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Case Study

IT Source: Competency-Based Learning Process


IT Source

IT Source, the IT professional services organization for the province of Ontario's Public Service, employs more than 200 IT professionals, including architects, systems analysts, business analysts and project managers.


Urgent Need for Behavioral and Technical Skills for IT Professionals

Rapidly changing business needs and IT requirements created an urgent need for new technical and professional skills and a process to more systematically grow and manage organizational skills and knowledge.

Recognizing the importance of behavioral skills in addition to strong technical skills, IT Source had developed competency profiles documenting both "soft" and "hard" skills needed for each role in the organization. They then needed a strategy and organizational process that mapped relevant learning resources to the competency profiles and provided role-based learning paths for employees to develop their skills.


A New Vision for IT Learning

Global Knowledge helped IT Source establish a vision for learning that met both business and employee needs. We developed a learning strategy, key processes and supporting technology to enable effective, fast and relevant learning. These elements needed to serve both the business needs of IT Source and the development needs of its employees.

In collaboration with IT Source, Global Knowledge:

  1. Identified a new vision for learning that embraced formal and informal approaches and took advantage of emerging learning technologies.
  2. Created a curriculum of learning resources mapped to role-based competency profiles.
  3. Defined role-based learning paths.
  4. Documented a business process for managing the development process for managers and employees.
  5. Established a method for measuring the effectiveness of the new learning process.

The program used informal learning approaches to define a 70-20-10 approach that would work in the IT Source environment: 70 percent learning through experience, 20 percent learning from others and 10 percent learning through formal training. The curriculum was composed of a hierarchy of "learning actions," which included the full range of learning modes, from formal training to informal coaching to e-learning and communities of practice.

Learning actions were mapped to proficiency levels for each competency and then structured and organized into unique paths for each of the key IT Source professional roles. Using the role-based learning path as a guide enabled each employee to prepare a personalized learning plan that met their unique learning needs.


Key Performance Indicators Get a Boost

IT Source looked at three Key Performance Indicators (KPIs) to measure success. Recent results are as follows:

KPI #1: Learning Priorities

  • 100 percent of all courses mapped directly to priority competencies.
  • 43 percent of courses offered align to priority competencies common to all IT Source job families and business units.
  • 29,725 hours of training completed over three months.

KPI #2: Learning Coverage

  • 82 percent of learners enrolled in training at IT Source.
  • 72 percent of learners attended training at IT Source.

KPI #3: Learning Satisfaction

  • 100 percent of learners felt satisfied with the learning opportunities offered at IT Source.