2. 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
3. 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 LEADERSHIPCA 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
4. 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
4
6. 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
7. 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)
11. 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
12. 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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14. • 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)?
15. 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
BehaviorsLive Technical
Course Schedule
Informal Learning
Coaching
Mentoring
Collaboration
Ownership
Career Development
16. 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
+
17. 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
19. • 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
20. • 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
Lessons Learned-Best Practices
22. 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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