Why IT Training Efforts Get Mixed Grades

 
 
By Dennis McCafferty  |  Posted 11-15-2016 Email
 
 
 
 
 
 
 
 
 
 

While most organizations are investing in training for their tech talent, IT leaders and workers offer contrasting perspectives about the effectiveness of these efforts, according to a recent survey from TEKsystems. IT leaders are notably more confident than their employees in assessing their company's ability to train and/or improve the skills of internal staff to meet future needs. These leaders are also more likely to conclude that they're successfully addressing existing knowledge gaps through these initiatives. However, even most of these leaders admit that they've had little success in leveraging these efforts to achieve positive business outcomes. It doesn't help that few companies employ a chief learning officer, or a senior executive who is responsible for an internal IT and business training and development curriculum. These programs are "lacking direction and focus, autonomous but without authority," said Jason Hayman, research manager at TEKsystems. "Training and development programs exist in a nonstrategic vacuum and have limited impact on the organization. That's unfortunate, since it appears organizations acknowledge that they offer training and development in order to create higher levels of employee loyalty and retention. For maximized effectiveness, it's imperative that these programs are revamped to be strategic and properly structured and implemented to create real business benefit." More than 300 CIOs, IT vice presidents and other IT leaders, and 900 IT professionals took part in the research.   

 
 
 
 
 
Dennis McCafferty is a freelance writer for Baseline Magazine.

 
 
 
 
 
 

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