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aligned Training Ecosystem)

11. Recommendations

Model towards developing a Predictive business aligned training ecosystem

Talent in the organization is one of the most important organizational capabilities. It is

thus imperative for the organization to develop an ecosystem that will create, sustain
and evolve a continuous learning environment and generate better and sustained
performance outcomes aligned to the business requirements.

Organizations today are continuously facing challenges, skilling and re skilling

workforce is inevitable for the following reasonsv

 Continuing demand for a skilled workforce

 Continuing and building upon transformation from IT Services to include IT
Consulting
 Ability to Innovate
 Evolution of newer pricing models
 Advanced technology landscape brings about high degree of complexity.
 High speed of change, leading to extremely dynamic skilling & re-skilling
environment
 Multi-Industry / Multi-Geography ecosystem leading to broader scope for
learning.

Despite of organizations not being unaware of these challenges, the training initiatives
according to this study showed that organization were lagging in innovativeness,
metrics to evaluate training outcomes etc.

The researcher has analyzed the role of all the stakeholders in the current industry
academia partnership using the famous RACI model.

The RACI model is matrix used very commonly used in the industry to identify roles
and responsibility during a project. The acronym stands for Responsible,
Accountable, Consulted, and Informed.

Responsible: the person/stakeholder who’s responsibility is to take decision and get

the work done.

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Accountable: the person/stakeholder responsible for the completion of the task.

Consulted: Subject Matter experts/Stakeholders who provide information, and there is

two way communications.

Informed: Are those stakeholders who are affected by the outcome. There is one way
communication.

For the purpose of this study the stakeholders that have been identified were
Government regulatory bodies like NAAC, AICTE, UGC , Corporate Sector,
Universities, Institutes& colleges, Faculties and students

Fig 11.1 Shifting Value Continuum RACI Matrix

The model identifies the challenges and highlights the shift of roles of the
stakeholders. Out of the 5 million graduates who passed out from the Indian education
system, 33% are from the art stream while 0.8 million were from technical
background. By 2020 the number of arts graduates passing out will be approximately

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2.4 million and technical graduates will be 1.6 million. Though 95% of the job
creation is at entry level in the IT sector, the graduates are not considered employable
in the IT sector. Thus the companies find it difficult to fill the open position.

The gaps identified by the study are

1. The curriculum is not industry ready- technical, communication skills,

business awareness.
2. The pedagogy followed by the education sector is traditional which does not
inculcate research based teaching.
3. The companies will have to continue to invest in their L&D initiatives.

The researcher had attempted to build the model on the training need analysis of
needs alignment, engagement and delivering impact.

The best practices embedded in the model for IT Service companies are focused on
scalability while for the Software product companies the model focuses on proprietary
knowledge.

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11.1 Vernekar – Patil Industry Academic Collaborative Model

1) Industry Academic Collaborative Model Recommendation IT (Services)

The IT (Services) subsector is categorized as technical in nature and requires

engineering graduates and other related fields such as BCA, BCS, MCA and MCM.
The talent acquisition in IT(Services) is done in large numbers. Under this model the
content and methodology is driven by the academic partner in consultation with the
industry. The faculty should be trained by practitioners, provide them with an
opportunity to research emerging trends and use real time scenarios as teaching
pedagogy.

Fig 11.2 Industry Academic collaboration (IT Services)

A) Curriculum Definition: The researcher believed that value driven Industry

academic collaboration is need of the hour. Curriculum design based on knowledge
sharing between the industry and academia in terms of Skills required, Emerging
trends, Inputs is important.

The demand for the talent- qualitative and quantitative needs should be shared with
the academia on continuous bases to evolve an industry ready curriculum. Business
leaders, subject matter experts and policy makers in the education sector together will
have to design the curriculum.

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Best practices:

(IT Services) Wipro, KPIT, are some of the companies that have collaborated with
engineering colleges across India. The collaboration is aimed not only to design an
industry ready curriculum but also provide faculty training to teach the subject and
design an assessment framework to ensure applicability. The organization foster
research based partnerships to develop innovative ideas and products.

1) KPIT’S PACE
The majority of hiring is through fresher intake program - PACE (Program for
Academic Connect and Engagement), with select colleges to attract the right talent
pool.

