Transcript Document
Staffing & Development Plans Presented by Andrew Stevens, CEO of CNet Training Workshop DCM 17.2 – April 29- 9.45am – 10.45am The Real Data Center Asset – Your People If a technical problem is identified in a data center, how much time, effort and money would be spent resolving it? Probably lots! What happens if it’s firmware or human – is it treated differently? How many organizations genuinely have a structured investment program in training for mission-critical people to remove the risk of human error or improve the business? Source: Ponemon Institute Attitude to Training A recent survey was conducted of IT professionals* across the USA and EMEA, the results show: 84% believe training is valuable (they see it as a way to secure/increase job prospects and boost salary) 39% said their employers placed limited or no value on training 54% said they would pay for all or some of their training themselves *Spiceworks Skills Shortage Gartner predicts* 4.4m jobs will be created by 2015 due to the impact of Big Data alone Each role will create a further three jobs outside of IT Only one third of the roles will be filled Opportunity or Threat? *October 2012 Skills Shortage A Tech Target survey found: 93% of CTOs rate DC Management skills as key 40% expressed serious concern about the current and future skills gap 41% of DCs are currently recruiting 85% had no skills strategy in place Current professionals are getting older Addressing the Skills Shortage Typically two types of training justification are used The Risk Justification (most common) Based on the ‘what if’ and technology fear The ROI Justification (least common) Based on readily available information and people The Risk Justification Downtime – the key driver 73% of failure within a DC is attributed to human error UK retail bank = June 2012 - $190m in compensation alone, 16m customers affected March 2013 - 25m customers - $100 compensation offered RIM outage resulted in Loss of revenue Lost customer loyalty Brand damage Share price $68 vs $14 The Risk Justification Blue Sky vs Business Need DCs are purely in place to support the activity of the business Effectiveness is the critical element Energy costs pressure Inappropriate spend Conflicting KPI’s The Risk Justification Inappropriate vs Appropriate Spend Fortune 500 Company Diverse power requirement requested Budget approved - $300k Installed… Failed to meet the need $15k Training budget requested Declined – No budget available – Not priority A Focus on Training is Vital The ROI Justification Staff Retention Employee Satisfaction Loyalty and Performance Increased Profit Continuity The ROI Justification Staff Retention/Replacement Costs Junior level staff = 50% Middle level staff = 150% Senior level staff > 400% 20 Staff – Annual Staff Turnover is 20% $50,000 x 150% = $75,000 Total $300,000 per annum Critical Facilities Risk Management Plan (Training Plan) 20 x $5500 = $110000 The ROI Justification Employee Satisfaction Only 22% stated they were happy in current role 47% actively looking for a new role Reasons for staying in role 38% stated the role as intellectually challenging Only 8% stated the reason was salary Source TechTarget The ROI Justification Loyalty and Performance 47% of staff in roles between 1 and 5 years 24% in roles longer than 5 years 29% in roles less than a year Staff expect professional development Staff expect to be trained in the job they were hired for Staff will join a company that invests in people for a lower salary The ROI Justification ROI Example Summary 20 motivated and valued staff 20 higher skilled staff Reduced downtime risk Increased efficiency & effectiveness $190,000 in savings due to retention So What Should We Do? Create a Critical Facilities Risk Management Plan (undertake TNA) Clarify the business needs of the DC Facility Calculate your ROI Select products which fit the business need Select products based upon Job Task Analysis Getting Started Knowing what is required (auditing) Enabling organizations Who does TNA? Systematic planning Definition What is a training need? What does TNA involve? Monitoring (auditing) Anticipating Identifying Planning Action Checklist Three types of training needs: Anticipate Monitoring Occurring Action Checklist Monitoring (auditing) techniques Variance analysis Asking questions Appraisals Technical Forums Best Practice Forums Action Checklist Investigate the unexpected Identify the level of need The type of training What type of outcome Compliance Accreditation Certifications Qualifications Cultural What To Avoid Snap assumptions Organizing training without first establishing a need One size fits all Focussing on the obvious Failing to meet the business need Succession Planning What is succession planning? Which posts are covered? Does your organization? Why Use Succession Planning? Filling key and top leadership roles Staff retention (or not) Should be used across non-managerial roles Skills shortage (planning & development) Identifying Successors Informal v formal approaches Internal or External Competencies – existing or new Openness, fairness and diversity If you are good enough you are old enough? Links with Business Planning How is the business likely to evolve? Avoiding talent tunnel vision Understanding future business needs TNA analysis is vital for business continuity In Summary Keep the lights on We invest in technology and compliance Meet the business needs – you need a budget If it meets the business need – ROI People are our key asset An asset is an economic resource The future is our legacy Any Questions? The Global Provider of Data Center & Network Infrastructure Certification & Qualifications Andrew Stevens, CEO CNet Training [email protected] www.cnet-training.com