mixed material bibliography Boston Harvard Business School Publications Oktober 2016

p. 68 - 73 AT&amp;T, which built the U.S. communications infrastructure in the past century, could once claim to be the company “where the future was invented.” But now its legacy businesses are becoming obsolete. With its industry moving from cables to the cloud, AT&amp;T is in a race to reinvent itself. As part of that transformation, it has initiated a massive effort to help its workers acquire new digital skills. In this article Cathy Benko, vice chairman of Deloitte, and John Donovan, AT&amp;T’s chief strategy officer, offer a look inside the company’s ambitious program, dubbed Workforce 2020. The challenges are sizable: The firm employs 280,000 workers, and their average tenure is 22 years (not counting people in call centers). At least half the workforce has been assigned a new role and is expected to get the credentials or training to fill it. To manage the talent overhaul, the company has revised its performance metrics, raised performance expectations, and redesigned compensation plans. It is also providing workers with a host of tools for training and development through an online self-service platform, courses in new technologies, tuition reimbursement, and even online master’s degrees in computer science, developed with Georgia Tech and Udacity. INSET: HOW AT&amp;T TRACKS PROGRESS.. [ABSTRACT FROM AUTHOR] <br> 00178012 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen 47164 2016-11-21 00:00:00 2016-11-21 00:00:00 machine generated