Under the PACE program, New college graduate are trained, developed and equipped
with practical insights & industry exposure via guest lectures, seminars, workshops,
industrial visits, faculty development programs, sponsorship projects and faculty
sabbaticals. Practitioners & Senior Technical Consultants contribute towards
reviewing of course curriculum from time to time and providing industry ready
resources, thus making it program relevant and industry friendly.

B) Infrastructure Review

One of the major challenges that academia and corporate face today is the lack of
infrastructures to support real time learning. Organizations invest in their L&D
initiatives to support an ecosystem of training on large scale in the IT Service
subsector. This subsector requires general skills applicable on the host of services
provided and thus hire in large numbers.

Changes alone in the curriculum and faculty training to meet the industry standard
pedagogy will not suffice; infrastructure in terms of R&D Lab, Latest Software’s and
suitable teaching aids is required.

Best practices:

Camp-M is Tech Mahindra's initiative to help increase India’s competitiveness in the

knowledge economy. The initiative aims developing a partnership model between

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Tech Mahindra and engineering institutions that can enhance the pool of highly
capable talent for growth requirements in the Information Technology (IT) space for
mutual benefit.

The model focuses on development of students and faculties.

 Seminars and faculty training for colleges to provide industry perspective to

the faculty.
 Aligning the college curriculum with industry requirements and working with
educational bodies for implementing it.
 Publish Tech Mahindra courseware used to prepare new recruits within the
organization for “industry ready standard”.
 Provide opportunity to professor to carry out research and development with
the organization.

C) Train the Trainer

The ITS hiring has now shifted from scale to skill; this implies that there is need to
create the skills and competency through the education system. The challenge of non-
research based teaching and faculties not being aware of changes in the business
environment should be addressed by training the trainer by subject matter experts
from industry.

Best practices: Faculty development programs, sponsorship projects and faculty

sabbaticals under KPIT’S Pace.

D) Real Life Projects

The current system advocates the use of case studies as teaching methodology and
SIP to provide inputs from business. But there exist a gap when it comes to discussing
and providing solutions to business cases in an academic environment and in real
business scenario.

Students can be a part of real life project or a part thereof, or replication of projects
from the industry. This will provide insight on various aspects of business.

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E) Real Project Comparison

The current education system focuses on theoretical assessment. This assessment

pattern has inculcated a habit of studying from the exam perspective. But there is
urgent need to change the assessment pattern to test the practical implementation of
skills learned in classroom in real life scenario.

Comparison between the projects completed by the experts in the industry and student
on regular bases will provide valuable inputs to student to upgrade themselves to
industry standard.

This practices will to a large extend bridge the gap, students will learn the practical
implementation of learning’s, provide the much required industry exposure.

Best practices:

1) Wipro’s industry-academia collaboration program: It is committed to a strong

industry-academia collaboration program. Multiple stakeholders on campus, including
students, faculty and management are engaged in development programs and other
initiatives.

 Students: the focus is soft skills and technical development, in addition to

corporate readiness training. Wipro also conducts or sponsors cultural,
technical events and festivals for the student community.
 Faculty: Wipro works towards updating faculty on emerging technology and
corporate trends, in addition to honing communication, presentation and
facilitation skills.
 Institutes: Relationships have been forged with many premier engineering
institutes in the form of Memorandums of Understanding, which outline the
long term relationship plan along with the interventions that Wipro will
conduct at the institute.
 Events: Wipro visits campuses across the nation for hiring the best talent, and
also conducts off campus events on occasion at various centres across the
country.

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2. Industry Academic Collaborative Model Recommendation IT (Software

product development)

The IT (software product development) companies are categorized as niche

companies. At the entry level companies hire in small numbers from engineering
colleges in IT and computer related course such as BCA, MCA. The focus during
hiring is on analytical skills. Due the shortage in talent the companies have started
looking at non engineering students also. Through in house training the new college
graduates are trained on proprietary technology. Unlike the ITS model which require
revamping of content because of the speed of change, the IT (SPD) requires the
content to be focused on the product and the up gradation in the product.

The Academic Collaborative model for IT(SPD) is an organization driven model

where the corporate are the main stakeholder and Academia is supporting stakeholder.

Fig 11.3 Industry Academic collaboration (IT Software Product Development)

A) Curriculum Definition: SPD is a knowledge intensive sub sector and can be

categorized as proprietary technology oriented. The new college graduates on the
other hand have steep learning curve and reducing this learning curve is thus

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imperative before they become productive. Companies in this sub sector focus more
on research and innovation to remain competitive.

