ManTech’s experts tackle the biggest technology challenges for some of the nation’s most important clients. The IT consultancy provides solutions for cybersecurity, big data analytics, enterprise IT and systems engineering to federal government customers. To do so, they need their people to have constant access to the latest training on some of the most highly complex IT issues of our time.
“In our industry, the biggest driver of growth is a skilled and qualified workforce,” says ManTech Chief Learning Officer Karen Wolf. “ManTech views learning as a differentiator and a business imperative.”
ManTech has 9,000 employees supporting national security programs across 1,100 contracts, and all of these employees have access to world-class learning opportunities. The company’s ongoing constant investment in strategic learning, and the way they link education to career development and their own strategic goals, landed ManTech the No. 8 spot in this year’s LearningElite top 10 — their third year in a row among this elite group.
Learning is part of the strategy
Wolf is considered a key strategic leader in the organization. She meets with the rest of senior leadership on a weekly basis to ensure employees are getting the training they need to meet client goals. She also partners with ManTech University staff and the company’s communities of practice to ensure any changes in the marketplace are reflected in the content the company offers.
ManTech is currently operating under a three-year strategic plan that reiterates the critical role of L&D to meet strategic goals. The plan sets the direction for recruiting, developing and retaining the best talent while improving the employee experience. “We do this by continuously evolving our culture and creating a value proposition that addresses organizational and individual needs,” Wolf says.
The strategic plan features specific training metrics, which include having 60 percent of employees trained in five technology focus areas that align with the company’s strategic vision:
- Cyber solutions
- Mission and enterprise IT
- Analytics/AI
- Intelligence systems engineering
- Data at the tactical edge
Train for the job you want
Currently, the learning program is strongly focused on career enablement and giving employees the resources to build a future at ManTech. This is a big shift for ManTech that has resulted in a culture shift within the company, Wolf says.
It includes eliminating performance management steps, helping employees identify and achieve future goals, and encouraging them to pursue training in areas that interest them. ManTech provides employees with structured career guides to help them identify the skills and experiences they need to get to the next phase of their careers and provides diagrams with specific learning opportunities they need to complete to take next steps.
This future-focused approach has caused engagement to soar and participation in learning opportunities to go through the roof. “People started focusing on their careers, not just their current job,” Wolf says. “It caused a massive culture change.”
Much of the learning content at ManTech can be found in the company’s Skillsoft platform, which offers thousands of online training assets being actively used by 87 percent of the workforce. MTU offers certification boot camps to help its people stay current on required industry certifications, and employees can access Skillsoft content to prepare for these certifications at their own pace, whenever and wherever is convenient.
“Our approach enables employees to learn anytime, anywhere, at their convenience,” Wolf says.
Your next degree is on us
The company also pays for employees to earn degrees and certifications through partnerships with Purdue University Global and other universities. “We want to support our people as they think about what’s next,” says Stephanie Flory, ManTech’s director of learning and career enablement. Providing access to free or reduced-rate degree programs is a big part of that goal.
While most employees come to the company with bachelor’s and master’s degrees, the free tuition makes it possible for them to stay up to date on the latest IT technologies and get the training they need to move to the next level in their careers. Flory says it’s all part of the company’s continuous learning approach. The only caveat is they can’t leave the company while they are pursuing a degree. “What better way to build loyal, engaged employees,” she says.
The company even provides employees with paid time to complete training on the job, building it into client contracts rather than expecting them to do it during their time off. It makes the degree programs more doable, and clients like to know that their contractors are constantly building new knowledge.
Wolf admits that paying for college educations isn’t cheap, but it’s a lot more cost-effective than losing talented staff who hold billable roles. “When we have turnover, customers get frustrated, it disrupts the relationship, and it affects the project,” she says. “Paying for their education is a much more economical choice.”
This culture of continuing education and career enablement doesn’t just ensure ManTech employees meet the needs of customers. It sends a message to the broader talent pool that ManTech is a place where IT experts can build a career. That has helped the company become an employer of choice among this difficult-to-recruit talent community.
“In a labor market like this one, you can’t afford to constantly acquire new talent,” Wolf says. “You need to build talent in-house and make sure everyone on the team keeps learning new skills to meet customers’ needs.”
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