My students are also trained in other companies
Andrej Golob - Hewlett-Packard Switzerland has a new model for training of students developed the exchange of students in conjunction with partner companies. At all career stages of lifelong learning is a priority. The first experiences are very positive.
Usually the computer science is mentioned first when outsourcing is mentioned. But the outsourcing of 'volatile' services that can be provided anywhere in the world, covers all industries and companies within the different services. More For example, areas such as Human Resources or
accounting are outsourced to foreign countries. In the globalized economy is that for many companies a simple necessity. So also with Hewlett-Packard (HP), Switzerland, the national branch of the American technology company. Unique services such as accounts receivable and accounts payable or reminders mid-2006 were outsourced to other European countries. Precisely these areas are, however, the classical repertoire of basic commercial training in Switzerland.
Despite the trend towards outsourcing volatile Services for HP Switzerland was always determined that their own young talent is of the utmost importance. HP wishes to exercise its social responsibility and was therefore faced with the challenge of finding new solutions for the apprenticeship. How can the knowledge transfer takes place from theory into practice, if the relevant work experience within the company can no longer be made? HP Switzerland has sought new ways and found.
The impetus for the solution HP Switzerland took in his own department, which oversees the partner companies (200 and 500 so-called Preferred Partners HP Registered Partners). The collaboration is very narrow, so HP operates within this business community at the management level joint training modules. Since it was near to extend the cooperation on basic vocational training and to complete the students from certain modules of accounts or reminders no longer within the company but by a partner. Students will remain in that time, HP made and continue to receive the reward of HP. The effort of the partner consists primarily of time for training. In return, he receives an additional worker. Conversely, students of the partner companies include training modules for HP visit, such as marketing. The condition is that the corresponding partner companies located in geographic proximity of the head of HP in Dübendorf. It would not be reasonable the students every day to Basel or
In November 2006, HP Switzerland a first pilot trial with the "outsourced apprenticeship" performed. A KV-learners worked for two weeks in the accounts of the Small Computer System Ltd, a local partner in Dübendorf. The first test was positive for all parties: "The move by HP to a smaller company with 13 employees was a very interesting experience for me," says Matthias Schnider, the first student, who participated in this pilot trial. "I received so fascinating insights into all activities of small computers." Even Wolfgang Klein, Managing Director of the Small Computer System AG, has benefited from the exchange. "For us it is a win-win situation. Matthias Schnider has been well integrated into the team and supported us, "he says. "It is interesting also that we can offer our students in this program provide insights into a major international company like HP."
Because of the positive experiences is now out of the pilot test a solid collaboration in basic vocational education. The student of HP is in the spring of 2007, three months be working with partners and the accounting module to finish properly. HP Switzerland is the model for all KVLernenden
future use. In this way, HP is able to continue despite heavy pressure to outsource services to the youth to offer a complete CT training. internally to 100 percent of the training runs at present for computer science learners. There, too, could be the model for the exchange of students as needed but practice in the partner network.
HP is not only in the KV students , but for all employees on a continuous education and training. For in local value-added areas such as consulting and integration, system architecture, or sales & marketing builds HP Switzerland the number of employees from running. Labor market specialists observe here a
actual "war for talent." For this reason, HP limited talent management not only on high potentials and executives, but defines it in a bottom-up approach comprising of the recruitment of basic vocational education up to the squad. Talent Lifecycle Management means first of all, to inspire talents for the employer HP and skills from the beginning to promote various base programs. The first stage aims at the development towards a professional or management careers. From the second stage is the further promotion and retention - again, with different measures - in the foreground.
An important part of talent is the mentoring program. Here are annually selected roughly 25 employees, which are distinguished by special services but have no management experience, mentors put aside to assist in career planning, help you with tips and help establish contacts. Originally this program for women at HP was set up, now it has been open to men. The program's success is impressive: Of the 20 participants in last year's program are already five women have been promoted or have found a new job.
The accelerated change in the economy brings It means that not only the achievement-oriented talents, but all staff have to deal with their continuing education. HP Switzerland is at the required "Education Permanente" heavily on e-learning. The internal learning learn @ hp Portal offers all employees a wide range of training opportunities ranging from office courses to technical seminar on software architecture in the virtual classroom. Many of these offers are voluntary and can be used as needed - in the center is therefore the personal responsibility of employees. Some basic courses such as the "Standards of Business Conduct
need to be completed by all employees each year. The broad development program and the systematic talent management are from the squad anchored by the learner at HP Switzerland in business strategy - there are tasks of the Executive, to be pursued continuously in a continuous process. The goal is to create an environment of
diversity and creativity, in which all employees can achieve their skills to advantage. HP is the only way Switzerland is in the position, in a consolidated industry to continue to be successful.
HR-Today
Because of the positive experiences is now out of the pilot test a solid collaboration in basic vocational education. The student of HP is in the spring of 2007, three months be working with partners and the accounting module to finish properly. HP Switzerland is the model for all KVLernenden
future use. In this way, HP is able to continue despite heavy pressure to outsource services to the youth to offer a complete CT training. internally to 100 percent of the training runs at present for computer science learners. There, too, could be the model for the exchange of students as needed but practice in the partner network.
HP is not only in the KV students , but for all employees on a continuous education and training. For in local value-added areas such as consulting and integration, system architecture, or sales & marketing builds HP Switzerland the number of employees from running. Labor market specialists observe here a
actual "war for talent." For this reason, HP limited talent management not only on high potentials and executives, but defines it in a bottom-up approach comprising of the recruitment of basic vocational education up to the squad. Talent Lifecycle Management means first of all, to inspire talents for the employer HP and skills from the beginning to promote various base programs. The first stage aims at the development towards a professional or management careers. From the second stage is the further promotion and retention - again, with different measures - in the foreground.
An important part of talent is the mentoring program. Here are annually selected roughly 25 employees, which are distinguished by special services but have no management experience, mentors put aside to assist in career planning, help you with tips and help establish contacts. Originally this program for women at HP was set up, now it has been open to men. The program's success is impressive: Of the 20 participants in last year's program are already five women have been promoted or have found a new job.
The accelerated change in the economy brings It means that not only the achievement-oriented talents, but all staff have to deal with their continuing education. HP Switzerland is at the required "Education Permanente" heavily on e-learning. The internal learning learn @ hp Portal offers all employees a wide range of training opportunities ranging from office courses to technical seminar on software architecture in the virtual classroom. Many of these offers are voluntary and can be used as needed - in the center is therefore the personal responsibility of employees. Some basic courses such as the "Standards of Business Conduct
need to be completed by all employees each year. The broad development program and the systematic talent management are from the squad anchored by the learner at HP Switzerland in business strategy - there are tasks of the Executive, to be pursued continuously in a continuous process. The goal is to create an environment of
diversity and creativity, in which all employees can achieve their skills to advantage. HP is the only way Switzerland is in the position, in a consolidated industry to continue to be successful.
HR-Today
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