Why are we here?

To understand, design, and commit to Human Resource development initiatives that build and sustain competitiveness.

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D

M. ABDEL- FATTAH ELAZABChairman , Human Resources &

Technology Development Association

What it is...

• Increased productivity• Innovation

As characterized by…• Efficiency• Higher margins• Strategy• Developed human capital

It is not just...

• Cheaper products• Lower wages• Reliance on natural

resources

Defining competitivenessE

AT

HD

Added Value

Products

& Services

Suppliers / Producers

hardware, software development, network solutions, ISPs, internet security,

technical support, training providers

Foundation

Legal/Policy Framework

Telecom Infrastructure

Regulatory Enforcement

Backward Backward LinkagesLinkages

Human

capital

ICT system

Capital & Finance

Finished Products/ Services

Intermediate Inputs/ Support Services

Key Basic Inputs

Communication Instruments

Software Development/ Customization

E-commerce/ Internet-Based

Business

Call Centers/ Customer Support

Electronic Components

Computer Leasing/

Maintenance

IT Consulting/ Assistance Services

Network Services

Data Processing/ Information

Retrieval

Customer Fulfillment

Training/Support Services

Electronic Inputs/ Parts

Examples of ICT Industry

Telecom. Services /

Equipment

Electricity Skilled IT Professionals

Venture Capital

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Policy & Institutional Environment

Competitiveness Driven Human Resource Development

World

ICT

Mega-

Driver

Trends

Unemployed

New Entrants

Job Changers

Upgraders

Educators

&

Training

Providers

Regional

ICT

Market

Trends

Workforce Needs Linkage Mechanisms Innovation

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Competitiveness Strategies

GROWTH OF INTERNET

SPEED OF INNOVATION

Information Technology Growth is Driven by Mega drivers World Trends World Trends World Trends

•Growth of networking•Growth of e-solutions•Growth of offshore information processing services

•Growing skills intensity•Growing competition•Increasingly sophisticated/demanding consumers•Increased specialization

•Reduced transmission costs•Bandwidth expansion•Ease of access to voice and data lines •Growth of value added network services

TELECOM DEREGULATION

GROWTH OF INTERNET

SPEED OF INNOVATION

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DICT Trends Imply a Strategy for the Egyptian Industry

TELECOM DEREGULATION

EGYPT STRATEGY •Drive down access costs•Provide specialized infrastructure service exports•Human resource development•Encourage local demand•Encourage investment•Link up with international companies

Computer Programming

Wor

kfor

ce N

eeds

Inventory of key functional skills...

Network Engineering

•Install, configure, troubleshoot DOS & Windows suite•Knowledge of Internet communication programs•Customer service techniques•Knowledge of support center databases

•Install, configure, administer MS Windows NT• TCP/IP Protocols suite•Troubleshoot techniques•Design & build web pages using HTML•Repair computer hardware•Set up, integrate mixed Novell & NT Network

Technical Support •Translate business processes into pseudocode•Programming languages (e.g.. HTML, Java, Visual Basic, C++ )•Design, create, compile, run programs•Client server architecture•Structured Query Language (SQL)•Database development •Web-page development •Encryption techniques•Translation: English to Arabic •Data entry•Testing & debug•Technical writing/documentation

Wor

kfor

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eeds

•English: •literacy, numeracy, keyboarding

•Basic computer skills: •word processing, spreadsheets

•Oral & written communication•Information gathering & analysis•Delegation•Teamwork•Problem solving•Detail oriented•Market trend analysis •Marketing•Business development•Project management•Decision making•Strategic planning

Core Skills

...But its more than just functional skills

TECHNICAL STAFF

High Level Languages

English

Database Management

Networking

SUPERVISORS

Building Client Relationships

Project Management

Project Design

Creativity

EXECUTIVES

Strategic Focus

HR Development

Delegation

Priority Skill Gaps: What you told usW

orkf

orce

Nee

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Other Priorities?

Performance Aimed Training(PAT)

•Why performance?

•How can you help your organization make the shift from training to performance ?

•What are the four principals linking training to performance goals ?

Performance

It is measured in terms of progress toward specific business goals

Training EventsAttending a workshop,seminar, or meeting; reading a book,report, or professional paper,

listening to an audio tape;or watching a videotape or computer-based program

are not sufficient to meet the performance improvement needs

of employees

Making the shift from training to performance

Needs a set of beliefs

•The business of a trainer is to help the organization be successful.

•Continual individual performance improvement is necessary.

•Performance improvement is the result of a learning process.

•Everyone is responsible for their own performance improvement.

Four Principles for linking Training to Performance Goals

•Link training events and outcomes clearly and explicitly to business needs and strategic goals.

•Maintain a strong customer focus in the design, development, and implementation of all

training activities.

•Manage training with a system view of performance in the organization.

•Measure the training process for the purpose of continuous improvement.

Training must fits the four J’s

Just enoughJust -in-Time

just the right contentjust the right people

The Path AheadC

oncl

usio

ns