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Case Study

Consumer Foods Leader Overhauls Outdated IT Job Roles


International Consumer Foods Manufacturer (ICFM)

ICFM is an international manufacturer and marketer of ready-to-eat cereals and convenience foods with production facilities in more than 15 countries and products sold in over 180 countries.


IT Roles Not Aligned with Industry Trends

Under the direction of a new chief information officer (CIO), ICFM undertook a substantial IT business transformation and talent management initiative. The new CIO determined that job roles were outdated and sought to align the IT department's skills and competencies with industry trends. With more than 500 professionals across the globe, the initiative began in North America and was later launched internationally. The CIO's objective was to grow an efficient and agile IT organization by clearly defining IT competencies within job families and roles in six core areas, improving employee bench strength and managing employee performance and career paths.

ICFM performed an exhaustive review of the roles within IT and identified areas of need. With senior management and funding support, IT leaders sought a partner to help implement the new job roles and competencies, evaluate employees' current skill levels and deploy learning and development pathways to bridge any gaps.


Customized Skills Gap Analysis and Core Competency Development for More Than 400 IT Professionals

Global Knowledge leveraged a five-phased approach to ensure corporate and IT competencies were aligned. As part of the process, success criteria was established and assessment tools were developed and deployed. Formal and informal learning opportunities were created and tailored to the ICFM's strategic objectives. Global Knowledge created an online portal to automate the process of identifying, enrolling and tracking training participation to support competency development for more than 400 IT professionals.

In collaboration with senior leadership, Global Knowledge determined how to best balance the technical skills and behavioral skills that were required for the job. The project included an assessment of the current environment, skills gap analysis, performance management workshops and competency development pathways. Proficiency levels were established and mapped. Global Knowledge created learning and development pathways supported by managers and employees using formal and informal learning activities.

At the end of the process, 19 competencies were mapped using four proficiency levels that set clear expectations for success within each role. A competency self-assessment tool was developed to create self-awareness and determine learning opportunities.


Enhanced IT Engagement and Value Within the Company

The customer's IT organization successfully underwent a massive restructuring with their IT job role paradigm shift. This project took place in about 12 months and was then deployed globally.

Before engaging in this talent management initiative, training was not strategic and there were few evaluation measures in place to determine learning effectiveness. Job roles and job families were not aligned to the IT strategy, nor were there any functional competencies to drive the IT strategy. Finally, there were few opportunities for career advancement within IT.

After the first year of deployment, training was linked to competency development and anchored in the performance management process. ICFM's IT department now boasts the highest participation rate in the company's performance management process and managers eagerly support employee development.

For each of the IT job roles, Global Knowledge addressed skills gaps by clearly defining the expectations and proficiency level. This enabled each IT employee to own his or her development, which resulted in much higher attendance in learning and development opportunities. The IT department has substantially increased their value and credibility within the organization.