Part II.	Positioning This Course	
	1.	Tying into the Financial Model
	2.	The Channel & The End User
		Exercise 1: Understanding the Relationship Between the End User and				      Channel Selection
	3.	The Channel Development Cycle

Part III.	Channel Segment Structures and Business Profiles	
	1.	How Business Flows Through the Channel
	2.	Individual Channel Segment Profiles
			Distribution
			Systems Integrators
			Corporate Resellers
			VARs
			Retail
			OEM	
			Others
	3.	Exercise 2: Matching Your Channel Partners with Their Correct 		Channel Segment(s)
	4.	Distributors
		4.1	Why Distribution (or Services that Distributors Provide)
		4.2	Key Players & Segment Size
		4.3	Typical Partner Structures & Contact Points
				Product Managers
				Program Managers
				Marketing Communications
				Technical Support
				Sales
				“Purchased Staff”

## US/EU Project Outcomes

- Develop Credential Framework
- Inventory and analysis
- Map
- Policy implications
- Create Credential System
- Ongoing management / administration
- Pilot Test
- Formal and non-formal  contexts
- Integration of classroom and OJL
- Articulation / crosswalk

**Notes:**
Channel Impact for Product Management/Product Marketing/Engineering/Sales - ATraining Course
Table of Contents

Part I.	Introduction	
	1.	Course Objectives
	2.	“Rules of the Road”

Part II.	Positioning This Course	
	1.	Tying into the Financial Model
	2.	The Channel & The End User
		Exercise 1: Understanding the Relationship Between the End User and				      Channel Selection
	3.	The Channel Development Cycle

Part III.	Channel Segment Structures and Business Profiles	
	1.	How Business Flows Through the Channel
	2.	Individual Channel Segment Profiles
			Distribution
			Systems Integrators
			Corporate Resellers
			VARs
			Retail
			OEM	
			Others
	3.	Exercise 2: Matching Your Channel Partners with Their Correct 		Channel Segment(s)
	4.	Distributors
		4.1	Why Distribution (or Services that Distributors Provide)
		4.2	Key Players & Segment Size
		4.3	Typical Partner Structures & Contact Points
				Product Managers
				Program Managers
				Marketing Communications
				Technical Support
				Sales
				“Purchased Staff”

## Workforce Training Relationships

**Global – Industry**
**             **
**National – Standards**
**State/Region – Funding**
**               **
**Local - Training**

## Observation

- 	Over the 90,000 hours in a person’s worklife, we rigorously measure the performance and quality of 3,000 hours of academic/classroom preparation and haphazardly measure the rest (on the job learning) which is the most predictive measure of worker skill level

**Notes:**
Channel Impact for Product Management/Product Marketing/Engineering/Sales - ATraining Course
Table of Contents

Part I.	Introduction	
	1.	Course Objectives
	2.	“Rules of the Road”

Part II.	Positioning This Course	
	1.	Tying into the Financial Model
	2.	The Channel & The End User
		Exercise 1: Understanding the Relationship Between the End User and				      Channel Selection
	3.	The Channel Development Cycle

Part III.	Channel Segment Structures and Business Profiles	
	1.	How Business Flows Through the Channel
	2.	Individual Channel Segment Profiles
			Distribution
			Systems Integrators
			Corporate Resellers
			VARs
			Retail
			OEM	
			Others
	3.	Exercise 2: Matching Your Channel Partners with Their Correct 		Channel Segment(s)
	4.	Distributors
		4.1	Why Distribution (or Services that Distributors Provide)
		4.2	Key Players & Segment Size
		4.3	Typical Partner Structures & Contact Points
				Product Managers
				Program Managers
				Marketing Communications
				Technical Support
				Sales
				“Purchased Staff”

## Certification

- Establishing industry-wide, nationally recognized standards of basic core competency levels
- Maximizing efficiency in recruiting, hiring, training and promoting employees
- Certifying individuals with in-demand skills
- Providing job seekers identifiable career paths, transferable skills and industry recognized credentials
- Producing the standards necessary to better prepare individuals to meet today's job requirements

