IBM Training building skills for a smarter planet

The Value of Training
Companies today need to drive performance from every aspectof their IT investments. Find out how skills drive performance
results and how IBM is building skills for a smarter planet inpartnership with IBM Global Training Providers@IBMTraining

IBM Training building skills for a smarter planet
The Value of Training

Introduction
Top performing companies not only recognize theimportance of their people but also the need toprovide the right skills to enable their people. 71%
of CEOs cited human capital, ahead of products,
customer relationships and brands as the leading
source of sustained economic value. In addition
CEOs ranked “People Skills” in top 4 “External
forces impacting the enterprise”. 84% of employees
in Best Performing Organizations are receiving thetraining they need compared with 16% in the worst
performing companies.

Source: “IBM Smarter Workforce (Kenexa) 2013 Survey

Today more than ever, companies need to maximize
their human capital by providing the right skills at theright time for the right people. Embracing the rightlevel of IT training, enablement and engagement
can dramatically reduce attrition and safeguard theinvestment made in hiring.
Employees who do not feel they can achieve theircareer goals at their current organization are 12 times
more likely to consider leaving than employees
who do feel they can achieve their career goals. Even
worse, this number skyrockets to about 30 times
more likely for new employees. Considering theamount companies invest in the recruitment process
and the time lost to filling the same role again, theimpact to performance and margin can be significant.

In this document, we will point to market drivers
and perform a reality check in the skills someorganizations have and the market readiness to fill
the current and future skills gaps. We show researchwhere more than 65% of global leaders cite “talentand leadership shortages” as their #1 businesschallenge and with some skill areas, a full 90% oforganizations do not have all the skills they need
to be successful. We will look at the recommended
action that companies can take to drive the right skills
and look at how to link training to the business goals.
We will review the benefits of a skilled workforce andtechniques to help you measure the ROI of training.

This paper outlines the gains your organization
can achieve in client success, project success andadoption, product development, sales, risk management and retention and how you can measure thereturn on investment from a well designed skills
building program that links your solution to yourbusiness needs.

2IBM Training building skills for a smarter planet
The Value of Training

Table of Contents
Introduction

2

Table of Contents

3

People and Skills:
What Organizations
Senior Management Think

4

The ROI of Training
within your Organization

6

Today’s organizations face
new problems

11

Recommended action:
Build skills internally

14

IBM Training: The New Model

17

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IBM Training building skills for a smarter planet
The Value of Training

People and Skills:
What Organizations
Senior Management ThinkToday, companies need to do everything possible
to drive performance; people and skills are a strategic
part of this performance. The IBM C-suite Study
is a result of analyzing our conversations with
4,183 leaders in 70 countries. We spoke with across-section of C-suite executives in more than
20 industries: This study offers insight into how
these leaders view the world, their priorities and how
they are preparing for the future. In the study, CEOs
rank People Skills in the Top 4 external factors thatwill impact their business in the next 3 to 4 years.

71% Of CEOs identified

human capital as a key source ofsustained economic value

Source: “Leading through Connections” IBM CEO Study, 2012

In fact from 2004 through 2013 across all of the
C-Level, people skills rank high on the list of
external factors that will impact performance.

People Skills Top 4 Focus
CEOs Rank People Skills in
top 4 “External forces impacting
the enterprise”

The senior management inside organizations hasa clear idea that skills matter. In the next section we
look at the Return On Investment (ROI) for Training.

Perceptions of new employee training by
job level

It is clear senior management teams at successfulclients recognize the need for skills and training.
There is a disconnect however between what thesenior management believe is being delivered andwhat is actually being delivered.

Perceptions of new employee training by job level

Source: IBM C-Suite Survey 2013

In the prior year, 71% of CEOs cited human capital,
ahead of products, customer relationships and brands
as the leading source of sustained economic value.

Source: IBM Smarter Workforce 2013 Training and Tenure Report

Source: Question E8–What are the most important external forcesthat will impact the enterprise over the next 3 to 5 years?; n=4,009

4IBM Training building skills for a smarter planet
The Value of Training

Perceptions of new employee training by HR roleor department

For example, an introductory sales course could
be evaluated by giving students a survey about
the training quality (reaction), by testing students
on the content taught in the sales course (learning),
by observing whether students actually end up
using the sales tactics they learned (behavior), or bymeasuring changes in sales volume before and after
training (results). By evaluating training effectivenessand sharing those results across the company,
organizations can close the gap between perceptionsof managers, HR professionals and the rank-and-file.