Thus the curriculum in the education sector needs to been research based. Companies
need to share insights on the required changes and modification in the course to suit
their requirements.

Best Practices

BMC Software- Industry Academic partnership: Since one and half year. BMC has
entered in partnership with PICT (Pune Institute of Computer Technology) Pune, for
skill development. The focus of this initiative is to encourage the students to be
innovative, develop new ideas and provide them with opportunity to understand
business.

The company offers scholarship to top 2 students for each batch every year, it covers
the tuition fees for the year. The mertitous students are provided an opportunity to
visit the BMC Facility and interact with SME. The SME spend time with students’
informally over tea and discuss career and other aspect s of business, culture, and way
of working at length.

Outcome: out of the 25 students sponsored so far, 3 students are picked and offered
full time jobs in BMC

Other initiatives: BMC proposes to set an innovative lab in college, to encourage

R&D and inculcate research based teaching in the curriculum. The focus of the
program is to encourage and improve the learning ability and keep them upbeat with
the changing needs of the dynamic IT sector. Innovation is key driver and the focus of
the course is to inculcate the same in the students.

B) Candidate Screening: The Sub sector is undergoing significant changes on

multiple fronts and thus need for the skills have drastically increased. The sub sector
requires skills that vary with the value of services provided; software products are
customized to the organization and thus require understanding of the industry and the
domain. Soft skills and functional skills are crucial, at an entry level; hiring is done

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on the basis of communication skills and analytical aptitude. Organizations train new
college graduate on required domain after hiring. However the number of hires
annually is limited to less than 20 in a given company unlike IT(Services).

Best Practices: McAfee uses e litmus test (third party vendor in skill assessment and
placement) which India’s largest assessment test for entry level engineers. The e
litmus tests assess General Mental Aptitude, English Communication, Behavioral
Skills and Domain Knowledge. 80% in the litmus test is the bench mark for hiring.

C) Advanced Training:

The subsector requires specific product related skills to be developed. Unlike the IT
services were the academia drives the curriculum in partnership with the industry, the
organizations in the Product sub sector need to drive the curriculum by providing the
course content, Lab facility and also training the faculty.

Best Practices:

Nvidia- Nvidia recognizes the importance of research and development at an earlier

stage in a student’s life and involvement of colleges and university in such joint
research expedition. Nvidia are pioneers and global leaders in parallel computing
program with development of GPU and CUDA

GPU Centre of excellence program: the programrecognizes, and fosters

collaboration with institutions for parallel computing research with a vision to
improve the technology and application of parallel computing. Through the GPU
COEs NVIDIA intends to8:

 Train the next generation of computer scientists and computational researchers

to leverage the power of parallel computing to accelerate research and
discoveries.
 Enable and empower academic researchers to do world-changing research and
discovery by dramatically increasing access to NVIDIA parallel computing
platform and resident parallel computing expertise.
8
www.nvidia.com

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 Establish research, educational, and recruiting relationships with the foremost

academic institutions in the world.

The GPU COE program is an invitation-only program to those institutes whose

primary goal is research based education. IIT(Bombay)is the only Centre of
excellence in India.

D) Embed into corporate teams’ for Real Life projects experience

To acquire hands on training experience, the selected candidates should be embedded

into the corporate team. This can be done before the candidates are taken on payroll. ,
students should be put on shadowing; corporate partner should provide real life
projects to students for internship.

Best Practices:

According to Nvidia, Internships are the best possible source of recruiting the right
candidate. Nvidia provides internship to interested students on regular bases. These
internships are open throughout the year with minimum internship being of 12 weeks.
The internship are available in software development, hardware development etc.

Nvidia believes that interns do not require formal training; they learn their job by
observing their buddies and normally have an attitude to explore and prove them in a
very short time. The interns are treated as employees in aspect of work life. They are
an integral part of every internal meeting and client meetings well.

E) Performance Evaluation

The current education system focuses on theoretical assessment. This assessment

pattern has inculcated a habit of studying from the exam perspective. But there is
urgent need to change the assessment pattern to test the practical implementation of
skills learned in classroom in real life scenario.

Comparison between the projects completed by the experts in the industry and student
on regular bases will provide valuable inputs to student to upgrade themselves to
industry standard.

