ITSMA In the News: Reprint

A Better Skills Development Model

Since outsourcing of many of the other corporate functions --
accounting and finance, supply chain management, IT management, etc. --
cut across industries, why not professional development?

You're all familiar with the typical manager's commitment to developing his or her professional staff. The operating model looks something like this:

• Drop by the staff person's office, or at least send an email, once every month or so to make sure the person is still gainfully employed and productive. If concerns or issues are raised, the manager writes them down and commits to look into them. The commitment usually lasts until the manager's next crisis, which usually appears within the hour. After all, a manager needs to keep his "to do" list manageable!
• Avoid any real confrontation or sensitive discussions around professional growth needs during the performance review period.
• Panic about four to eight weeks before the annual performance review meeting because the staff person hasn't been involved in any professional development activities all year. The person is then signed up for the next available course, regardless of topic -- the key criterion is "can they complete it before review time?"

While most managers behave like this, few of them will admit it and even fewer do so purposely. In today's economy, especially in the New Economy, they simply have trouble finding the time to take their eye off of direct revenue-generating activities to handle internal management issues.

ITSMA has taken on the responsibility for the professional development of services marketers in the IT sector for nearly two years. Nearly two dozen companies, including Unisys, IBM, Hewlett-Packard and Kodak, have turned to the organization for assistance in this critical management activity.

The vehicle by which we provide the service is called the Services Marketing Professionals Program (SMPP). Individuals join the program for one full year. At the end of the year, assuming they meet the program's requirements, we certify them.

So what does the SMPP program offer that the participants don't receive from their own companies, and what does certification represent? Here's a list of the activities that the participants enter into:

• Course participation. Each participant is required to attend one of two services marketing three-day courses that are offered. The one they elect to attend depends upon their personal experience and skill level.
• Web seminars. There is a series of Web-based, one-hour seminars that is offered throughout the year in support of the classroom learning. These seminars are highly interactive, and often require preparation on the part of the participants prior to the seminar.
• Access to ITSMA's Research Library. Participants gain full access to the Research Library, which contain a wide range of annual studies that the organization conducts on IT services marketing.
• Action Learning Projects (ALP). The participant is required to undertake at least one ALP that will demonstrate how they have applied the knowledge gained from the classroom learning, Web-based events and the Research Library.
• Coaching and mentoring. With deep expertise in the industry and career-related issues, ITSMA acts as a services marketer's "Help Desk." Its staff becomes a resource on virtually any IT services marketing issue that the marketer may face. In fact, we have discovered that the coaching and mentoring have proven to be especially valuable in guiding the participants through their ALPs.
• Peer group activities. The participants join their industry peers on a regular basis -- through the Internet, teleconferences and other avenues -- to share experiences and solve problems together.

By sponsoring participants to the SMPP program, the harried managers are not totally off of the hook, however. They are still responsible for actively supporting the participant throughout the year, monitoring his or her progress and ensuring that the person develops new skills and capabilities. The difference is that they now have a partner that provides the substance and can tailor a development program for the participant that meets the manager's requirements.

While ITSMA's program is highly focused, there is no reason why the model couldn't be replicated across other industries and professional functions. Since outsourcing of many of the other corporate functions -- accounting and finance, supply chain management, IT management, etc. -- cut across industries, why not professional development?

One of the hot HR buzzwords lately has been "E-Learning," I suggest another, more powerful, concept: O-Learning, or Outsourced Learning. If you don't have the time, resources, or interest in running a high quality professional development program for your staff, consider finding an organization that will make it a priority!

Stephen T. Hurley is vice president of learning and development for the Information Technology Services Marketing Association's (ITSMA's) Services Marketing Institute. His primary responsibilities in this capacity are to manage and expand ITSMA's educational offerings, design and deliver custom education programs and develop distance learning programs for ITSMA's members.

-- Reprinted with permission --

About ITSMA
ITSMA specializes in helping companies market and sell services and solutions more effectively. As a membership organization, we provide research, consulting, and training to the world's leading technology, communications, and professional services providers to generate increased demand, strengthen customer relationships, and improve brand differentiation. ITSMA is based near Boston, and has offices in London and Tokyo. Learn more at www.itsma.com.