Source: IBM Smarter Workforce 2013 Training and Tenure Report

Decision-makers — senior leaders and HR professio
nals seem to be a little more optimistic. Seven out of
10 HR professionals believe employees are getting
the training they need and that figure rises to eightout of 10 among senior leaders. Clearly a disconnect
exists between decision-makers and training
recipients, perhaps resulting in under-investment
in training in many organizations.
One solution for this disconnect may be a lackof objective training performance metrics. According
to Dr. Donald Kirkpatrick, Professor Emeritus at
University of Wisconsin and Honorary Chairmanof Kirkpatrick Partners, there are four ways to evaluate
training: reaction, learning, behavior and results.

Working with the management team to bridge the gap
The Authorized IBM Global Training Providers have theability to work with IBM Clients to address all the needsof the senior management team and client HR teams.
Linking training to business needs
One stop shop — our IBM Global Training Providers
are not limited to just IBM Training, offering otherIT technology training, project management andother related training• Skills gap analysis• Driving training effectiveness metrics and performance• Hosting Learning Management Systems and integration
into existing••5IBM Training building skills for a smarter planet
The Value of Training

The ROI of Training
within your Organization
Best performing companies invest
in training

In a recent IBM Smarter Workforce study IBM
looked at best performing companies and worst
performing companies to see if skills had a part toplay in performance. The results we found are notsurprising: 84% of employees in Best Performing
Organizations are receiving the training they need,a full 68% better than worst performing companies.

Relationship between number of hoursof training and project success.

Relationship between team skill andstakeholder objectives

Relationship between number of hours of training
and project success.

Relationship between team skills andstakeholder objectives

The amount of training does not need to be massive.
When preparing for a project, teams receiving
40 hours of training per member met their significant
project objectives three times as often as teams
that received 30 hours of training or less.i

Training helps stakeholders win: Objectives
will be met 90% more often by increasing teamskills. Increasing team skills by 1/3 increases
likelihood of stakeholders meeting their objectives
from 10% to 100%.ii

Source: IBM Smarter Workforce 2013 Training and Tenure Report
Source: IDC’s Training Impact on Projects Survey, 20116

IBM Training building skills for a smarter planet
The Value of Training

Benefits of a skilled workforce

The benefits of a skilled workforce and a learning
solution are significant and measurable, and theyaffect all areas of the organization from sales andmarketing to customer service and support.
They include:
16% increase in customer satisfaction among
companies using learning technologyiii• Skill levels linked to business value, $70,000 inannual savings and 10% increase in productivity
when teams are well trainediv• 35% reduction in time spent searching forsales contentv• 22% faster rollouts of products and processes• 75-80% of managers believe effective training
is critical to project success and meeting
project deadlinesvii•“75-80% of managers believeeffective training is critical to projectsuccess, skill levels linked tobusiness value yield a 10% increasein productivity”

Building skills for a smarter workforce

It pays to work smarter not harder. According
to a 2010 study by the IBM Institute for Business
Value, organizations that are significantly outperforming their industry peers also happen to be
making more headway on newer approaches towork. They are using dynamic, collaborative andconnected ways of working to get things done
effectively within a constantly changing environment.
How can organizations work smarter? ThroughIBM’s interactions with clients around the world,
we have witnessed a number of practices that are
making organizations more agile. These approaches
to how work gets done fall into three main categories
which make their organizations more:
Dynamic — adjusting rapidly to changing
business conditions• Collaborative — bringing together resources,
both internal and external, to share insights andsolve problems• Connected — enabling access to information
regardless of time, distance or organizational silos•

Smarter working practices provide organizations
with greater agility.

Source: “IBM Institute for Business Value — A New Way or

Working” 2010.