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This practices will to a large extend bridge the gap, students will learn the practical
implementation of learning’s, provide the much required industry exposure.

Best practices: BMC software

The company believes that the best source of hiring new college graduates is through
internship. The performance can be evaluated on the job and attitude can be judged
while on internships.

Mutual Benefits

Fig 11.4 Mutual Benefits of a collaborative models

The collaborative model brings mutual benefits to all the stakeholders- Institute,
faculties, students and corporate houses. The benefits can be illustrated as follows

Designing the curriculum with industry experts on the board will not ensure that the
curriculum matches the industry expectation but will also update the skills, abilities
and knowledge of the students. With an increase in employability the challenge of the
finding the right talent by the industry will minimize to large extent.

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11.2Organization Value driven Skill development

While the academia should focus on building an ecosystem driven by research and
value adding education, the role of organization cannot be ignored. The companies
will continue to invest in their L&D initiatives more than before. Engaged workforce,
ability to sustain the change and finding and nurturing right talent will define business
success. L&D will have to be forward thinking and work along business leaders to
mitigate the challenge of continuous change. L&D will have to become more business
savvy and align all their initiatives to business objectives and outcomes. Top
companies have been successful in achieving this need of the hour, but the research
suggests that more than 50% of the respondent companies use traditional TNA to
design and evaluate training programs.

Fig 11.5 Organization Value driven Skill development-Need Alignment

1) Need Analysis: the process of training need analysis answers important questions
such as what is needed, why, who and when it is need. How much will the investment
be and what will be the impact on the business outcomes.

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In the present scenario the answers to the following are

*internal projects, team or business unit for which hiring is done.

Data collection through focused interviews and insights plays an important role in
understanding the needs a particular training program. To align the training initiatives
to business objectives, insights from relevant stakeholders is imperative. Business
leaders or internal client should share insights on the skills and capabilities required
for open positions. Thorough analysis and understanding of past recruitment data,
sources of data, business dynamics and insights from business leaders will help in
aligning need to business objectives, work and individual objectives. Articulation of
training goals should create a culture of learning that is embedded in workflow and
engages the participants, business leaders and organization as whole.

1. A) Need Alignment Culture Best practices: Wipro

The main responsibility of identifying need for training in Wipro for internal new
college graduate training program is with the business unit heads, Workforce
management teams, the L&D teams and recruitment teams. This ensures that all
critical stakeholders are involved in the process of need identification. Knowledge and
information among the stakeholders have created culture of developing and evaluating
training programs to meet current and future needs for training.

1.B) Need alignment- Content

The need alignment culture also ensures developing content that meets the current and
future business requirements. Content are developed after understanding emerging

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trends and business with the help of business leaders and subject matter experts. The
content development should be such that helps new college graduate acquire
knowledge, skills, abilities, attitude and the confidence to transfer the learning onto
the job. To ensure appropriate transfer of learning’s onto job there is identified need
to provide the content at any given point of time for further reference.

Best practices-Content Tech Mahindra

Explore to learn: Explore to learn is concept that is followed in tech Mahindra where
a list of sites is given the trainees. The trainees are required to study on their own and
code the programs that are given to them. The initiative helps the trainees to adapt and
learn to fast changing dynamics of the technology world.

E Learning: Soft skill is an as important skill as technical skills. Tech M provides soft
skills based e learning facility to its employees. The course has professional
development modules to personal development programs

1.C) Need Alignment- Methodology

The challenge that the organization faces today is providing experience of exponential
learning and transferring the learning to their workplace. Various researches suggest
that effective learning does not take place in formal interventions rather it is a
Continuum. The researcher’s observations are that companies today have a blend of
traditional and modern techniques of imparting training. 90% of the respondents have
an ecosystem that includes In-house training, on the job, buddy system, mentoring
and higher education assistance which have proved to be more effective than
standalone initiatives. But the challenge to reduce the learning curve of the new
college graduates so that they contribute significantly to the organizations objectives.
Transforming the traditional training can help the organization to reduce the learning
curve of the new college graduates and engage them.

Best Practices: Tech M’ methodology

a) Cloud based practical environment for courses like Unix, SQL,

Oracle PL/SQL and Java

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b) Interactive technical and domain eLearning courses with inbuilt quizzes and
chat with the faculties.
c) Technical forum to address course related technical queries.
d) Assignments with project flavor.
e) Periodic assessments and feedback for self-improvement.

