In an interview for IT Training magazine, produced by
the BCS, Charles Jennings, global head of learning atReuters, responsible for training
17,000 employees, talked about his approach to IT
training.
"I am responsible for the approach we take for learning across
the company: setting the strategy, developing the infrastructure,
developing my own skills, and working with business managers."
Jennings said that IT training was critical to Reuters
fulfilling its business objectives. "A lot of it is around Reuters'
own technologies as well as generic skills in IT, such as supplier
qualifications and certification.
"As it stands, 95% of our income comes from providing data and
technology to the world's financial services industry. We have
about 3,000 software developers. When you include networking and
support staff, our technologists total around 5,000."
Jennings said that Reuters is exploring the possibilities in
Web 2.0.
"We are very interested and active in Web 2.0. For example,
Reuters has a virtual news agency in
Second Life, with a journalist who reports in Second Life full
time, and the company tracks the currency.
"Virtual environments have huge potential for things such as
simulations for high quality engagement, and they cost much less to
set up than flying people in to take part in simulations. I think
web 2.0 technologies will become vital. We are doing some
pod-casting for training and just starting blogs and wikis."
To be effective in his role he employs a range of, primarily,
business skills, said Jennings.
"You need to develop business skills and learn to communicate
with senior business people at peer level. Most senior business
people do not see the connection between some of the aspects of
training and, for example, improved sales, unless it is presented
in their language.
"Training is often just seen as a service. You need to ask
business managers if they have thought about getting the best value
for money from training.
"Secondly, be open to new approaches, but be logical and base
actions on evidence rather than whim. Learning and development
heads often get buried in training and do not look outwards at what
is going on in the business, and beyond.
"We are lucky as our CEO is very forward-thinking and interested
in new technologies. He has an avatar in Second Life and is very
enthusiastic about new approaches."