Ca technologies corporate university case study

April 2014

CA Corporate University

A Pragmatic Approach to Driving

Business Results

Agenda

• About CA Technologies

• Why a Corporate University?

• Research, read, reach out

• Models

• Things to consider

• CA’s University Structure

• Case Study-Support University

• More to consider

• Takeaways from this session

About CA Technologies

RANKED #1 in Cloud Systems Management Software*

48 of FORTUNE 50 and 96 of FORTUNE 100 are customers

One of Fortune Magazine’s MOST ADMIRED COMPANIES (software industry)

One of Newsweek’s TOP 10 GREENEST COMPANIES

35+ YEARS managing complex IT environments

$4.5 BILLION ANNUAL REVENUE & STRONG PROFIT

MARKET LEADERSHIP CA Technologies is a leading provider of IT management software and solutions to global private and public enterprises:

Broad and deep portfolio of solutions that deliver business outcomes across the entire business services lifecycle

Innovation through organic investments and acquisitions

Customer choice: multi-platform and system agnostic, consume software the way you want – on-premise, on-demand, service providers

Why Build a Corporate University?

• Alignment to clear business outcomes (revenue, cust sat, etc.)

• Alignment between orgs cross functionally (career progression)

• Improved employee engagement and retention

• Clear alignment to company strategy and ability to adapt to changes

• Improved resource utilization

• Competitive differentiation in the market

• Ease acquisition integration

• Platform to support and drive change

• Helps drive ‘teaming’ through a common language and knowledge

• Improved performance which accelerates execution

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Organizational Maturity

Corporate University Context

To establish or maintain a Corporate University

that effectively meets the needs of the

business, organizations must define the CU’s

purpose, choose an appropriate model, ensure

it serves business unit and strategic needs,

balance L&D needs across the company, and

evaluate the CU’s return and its

offerings…..continuously.

-Corporate Executive Board, 2007

Define the Purpose of the CU

Questions to answer:

1. What is the underlying problem we are trying to solve with a CU?

2. What are the outcomes we should expect?

3. What will a CU do that an L&D function does not?

4. What benefits does a CU offer to the corporate business strategy?

5. What is the specific purpose and role of the CU within the

organization?

6. What is the long-term vision and strategy of the organization and

the CU?

7. How will this vision steer decision making?

8. What population with the university serve? (employee, cust, part)

Things to Consider

Kevin Wheeler, Global Learning Resources, 2004

Typical Models (Deloitte/Bersin Models)

So-what’s in it for ME?

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CA University

The University Governance Structure

Sales

University

College of

Engineeri

ng

GSC

University

Support

University

Marketing

University

CA Product

Leadership

Soft Skills

Technical Skills

Management

Business Acumen

Departments:

Compliance

CA Branding

Marketing & Selling

University Achievement Framework by College

Marketing

University

Sales

University

Support

University

College of

Engineeri

ng

GSC

University

Core

Certificate Certificate Certificate Certificate Certificate Certificate

Level 1 Associate Beginner

Level 2 Bachelor Proficient

Level 3 Master Advanced

Level 4 PhD Mastery

• An organization can build a university as along as they have a

competency model, an executive champion, a dean

• Each organization defines complexity of their achievement structure

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Case Study:

Support University

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• Get people excited about taking training (create a culture of

learning)

• Find new ways to deliver training

• EOS feedback

− Decrease in support employee opinion on “have sufficient

training to improve skills”

− ½ of the comments say engineers don’t have enough time to train

• Training hours decreased from FY10 by 8,000 hours

• Improve Customer Satisfaction-make Support a differentiator

• The Support SVP wanted it

Why Support University (Rollout April 1, 2011)?

support +

Support

University Create your learning

path with your SDM

and PDM utilizing our

resources

Break Fix

Simulations

Leading at all

Levels

eLearning

Courses

CA Product

Certification

Product

Education

External Training

& Certification

Books 24 x 7

Technical

Academy

Soft Skills/Vital

Behaviors Live Technical

Course Schedule

Informal Learning

Coaching

Mentoring

Collaboration

Ownership

Career Development

ASSOCIATES

— 100 hours

— New hire training

— Product training

— Customer service training

BACHELORS

— 200 hours

— 200 level product training

— 200 level exams

— CA product certification

— 3rd-party training, accreditations

— Industry Certification

— Collaborating for Results

— Communication skills

— Break Fix Simulation

MASTERS

— 300 hours

— 300/400 level product/solution

training

— 300/400 level exams

— Integration training

— CA product certification

— 3rd-party accreditations

— Industry certifications

— Business and communication

skills

Non-training requirements:

— Support University Professor*

— Build a Break Fix Simulation

— Live Services Engagement

PhD

— 200 hours

— 400/500 level product/solution

training

— 400/500 level exams

— Integration training

— Cross training in solution area

— 3rd-party accreditations

— Industry certifications

— Presentation and business skills

— CTE member

Non-training requirements:

— Support University Professor*

— Build a Break Fix Simulation

— Live Services engagement

— Publish white/green papers

— Present to Support Management

on a solution

Support University Council 21 support professionals from each product area help shape the

program

TRAINING TYPES

Technical (CA product, 3rd-party, CA Technical Academy)

Soft-skill (Customer service, leadership (LAAL), vital behavior)

Diagnostic (Troubleshooting)

CERTIFICATIONS

CA Technical Academy accreditations (internal - 3rd party)

Certifications from CA Technologies (internal – product)

3rd-party (external - reimbursable)

Creating a learning culture in and outside of

work

support

+

Rollout April 1, 2011

Alignment with Support Goals

− Clearly defined org metrics

− Access to core data down to individual level

Employee Opinion Survey feedback

− “have sufficient training to improve

skills”

• Guidance on availability of resources.

− don’t have enough time to train

• First graduate (Bachelor) December 2011

(200 hours in 8 months)

• Mgmt implemented training days

Customer Sat

• Increased every qtr since rollout

• Currently highest its ever been

Accomplishments

Metrics

Learning Hours

MTTR

Reopen Rate

Overall Customer Sat

Sat-Tech Product Knowledge

Sat-Tech Understood Problem

First Graduate (Bachelors-200

hours)

Decembe

r 2011

First Masters Degree (300

hours)

January

2012

First PhD (Combined

300+200 hours)

January

2013

Recognition

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• What’s in it for me?

• Degrees are now part of promotion criteria

• “other” training counts-outside of formal LMS material

• Individuals and managers are being tracked in Perf Mngmt

• Professor program counts-meaning more people are asking to

deliver training

• They have an active say in the program via their SU Council rep

• Support wide recognition-they make a big deal of it!

Individual Drivers

• Leadership buy-in

• Map to definable metrics

• What is the value for all employees in stakeholder group?

• What are the real issues (root cause)? What is the

“need”?

• What do you want your end results to look like?

• Form a pilot team

• Continually re-evaluate (during development, at rollout,

beyond)

• Does the framework work? How do you determine

success?

• Create a “council” of global individual contributors as

advocates and to provide avenues for continuous

Lessons Learned-Best Practices

Examples from End User Perspective

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Takeaways

• Research, read, reach out

• Define expected outcomes

• Get Executive Support

• Identify the model

• Demand: competency model, Dean, working team

• Establish College specific goals and measurements

• Rewards and recognition

• Simplify

• Continuously modify based on changing business needs

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Questions?

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