Outcome: The Company has been successful in positively engaging new graduates
before joining. The course has reduced the training time by 13 -14 weeks.

1. D) Need Alignment- Metrics

The researcher had observed during the in-depth discussion with the L&D experts that
the measuring the effectiveness of the training initiative is the major concern.
Companies have their needs aligned to the business outcomes but the evaluation
metrics used is anecdotal- by observation and tracking through the respondent’s
reactions and feedback. Less than 35% companies today have evaluation framework
that measures the cost benefits and Return on Investments. One of the reasons for this
as inferred from the discussion is training for new college graduates is mandatory.

The model suggests, organizations should have concurrent evaluations of the training
content, methodology and effectiveness on regular bases. Feedback frameworks for
learners to understand the learning and transferring of learning on to the job play a
major role in evaluation.

Best Practices50% of the respondents track effectiveness of the training programs to

employee productivity or employee billability. Top companies in the IT sector look at
the bigger picture and infer the effectiveness of the program from employee attrition
and employee engagement.

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2. Engagement: Top companies that exhibit learning culture not only align their
needs to business outcomes but also successfully engage all stakeholders.

Fig 11.6 Organization Value driven Skill development

2.A)Engagement: culture:

Companies to identify training needs involve Business leaders and also other stake
holders. Companies need to understand the perception of the new college graduates
well before they are on board.

Best practices: E Commerce Company

Internship - Internship is a great method to build an agreement between talent and

company. Students get to understand work environment and desired soft and hard
skills required in order to grow with an organization. This is also beneficial for the
company as it is an opportunity to assess credentials of an intern in order to decide a
pre-placement offer. Aside to internship the company does multiple engagements at
university giving us an opportunity to assess quality of student, could be in the form
of paper presentations, tech talks, quiz, business case studies and many more such
initiatives.”.

Best practices:Tech M Peer Learning Initiative:

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Under the initiative the new graduates are divided into groups. Tech M believes in
diversity, no two members of the same background in terms of education or culture
are put in the same team. The purpose of peer learning is encouraging team work and
learn together, an essential element in today’s business environment.

Jam Sessions: are conducted twice a day for half an hour with an intention to improve
English speaking abilities. The sessions have helped candidates overcome their fear of
public speaking

2.B) Engagement- Content

The modern learning is learner centric. It is important to develop the learning content
to the preference of the learners. Employees learn and adapt to learning in an
environment where they can learn at their own pace and take responsibility of their
learning. Using technologies that allow employees to network and learn with others,
this motivates them the most.

The generation today is tech savvy and looks for clear communication, relevant
content and recognition for what they have done.

Best Practices webinars @ Mediaoceans

At Media Ocean working in virtual teams is common features. They have client
interface using web based meetings and seminar. The culture is also extended to
training. Subject matter experts on various technical courses, emerging trends and
cross culture conduct training programs using the web based seminars or webinars.
The course content is uploaded on the web for future reference.

2.C) Engagement: Methodology.

A modern learning strategy is required to focus on the outcomes then on the inputs as
in traditional methods. Technology has changed the way we live today and work in a
collaborated environment. Learning also has changed and organizations need to
understand and adapt to this change. The new college graduates are tech savvy.
Transformation of training with the use of technology brings in a host of advantages.

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The tech savvy new college graduates are more engaged in learning through
technology, this in turns also reduces the learning curve.

Best practices: McAfee MOOCs

Integration of MOOCs into the e learning and traditional training programs will
provide various opportunities for learners to learn at their pace and implement it their
workflow. Introducing MOOCs during the induction programs along with other
training initiatives will provide an opportunity for the new college graduates to learn
at their pace and acquire relevant knowledge.

2. D) Engagement: Evaluation Metrics

Organizations look at training and induction program not only to increase the skills
and abilities of its employees but also improve employee engagement with learning.
Evaluation of program should involve all stakeholders- learners/new college
graduates, mentors, buddies and business unit heads. Most of the companies rely on
feedback from participants or evaluate by observation.