The IBM Institute for Business Value (IBV)
research revealed several interesting findings:
Outperformers use smarter working practices far
more extensively than their lower-performing peers
and they are doing so to fuel growth, not justdrive efficiency.
• For most organizations, the ability to adapt toa constantly changing environment is hamperedby capability gaps in three primary areas: process
and skill reconfiguration; broader and more
embedded collaboration and integrated, real-time
information for decision-making.
• The most dynamic, collaborative and connectedcompanies have widely adopted certain technologies that make smarter working practices viable.
•

7IBM Training building skills for a smarter planet
The Value of Training

Working together with an IBM Global Training
Provider, IBM Clients gain access to skills maps
developed for roles and solution areas, a dedicatedclient team that will work with the client to identify
any potential skills gaps and a dynamic plan toaddress these gaps.
The skills gap is not just about technical ability anddriving process efficiencies, nor is it just aboutengaging employees to make them more productive
and to reduce attrition costs. Companies who are
significantly outperforming within their industries are
already positioning for growth. They are far lessworried about operational efficiency, perhaps
because they have already addressed the skills
gap to outperform in these areas. Instead, they areconcentrating on innovation and expansion. Theirfocus revolves around introducing new (and adapting
existing) products and services and addressing
regulatory requirements, which also relates to their
expansion into new geographies and markets.

Outperformers are already positioning for growth today.

Extensive adopters of smarter working practices*

Source: “Study by the IBM Institute for Business Value – A New Wayor Working”

IBM Training and our IBM Global Training Providers
understand the need to leverage the client’s
solution combined with the talent of the organization,linking this to the business needs and smarterworking practices.
Compared to other companies, outperformers are
more than three times as likely to have adopted
smarter working practices.

Source: “Study by the IBM Institute for Business Value — A New Wayor Working” 2010.

Where outperformers lead

Outperformers are developing capabilities thatallow them to adjust and react more rapidly.
Compared to their less adaptable peers, more than
twice as many outperformers can:Easily identify individuals with needed skills
Display and deliver information to meet theneeds of various audiences• Quickly build skills to address changing conditions••

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IBM Training building skills for a smarter planet
The Value of Training

Our IBM Global Training Providers offer traditional
offerings of public and private training but this issignificantly augmented by “Smarter Skills Services”
such as:Skill Gap Analysis
Business Transformational Services• Content Customization to make the learning fit• Collaborative and Connected Learning Sessions
and tools• Learning Coaching• Boot Camps and Re-Skilling Sessions• Enterprise Learning Licensees — where clientsthat have invested in their own competency
centers can leverage IBM and IBM Global
Training Provider Content with a right to use
or right to modify license••

They are also offering many more dynamic services
that adapt to the business and learning needs oftoday. IBM and its Global Training Providers arealso establishing work methods that facilitate andencourage collaboration by leveraging the collective
strengths of our customer’s organizations.

Cost of losing your staff investment

Organizations should consider the cost of recruitment
and attrition. Although this paper does not attempt
to quantify the differing costs of recruitment withina client’s organizations, it is imperative to look at
the impact of training on new hire recruitment and theimpact of skills on career development and retention.

New Employee Turnover Intentions by Training“New Employees are 42% more
likely to stay when receiving thetraining they need to do theirjob properly”
Training and an investment in developing a skills
building culture dramatically impacts employee
retention. Only 21% of new hires intend to stay atcompanies that do not offer training for their current
jobs. However, the study reveals that 62% of newhires intend to stay when training is provided. This
nearly three-fold increase is a powerful example ofthe positive impact of training on new hire retention.

Source: “Study by the IBM Institute for Business Value – A New Wayor Working” 2010.

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IBM Training building skills for a smarter planet
The Value of Training

Employees who do not feel they can achieve theircareer goals at their current organization are 12 times
more likely to consider leaving than employees who
do feel they can achieve their career goals. Even
worse, this number skyrockets to about 30 times for
new employees.

Turnover Intentions by Ability to Achieve Career Goals
by Organizational Tenure

The importance of career development, especiallyto new employees, again highlights the importanceof having an onboarding process and learning
management system (LMS). While onboarding andlearning management have focused traditionally on
job training, IBM Global Training Providers can workwith clients to develop processes and systems to help
new employees facilitate informal mentoring, foster
collaboration across jobs and business functions andidentify subject matter experts within the organization.
In addition they can provide linkage to training in
the right modality to facilitate development, accessto IBM, third party and company repositories to sharetechnical knowledge.

Source: IBM Smarter Workforce 2013 Training and Tenure Report

An IBM Global Training Provider can work together withclients to create an always-learning paradigm that candrive solution success and address retaining the rightresources in your organization with the right tenure.