**Notes:**
Channel Impact for Product Management/Product Marketing/Engineering/Sales - ATraining Course
Table of Contents

Part I.	Introduction	
	1.	Course Objectives
	2.	“Rules of the Road”

Part II.	Positioning This Course	
	1.	Tying into the Financial Model
	2.	The Channel & The End User
		Exercise 1: Understanding the Relationship Between the End User and				      Channel Selection
	3.	The Channel Development Cycle

Part III.	Channel Segment Structures and Business Profiles	
	1.	How Business Flows Through the Channel
	2.	Individual Channel Segment Profiles
			Distribution
			Systems Integrators
			Corporate Resellers
			VARs
			Retail
			OEM	
			Others
	3.	Exercise 2: Matching Your Channel Partners with Their Correct 		Channel Segment(s)
	4.	Distributors
		4.1	Why Distribution (or Services that Distributors Provide)
		4.2	Key Players & Segment Size
		4.3	Typical Partner Structures & Contact Points
				Product Managers
				Program Managers
				Marketing Communications
				Technical Support
				Sales
				“Purchased Staff”

## Issues

- Scope
- Quality
- Validity
- Coverage
- Integration
- Harmonization
- GeoPolitics

**Notes:**
Channel Impact for Product Management/Product Marketing/Engineering/Sales - ATraining Course
Table of Contents

Part I.	Introduction	
	1.	Course Objectives
	2.	“Rules of the Road”

Part II.	Positioning This Course	
	1.	Tying into the Financial Model
	2.	The Channel & The End User
		Exercise 1: Understanding the Relationship Between the End User and				      Channel Selection
	3.	The Channel Development Cycle

Part III.	Channel Segment Structures and Business Profiles	
	1.	How Business Flows Through the Channel
	2.	Individual Channel Segment Profiles
			Distribution
			Systems Integrators
			Corporate Resellers
			VARs
			Retail
			OEM	
			Others
	3.	Exercise 2: Matching Your Channel Partners with Their Correct 		Channel Segment(s)
	4.	Distributors
		4.1	Why Distribution (or Services that Distributors Provide)
		4.2	Key Players & Segment Size
		4.3	Typical Partner Structures & Contact Points
				Product Managers
				Program Managers
				Marketing Communications
				Technical Support
				Sales
				“Purchased Staff”

## The ICT Occupational Structure

- Cert i f i c a t i o n s

## 

- General recognition of a                           critical skill or value gap

- Inventory of skills                            and identification of specific gaps

- Develop Career & Salary Path

- Develop Plan For Training

- Implement Training and Track Progress

- Institutionalize and Commit To The Process

- Scope

**Process Of ICT Workforce Development In A Company**

**Company Workforce Maturity and Performance**

- Realize Corporate Performance Improvement Objectives

- This is the point where companies often fail.

## 

- General recognition of a                           critical skill or value gap

- Inventory of skills                            and identification of specific gaps

- Develop Career & Salary Path

- Develop Plan For Training

- Implement Training and Track Progress

- Institutionalize and Commit To The Process

- Scope

**Process Of ICT Workforce Development In A Company**

**Company Workforce Maturity and Performance**

- Realize Corporate Performance Improvement Objectives

- Scope

-  Assessment Instruments

- Assessment And Analytical Instruments

-             Career Compass and Study Guides

-          Syllabi & OJT Task Lists

- Certifications
- / Career ID

**Company Workforce Maturity and Performance**

- Linkage to the Educational Community

## ICT Career Paths

- IT Worker

- Network Design & Admin

- Web Development & Admin

- Database Development & Admin

- Enterprise Systems Analysis and Integration

- Programming/Software Engineering

- IT Generalist (Tech Support Specialist)