Best Practices: KPIT’S PACE: Program for Academic Collaboration and

Engagement

Under this program engineering colleges are identified and an industry academic
partnership is formed. The intent of this partnership is to

1. Develop teaching methodology

2. Develop industry ready syllabus
3. Recommend on required competency development for various business
verticals such as product engineering PLM etc.

e.g.: for product engineering services the courseware should focus

1. Programming skills
2. Knowledge on controller technology
3. MAT LAB and designing required in automobile industry
4. Soft Skills

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The courseware developed is focused on Tier II and Tier III engineering colleges,
autonomous institutes etc. Currently the focus of the company is Pune, North
Karnataka and Chennai. This collaboration of the company with institutes is not
limited to just developing courseware but also providing training and teaching support
to identified teachers from these colleges responsible for taking up these courses for
teaching.

Some of the identified colleges are BUB Hubli, GIT Belgaum, MIT Pune, SRN
University Chennai to name a few.

2.D) The methodology

PACE is not just about training it is also used for recruiting freshers. An initiative
designed especially for new graduates to recruit and train the right fit.

The campus recruitment team visit the selected campus in the month of July every
year. Based on the core competencies, software /programming skills, Industry and
domain knowledge and soft skills the candidates are selected for the Job. Offer letters
are rolled out to selected candidates. The students then take the PACE course.

On completion of the course, the students take the assessment. It is important to note
here, the job offers will be honored only after the students secure 70%. The
assessment has a weight age of 60:40. 60% of the same is determined by an objective
type examination taken by the college. However KPIT assess the question banks
developed by the institutes in collaboration with the company. The assessment
question paper is decided by the KPIT. The 40% assessment is done by the company.
Currently the question papers are objective type but in the near future the question
papers will be descriptive and problem solving.

3. A) Delivering Impact

The organization at every stage of the planning should deliver value. There is need to
move up the maturity level at every dimension of culture, content, methodology and
metric.

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Fig 11.7 Organization Value driven Skill development-Delivering Impact

3. A) Delivering Impact: Predictive Business Alignment

Most of the companies have training needs in sync with business needs. To sustain in
the competitive environment the focus of the organization should be future
requirements in terms of skills. With the dynamics of business and IT industry
changing so fast the focus of talent acquisition strategies have moved from
competencies to potentials- ability to grow, agility to learn and adapt to
fundamentally different environment quickly and perform successfully.

Companies are now interested in looking forward. In the predictive business

alignment approach information gathered earlier is used to extrapolate talent readiness
for the future and assess the skill gap. Future-focused approach helps companies to
make adjustments necessary to realign strategies with changing business objectives

Best Practices:KPIT through its various initiatives have developed a culture of

continuous education and learning. Employees are encouraged to conduct research,
write and publish white papers write blogs and share knowledge regarding emerging
trends and disruptive technologies.

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BMC has an initiative by the name incubator where the students from IITs are
provided with short term projects ranging for a period of 2-3 months. The focus of
this initiative is R&D. The students work with employees to develop new product
which can be launched within the next 2-3 years.

The SIP of this nature develops various business related skills domain and functional
knowledge. However there has been no full time employment resulted out of this
initiative.

3.B) Delivering Impact: Content

The content should be aligned to the culture of continuous training. Skill development
initiative should not only be at entry level jobs for new college graduates but for the
entire organizations to ensure re skilling for the future needs.

Best Practices BMC software has created an ecosystem to bridge the skill gap. It
strongly believes and advocates that industry academic partnership is very important
to tackle the mammoth of skill gap. MSc from BITS Pilani and PGDM from
Symbiosis are evolved successful in creating talent that is BMC ready. But this is not
the end; the company is evolving many such initiatives and is in discussions with
PICT to develop innovative labs and with tertiary education partners to study and
replicate SAP model for BMC Remedy- a niche technology

3. C) Delivering impact: Methodology

The organizations should develop ecosystem which supports Networking, and

collaborations to facilitate continuous learning. The Training and L&D will add value
and contribute significantly in transferring the learning on to the job if anytime,
anywhere ready to use learning is made available.

Best Practices: introducing MOOCs along with other traditional training initiatives.

3.D) Delivering Impact: Metrics

Understand and highlight business impact by gathering feedback, measuring

effectiveness in terms of business metrics and communicating benefits back to key
stakeholders to ensure that organization objectives are met.

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Organizations measure effectiveness and track with employee productivity. Moving

ahead would be measuring the effectiveness and tracking it to business outcomes like
productivity and billability.
The other indicator of an evaluation would be ROI, Skill Inventory, Employee
training index, and employee engagement.

Best practices: calculation of employee satisfaction and attrition rate.

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