10IBM Training building skills for a smarter planet
The Value of Training

Today’s organizations face
new problems
The Dynamics of the Modern Workforce
The dynamics of the modern workforce are making
it difficult for companies to find and keep talented
workers. Here are some startling statistics:
A full 90% of organizations do not have all theskills they need to be successfulviii• More than 65% of global leaders cite “talent andleadership shortages” as their #1 businesschallengeix• The 74 million next-generation workforce of
15- to 24-year-olds who are unemployed are notskilled to fill the skills gapx•

Source: IBM Tech Trends Report

Knowledge Leak

Knowledge leak is another critical problem. How do
you keep the intellectual capital you have? Most
research on retention suggests nearly 30% lossof skill annually for skills that are not routinely
reinforced, though significantly less when skills areroutinely (and correctly) performed. The starting skillof an organization can range anywhere from nearly
100% after extensive organizational training to as
little as 50% or 60% after several years of little
investment in training and normal turnover in the
IT environment.xi
Changing dynamics in the workforce, where
employees have little sense of loyalty for theiremployers, compounds the problem. Employees
who do not feel they can achieve their career goals
at their current organization are 12 times more
likely to consider leaving than employees who
do feel they can achieve their career goals. Even
worse, this number skyrockets to about 30 times for
new employees.xii
People under the age of 35 are twice as likely to
be looking for new work as older workers. What’smore, the total costs of replacement can reach200% of an employee’s annual salary.xiv

Generations of Learning

With the mix of generations within an organization,businesses must ensure that they are addressing
the learning styles that work for that generationfrom the traditionalist with public training to theMillennial who wants to have just-in- time training
available on his/her mobile device.

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IBM Training building skills for a smarter planet
The Value of Training

Cloud is both a delivery model and a consumption
model for IT, creating a shift in internal roles fromIT builders and managers to brokers, strategists andbusiness supporters.
• Social media, as a core part of IT’s next growth
platform, brings with it the problem of data privacy,
driving demand for expertise in that area.
• Big Data comprises a set of genuinely newtechnologies and a convergence of more maturetechnologies. Organizations must be prepared toembrace a more information-led culture.
•

An IBM Global Training Provider is able to leverage thehigh quality, up-to-date Authorized IBM Content withsmart and connected delivery engines to address thelearning needs of today’s enterprise.

Market Drivers

Technology is changing everything: The “four pillars”
of the 3rd Platform — mobile, cloud, social, andBig Data — are impacting current job roles anddriving demand for new roles and skills.
•

Mobility is an important driver of enterpriseinnovation, requiring broader technical skill sets to
support users in their day-to-day work and ensurethat a myriad of device and software combinations
work optimally. According to IBM’s Tech Trends
Report, 70 percent of respondents say they plan
to increase spending in mobile in the next two
years. The shift toward BYOD is even more
pronounced in growth markets like Brazil, Russia,
India, China and South Africa, where 41 percent of
those surveyed will allow employees to connect
their own computing devices to their network within two years, bringing the total to 83 percent inthose countries.

These shifts in technology will redefine the roles
which are important for an organization to succeed
and require companies to hire or retrain employees.
Community managers, mobile developers and Big
Data analysts will take on increasing importance asother roles, such as desktop application support,
will decline.
The world does not stand still, and neither have we.
The technologies underpinning Smarter Planet —Big Data analytics (including IBM Watson), mobile,cloud, and new systems of engagement — areconverging and the transformation they are
unleashing is accelerating. Working together withIBM Global Training Providers, clients can harness
the power of IBM solutions to drive business success.

Source: IDC’s 2013 CIO IT Staffing Survey, August 2013

It is important to understand the new IBM Training modelin partnership with carefully selected IBM Global Training
Providers. It offers not only the high quality content directfrom IBM but also content that is aligned to businessneeds and is not limited to the IBM technology. The IBM
Global Training Provider is able to offer training in 3rdparty products, project management and many otheraspects of solution success.

12IBM Training building skills for a smarter planet
The Value of Training

Recommended action:
Build skills internally
To meet the challenges, leaders must look within
their organizations to improve employee engagement,
unlock lost productivity and develop the skills of their
existing base. They must also evaluate the best
methods to build skills and create an environment
where intellectual capital is easily shared anddiffused through the organization and they mustmeasure the real value of skills to the organization
to justify the costs and meet “spend to save” criteria.