- Digital Media

- Project Management

- Required Core Specialization Skills

- Specialization Elective Skills

- Primary and/or Secondary Specialization Areas

- classroom instruction and structured OJT

-  Specialization   Skill Levels

** ****Level 1 (Foundational)**

**Level 2 (Full Working)**

**Level 3  Worker)**

- Entry Level Criteria

** ****high school or GED, basic keyboard skills**

**  ****Level 4 (Master  Worker) **

** ****Level 0 (Employable)**

- others

**Notes:**
Neill

## How Assessment / OJL System Will Drive Performance

***Apprenticeship***
***Level***

***Learning/Proficiency***
***Level***

***Performance***
***Outcomes***

***Performance ***
***Appraisal***

- Pre-training

- _Level 1_ Foundational

- _Level 2_                  Full Working

- _Level 3_                  Journey Worker

- _Level 4_                  Master Worker

- Knowledge

- Comprehension

- Application

- Analysis

- Critical Thinking

- Creative Thinking

- Works proficiently on moderately difficult tasks with minimal coaching
- Meets performance objectives consistently

- Contributes and performs with coaching on simple tasks

- Successful in performing complex tasks without coaching
- Provides coaching and mentoring to others

- Mastery of the most complex and challenging tasks
- Leads process improvement and innovation
- Provides coaching and mentoring

- Book & lab learning only

**Level 4**

**Level 3**

**Level 2**

**Level 1**

- -Proficiency sign-off  (Q-cards)              -Hrs (OJL & Classroom)                            -Certifications/degrees                  -Wages

- -Proficiency sign-off  (Q-cards)              -Hrs (OJL & Classroom)                             -Certifications/degrees                   -Wages

- -Proficiency sign-off  (Q-cards)              -Hrs (OJL & Classroom)                             -Certifications/degrees                 -Wages

- -Proficiency sign-off  (Q-cards)              -Hrs (OJL & Classroom)                             -Certifications/degrees                 -Wages

**Notes:**
Neill and Greg
Points to Make:
This is our Vision Statement, our stake in the ground, how CompTIA will develop IT Apprenticeship
 Through our memberships and ongoing pilots, we are validating this process right now
This will differentiate the American worker in the world market to be far more productive
Do you believe/buy into this type of process – how does it compare to apprenticeships in other industries

## The Career ID Concept

**Notes:**
Neill and John A

## 
An online tool:

For the industry to manage workforce performance and training
For the individual to enable management of careers
For trainers and certifying bodies to plan curricula to meet industry requirements
http://tcc.comptia.org/

- An online tool:
- For the _industry_ to manage workforce performance and training
- For the _individual_ to enable management of careers
- For _trainers and certifying bodies_ to plan curricula to meet industry requirements
- _[http://](http://tcc.comptia.org/)__[tcc](http://tcc.comptia.org/)__[.](http://tcc.comptia.org/)__[comptia](http://tcc.comptia.org/)__[.org/](http://tcc.comptia.org/)_

- TechCareer Compass

**Notes:**
Channel Impact for Product Management/Product Marketing/Engineering/Sales - ATraining Course
Table of Contents

Part I.	Introduction	
	1.	Course Objectives
	2.	“Rules of the Road”

Part II.	Positioning This Course	
	1.	Tying into the Financial Model
	2.	The Channel & The End User
		Exercise 1: Understanding the Relationship Between the End User and				      Channel Selection
	3.	The Channel Development Cycle

Part III.	Channel Segment Structures and Business Profiles	
	1.	How Business Flows Through the Channel
	2.	Individual Channel Segment Profiles
			Distribution
			Systems Integrators
			Corporate Resellers
			VARs
			Retail
			OEM	
			Others
	3.	Exercise 2: Matching Your Channel Partners with Their Correct 		Channel Segment(s)
	4.	Distributors
		4.1	Why Distribution (or Services that Distributors Provide)
		4.2	Key Players & Segment Size
		4.3	Typical Partner Structures & Contact Points
				Product Managers
				Program Managers
				Marketing Communications
				Technical Support
				Sales
				“Purchased Staff”

## More Information

- John Engman
- CompTIA
- 630-678-8352
- jengman@comptia.org