Conference 7.286::digital

� elf ed services
              Name:  HERMANCE SERVIN
               DTN:  858-2016, Telephone: [33]169875111
     ALL-IN-1 mail:  MTS$::"ATY::HERMANCE SERVIN"
Internal Mail Addr:  ANTONY
          Location:  ATY

    Ed Services evolved into something called DCD (Documentation and Course
    Development??) and then merged with the Corporate User Publications
    (CUP) organization to form an organization called IDC (Information
    Design and Consulting). You will find different dept. numbers listed on
    p. 181 of the (December) Digital phone book. Sites are listed, as well
    as services.  Hope this helps.
    
    Leo
    

    re .0

    Under VTX LEARNING, after you enter your badge and hire date info,
    select option 7, Catalog/Calendar, to access what was VTX LEARNING. 
    It appears to have many of the functions VTX LEARNING had. I couldn't
    figure out how to reschedule a course this way and called 264-7000 to
    speak to a human. Somewhere in one of the PMP options is a description
    why VTX LEARNING has been consumed by PMP.

    Good luck,
    Lisa

    IDC got the ESDP part of Ed Services. The rest has been reborn as
    Worldwide Development and Learning, which has been rendered much
    smaller than it used to be.  There is a notes file about this, which I
    think is Memit::Worldwide_DL.  You might want to take a look.
    
    LI 

    
    > 1)  Is there an Ed Services left at DEC?
    
    	Two to three years ago Educational Services was renamed to
    	Digital Learning Services. This organization handles hardware
    	and software training for employees and customers.
    
    	Some internal training for support people and the ILC's
    	(Individual Learning Centers for field service) came to be
    	under MCS (Multivendor Customer Services) ... I beleive.
    	MCS training seems to be almost extinct. 
    
    	
    > 2)  How do I get in touch with them?
    
    	For employee training see reply -1
    
    	Customers call 1-800-332-5656 for information or registration.

    
    Education & Training (formerly Ed Services) consists of Worldwide
    Development & Learning (employee training) and Digital Learning
    Services (customer training). 
    
    We have a logistics operation in Nashua, NH which supplies books and
    materials to the U.S. training sites and to foreign subsidiaries.  We
    also offer a variety of distribution services and print & media repro-
    duction.  For more information, you can call me at DTN 264-5640.
    
    
    
    Regards,
    Steve Jasinski
    

    Hi Beth,
    
    
    Hope your settled in and doing fine. You may want to contact Bill
    Kingsbury back here in Detroit for some info. He can be reached at
    DTN:471.5486
    
    take care....
    
    
    John
    
    
    
    

                  I N T E R O F F I C E   M E M O R A N D U M

                                        Date:     09-Jun-1994 10:43am EDT
                                        From:     June Whalen @MRO              
                                                  WHALEN.JUNE AT A1 AT USCTR1 AT MRO
                                        Dept:     US Area - Education & Training
                                        Tel No:   DTN

TO:  BOB GOOD @MRO


Subject: TRAINING COMMUNICATION #1: UPDATE ON MCS PROCESS            

*********************************************************************************************************************************************
IMPORTANT TRAINING PROCESS INFORMATION...DISTRIBUTE THROUGHOUT YOUR ORGANIZATION
********************************************************************************

As a result of the recent downsizing activity the MCS Development and Learning
organization has a different operating model and process.  The purpose of this
memo is communicate what the process is and how your training needs will be
validated, approved, and implemented.  This is the first in a series of Training
Communications which will be sent to you on a regular basis to keep you informed
as we manage our process.  We welcome and look forward to your feedback to 
insure the model meets your needs.

Q4-Q1 Process
**************
Today you can receive training to support current customer contracts. 

HOW?  

Complete the attached exception request form (from Karen Kuperberg's memo).

Send the request to Bob Good @MRO, CC: June Whalen @MRO.  
The request will then be escalated to Senior MCS management for 
approval.  You will be notified when your request has been approved.

 
FY'95

As the MCS FY'95 direction becomes clearer and we understand the critical 
development and learning needs to support the mission we will communicate 
those initiatives to you.  

Following are some of the givens for FY'95:

*  Training, in support of our Multivendor vision, will be 100% outsourced.

*  Training attendance will be tied directly to an employee's development plan.

*  The AMCS budget for training will be held at headquarters.

*  All field, business segment, and functional training requests will be brought
   forward and prioritized by the Americas Business Segment team.



If you have any questions regarding MCS training please contact me 
    @ DTN 297-5775 or (508)-467-5775 or June Whalen @MRO



I look forward to working with you. 




Regards,


June Whalen

Americas MCS Development and Learning Manager  



                            
                            




                                       

     

                  MCS Development & Learning Work Process Model


  IDENTIFY              CREATE or              PROVIDE               MANAGE &
  TRAINING ---->        IDENTIFY               INTERNAL/             MAINTAIN
   NEED    ---->        TRAINING  ----->       EXTERNAL   ----->     TRAINING
     |                  SOLUTION               TRAINING              SOLUTIONS
     |                  OPTIONS                SOLUTION                  |
     |     <reporting>     |                      |      <feedback>      |
     |---------------------|----------------------|----------------------|
                      <-- Ongoing Process Management -->

Work with Corporate &   Source Training        Publish Training      Vendor
Americas Business       Solutions Internally   Solution Availability Management 
Segments to Identify    & Externally           & Procedures to       Quality 
Needed Skill Sets                              Register              Management 






 


                  I N T E R O F F I C E   M E M O R A N D U M

                                        Date:     18-May-1994 01:18pm EDT
                                        From:     Readers Choice
                                                  CHOICE.READERS AT A1 at SALES at MRO
                                        Dept:     
                                        Tel No:   