Best practices fromleading organizations

Leading organizations adopt the following bestpractices to create a culture that fosters continuous
learning — practices which lead to better and fasterbusiness results:
Fully training the team. The most importantfactor in reducing the effect of knowledge leakis fully training everyone• Provide ongoing training/access to reference
resources. The obvious method to reduce leakage
is to provide “refresher training” continuously• Document processes. Documented processesor routines can mitigate the absence ofindividual skill.
•

Train consistently. Training new hires, promotions
and transfers, regardless of their “source,” isimportant to ensure consistent application of policy
and ultimate system successxv• Train efficiently. The acclimation of new users
is exacerbated when positions turn over quickly,
as in the case of medical centers where residents
temporarily work as part of their clinical rotations
or IT organizations in urban areas where turnoveris higher than in more rural locationsxvi• Train globally. Training on a global basis isa never-ending cyclexvii• Train conveniently. Technology-based training,
including informal or search learning, supports
delivery as closely as possible to the time whenthe employees will use the new system or new
procedure, ensuring the most value of the training
and the most value of the systemxviii• Explain thoroughly. Users may not always
have access to mentors and may need accessto reference material, search tools or expanded
training to address areas of need wheneverproblems arisexix•

Aligning your skills program withyour business needs

Like any other business decision, you must build
a business case and cost justification for theinvestment you make in skills development andyou must align this initiative with your businessobjectives. Towards Maturity, an independent
research organization, recommends four key areasfor your action plan:
1. Quantify the potential impact of your solution
Do not just concentrate on the technology andfeatures. Top learning organizations have usedlearning technologies to deliver average
improvements of:
19% in staff satisfaction/engagement
24% in ability to change procedures or products• 14% in increased productivity throughlearning interventions• 17% in customer satisfaction• 12% reduction in time to competencexx• 22% in reduction in delivery time••

What difference would these key performanceindicators make to the bottom line in yourorganization? Use the data to help you justify
your spend! Use the relevant indicators important
to your organization to shape and create a businesscase for spend to save.xxi
13IBM Training building skills for a smarter planet
The Value of Training

2. Align your learning strategy with the business
Be proactive in understanding and supporting bothtactical and strategic organizational goals. Top
companies are driven more by business priorities thanothers and involve business leaders directly. They:
Analyze the business problem before recommending a solution• Work with senior managers to identify specificbusiness metrics to be improved• Recognize that learning is aligned with theoverall business plan
• Demonstrate value back to the business byrevisiting objectives with senior managers andreporting on the goals/resultsxxii•

3. Leverage the experience and results of others
Top learning companies are more likely to invest
in the process of benchmarking to help avoid
re-inventing the wheel to continually improve
performance. External comparisons also help
to justify the business case.xxiii
4. Position yourself for success
Timing is everything. Understand learner behavior
upfront to accelerate change. Link to other initiatives
in the organizations to make it relevant — do notteach people to shovel snow in the summer.xxiv

The need for you to measure your ROI

To measure the value of training, you must set
objectives and then isolate the impact training
has on achieving those objectives. You will needto determine a value in units for each area ofimprovement. For example, reducing tech support
calls by 50% will have an associated business value inwages and sales. Here are a few recommendations:
1. Test before and after
Perform a test to measure knowledge and job
satisfaction before the training event, then test
afterwards to compare the results.
2. Examine your service logs
Measure the impact to customer service, techsupport and compliance before and after. Determine
a value in units.
3. Measure sales performance
How does a skilled workforce, from administratorsand engineers to web developers, affect your sales
by producing a better experience for customers? If
you are providing sales training, measure the change
in sales for trained employees. In addition, measure
the amount of time spent looking for information byadministering a questionnaire before and after the
training event.
4. Examine time to completion
How long do you estimate it will take to completea project? Quantify the value of the difference

between the completion rate for trained employees
versus untrained employees. Salaries are one
measurement; opportunity is another. If you areproducing a product for a client, what is the value
in completing the project 10% faster?
5. Examine costs
Training reduces waste of valuable assets. For
example, employees who are trained to use ashared cloud hosting service for data will dramaticallydecrease the amount of storage needed overall inthe organization. What is the value achieved fromasset reduction?
The benefits you attain — and the training costs toachieve them — should be measured over a 12-month
period to provide a realistic value of improvement.
IBM is solving the skills challenge: Join us — The valueof technology is realized through its implementationand that implementation requires people who are
effectively trained with the necessary skills to
make the best possible use of information
technology solutions.
An IBM Global Training Provider can help drive not only the
dynamic plan around your learning requirements but canalso help you measure consumption and performanceof the resulting skills against your business, making iteasier for you to build long term always learning models
that will drive significant success to your business.

