Chief Learning Officer - October 2008 - (Page 29)

lose productivity to travel, and they can get back to their jobs much quicker.” Such concerns are important for Szteinbaum, who remembers these issues from his time on the business side. Thus, much of the measurement HP’s learning function does is related to performance outcomes that affect the bottom line. “In the case of sales training, we’re hiring a lot of new salespeople, so one of our measures is time to productivity,” he said. “How do we help someone who joins HP go out and speak knowledgeably about our products and technologies to our customers? We also look at how we enable the businesses to ramp up the knowledge required around the world to launch the new products. We also measure TCE, or total customer experience. “For example, if a service person goes to a customer to ﬁx a product, do they ﬁx it the ﬁrst time, quickly and effectively? There are a number of measures that help us understand how we’re assisting with business objectives. In many ways, what we try to do is measure the effectiveness of learning using the same metrics that the business uses to assess impact for its overall objectives.” In the coming years, Szteinbaum expects to spend a lot of time thinking about how to enhance HP’s overseas operations, as that’s where a signiﬁcant amount of the company’s growth is taking place. “What we’re working on now is how we support the needs of emerging-country growth,” he said. “We’re growing very rapidly in countries outside the U.S., hiring a lot of people, promoting a lot of people. How do we enable the managers to do a good job? What kind of tools and training are required?” Szteinbaum just might be the ideal person to devise an international learning strategy for the company. Born in Colombia, he began working for HP in Venezuela and also had a long stint in Singapore before coming to the United States permanently. “In my career at HP over the past 24 years, I’ve been fortunate to experience a number of different roles in different functions, businesses and geographies,” he said. “That was primarily driven by my desire to grow in my career and my interest in going to different areas. When you make functional switches, you have to be ﬂexible to get the right opportunities.” CLO FINANCIAL TRAINING From The People Who Know Finance Professionals As the national membership organization for CPAs, the AICPA knows ﬁnance professionals. If you are looking for cost-effective, quality training for your professional staff, AICPA LEARNING offers a variety of on-site training programs, including auditing, tax, leadership, internal control, ethics and more. With more than 200 COURSES to choose from — ranging from 4 hours to 3 days, accounting to Yellow Book — you are sure to ﬁnd the training program that is right for you. Contact AICPA Learning today and mention the CLO Subscriber Special Discount to receive 10% off on-site course content! For a complete list of available courses, visit www.aicpalearning.org or call 1-800-634-6780, Option 1, for more information. 2107-252 ISO Certiﬁed http://www.aicpalearning.org http://www.aicpalearning.org

Table of Contents Feed for the Digital Edition of Chief Learning Officer - October 2008

Chief Learning Officer - October 2008 Editor’s Letter Connections Business Impact Best Practices Effectiveness Guest Editorial How Fast Is Your ‘B’ Team? Hampton Hotels CLO Profile Save the World, Make a Buck: Seven Ideas From the Nonprofit Sector Developing Leaders at Amnesty International Learning Measurements: It’s Time to Align Aligning Measurement to Business Success Training Employees With Special Needs How to Reach Disabled Learners Hands Off: Facilitating Informal Learning Who Owns Informal Learning? Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

Chief Learning Officer - October 2008

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