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IBM Training building skills for a smarter planet
The Value of Training

IBM Training: The New Model
To make our training more impactful, we developed
a new approach. With a new partner-led model,
we believe our training will be accessible in morecountries, available in more formats, better mapped
to our clients’ business goals and focused on skill
development across a range of disciplines.
IBM has grown the IBM Training ecosystem toenhance our training capabilities and extend reach
into new cities and countries by partnering withhighly qualified IBM Business Partners who provide
high quality, authorized training for IBM clients,
IBM Business Partners and IBM employees. IBM
continues to provide authorized training curriculum
and content and also maintains overall ownershipof the IBM Training ecosystem. We believe that wehave created a more robust solution that will benefit
our clients and IBM Business Partners.

The IBM network of Global Training Providers canhelp you get the right training for new hires andexisting employees. Our network will help you
accelerate the growth of skills and training in yourorganization to improve your business. Our Global
Training Providers only provide training using
authorized content from IBM.
To learn more about how training and skills
development can help you generate revenue,
improve productivity and save costs, please visit
ibm.com/training.

Then contact a Global Training Provider to find out
how to get started.

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IBM Training building skills for a smarter planet
The Value of Trainingiii

Bridging the Gap: Integrating Learning and Work, Towards Maturity
Benchmark Study, 2012-2013xv

Knowledge Leakage: The Destructive Impact of Failing to Train on ERP
Projects, IDC 2013

iv

Impact of Training on ERP Project Success, IDC 2012

xvi

v

IBM Case Study - AMD, 2013

Knowledge Leakage: The Destructive Impact of Failing to Train on ERP
Projects, IDC 2013

Bridging the Gap: Integrating Learning and Work, Towards Maturity
Benchmark Study, 2012-2013

xvii

Produced in the United States of America
May 2014

vi

Knowledge Leakage: The Destructive Impact of Failing to Train on ERP
Projects, IDC 2013

vii

IDC MarketScape: Worldwide IT Education and Training 2013 Vendor
Analysis, IDC, 2013

xviii

IBM, the IBM logo, and ibm.com are trademarks of International
Business Machines Corp., registered in many jurisdictions
worldwide. Other product and service names might betrademarks of IBM or other companies. A current list of IBM
trademarks is available on the web at “Copyright and trademark
information” at www.ibm.com/legal/copytrade.shtml.

Knowledge Leakage: The Destructive Impact of Failing to Train on ERP
Projects, IDC 2013

The 2012 IBM Tech Trends Report, Fast Track to the Future, IBM Center
For Applied Insights, 2012

xix

viii

Knowledge Leakage: The Destructive Impact of Failing to Train on ERP
Projects, IDC 2013

Bersin & Associates TalentTrends®, Fall 2012xx

ix

Bridging the Gap: Integrating Learning and Work, Towards Maturity
Benchmark Study, 2012-2013

x

The Great Skills Gap Concern Hi-Tech, Benchmarking Data and Summary,Brandon Hall Group report. © 2013 Brandon Hall Groupxxi

Marnie Threapleton, “Building the Case for ‘Spend to Save”, Towards
Maturity, 2014

xi

Knowledge Leakage: The Destructive Impact of Failing to Train on ERP
Projects, IDC 2013

xxii

Marnie Threapleton, “Building the Case for ‘Spend to Save”, Towards
Maturity, 2014

xii

WorkTrendsTM report, Kenexa High Performance
Institute, 2013.

xxiii

Marnie Threapleton, “Building the Case for ‘Spend to Save”, Towards
Maturity, 2014

xiii

Bersin by Deloitte, November 2012

xxiv

xiv

Towers Watson July 2012

Marnie Threapleton, “Building the Case for ‘Spend to Save”, Towards
Maturity, 2014

© Copyright IBM Corporation 2014
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iTraining Impact on Project Survey, IDC, 2011

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