TO: See Below

Subject: #7351-Exception Process                                     

From:  Karen Kupferberg, DTN 223-1467, @MLO or ASABET::KUPFERBERG

On Friday, May 20th all existing purchase orders and all outstanding
requisition requests in the areas outlined in the attached memo of 
13-May-94, will be closed or canceled.  The following exception process 
has been implemented for exception requests.  Follow the same exception 
procedure for non-revenue related travel/training exceptions:

	1.  Prepare business justification, customer impact
	    (See attached form).

	2.  Obtain approval of SLT member and Business Unit/
	    Functional Finance Manager.

	3.  Submit to Corporate Controller's Office
	    (Controller @ MLO).

It is imperative that you all follow these guidelines.  We will be 
monitoring the compliance to these policies; especially the usage of
miscellaneous procurement vouchers in lieu of the purchasing systems.

All exceptions will be decided and communicated within 24 hours after SLT
approval.

 
                 EXCEPTION PROCESS FOR 5/13/94 POLICY CHANGES
                  



	Date:  ____________________




	REQUESTED BY:  ____________________	DTN:  ____________________

	Electronic 
	Mail Address:  ____________________

	REQUEST:



	COST $:


	BUSINESS JUSTIFICATION:






	
	TIMING?





	P.O. # or REQUISITION #:
	(If Applicable)


	COMMENTS:










	_____________________  _____________________  ____________________
	SLT Member	       SLT Member Controller  Corporate Controller


From:	  NAME: Vin Mullarkey @MLO            
	  FUNC: Corporate Finance               
	  Date:	13-May-1994
Subject:  Q4 COST ACTIONS                                                        


TO:  DIGITAL MANAGEMENT  
 
In an effort to improve upon the most recent financial forecasts all 
units of the company have been directed to take additional steps to 
reduce spending this quarter.   Accordingly, the Senior Leadership 
Team has approved the following actions:

o   Stop expenditures on external consultants.

    -	 Stop new and cancel existing purchase orders for external 
         consultants except where they are involved in the delivery of 
         services for which there is an existing revenue contract or 
         to meet legal obligations.

o   Stop both domestic and international travel, not in direct support
    of Q4 product orders or services contracts.

    -	 Cancel travel unless related to direct customer activity.

o   Stop all off-site meetings.

o   Freeze capital spending.

    -	 Defer all categories of capital spending including internal 
         equipment (i.e., IEG).

o   Stop external employee training.

    -	 Cancel and defer these activities except approved degree 
         tuition reimbursement programs.

o   Defer all purchases of office supplies (including software 
    purchases).

In addition to the above actions, the Senior Leadership Team has 
decided to suspend the matching of employee charitable contributions.

Purchasing managers have been instructed to cancel existing purchase 
orders by Friday, May 20 unless an exception has been approved by your 
respective Senior Leadership Team member and the Corporate 
Controller's office.  Requests for exceptions should include explicit 
business justifications.  Please work with your respective Finance and 
Purchasing managers to ensure these actions are immediately 
implemented.  Compliance will be closely monitored. Additional actions 
are currently being discussed and will be communicated shortly.

Distribution:
This message was delivered to you utilizing the Readers Choice delivery 
services.  You received this message because you are a U.S. Cost Center 
Manager/Manager or you are an APA/European Manager.  If you have questions 
regarding this message, please contact the author of the memo.

    
    For all intents and purposes there is no Ed Services at DEC any longer.
    The new organization is called Worldwide Development and Learning,
    managed by Hope Greenfield.  This organization is responsible for 
    internal D&L.  The old Customer Training organization is called
    Digital Learning Services and it's in the process of going out of
    business.
    
    Hope this helps.
    
    Regards,
    
    Bob
    

Re .9

I hope most reader's understand your comments are directed to US and not rest of
World.

European LS is still thriving and in particular UK LS is having its best 2 qtrs
results. If we are going out of business it is not because of delivery, content
and profit but because of worldwide decisions that are outsourcing operations


Please do not give global comments without hard facts we are trying like hell to 
ensure DC and LS are profitable

thanks

Alan

    re: 3171.9  If you know something we don't, I would appreciate it if
    you would share it with the rest of the customer training
    organization...I still am part of Cust Training., and still employed.
    I arrange custom training solutions for customers and I have not been
    told that we are going out of business....What is your basis for
    information.

    Re: .7
    
    Hi John!  Yes, settling in fine out here in sunny California!  
    
    Thanks for the suggestion, I'll give Bill a call.  
    
    Thank you all for your input.  
    
    I know that the "former" Ed Services ("A rose by any other name would
    smell as sweet") or whatever it's called these days has taken on
    different charters.
    
    What disturbs me is that when Sales Support was placed under Digital
    Consulting for those months, we were told that there was a directive
    (from corporate - wherever that may be) to get us all up to speed and
    trained to be in competition with the Anderson Contultings of the
    world, and then all of a sudden there is another freeze on training...
    
    How are we supposed to be competitive if we aren't allowed to be
    trained?
    
    Also....
    
    In my experience with Digital training over the last almost six years,
    I can say that internal training was always excellent!  The instructors
    were good, professional, etc etc.  
    
    However, whenever it has been outsourced the training has been less
    than satisfactory.  To be specific:
    
    When I was in a DOS/MS training class awhile back, being taught by a
    company called "Catapult" all the instructor could say to the questions
    fielded her way was, "I don't know.  I don't work for DEC."  It ended
    up that the members of the class internally answered the questions.
    
    Also, when I had a recent class taught by a non-internal instructor,
    all I heard through the entire class was how awful DEC products were,
    how they were known for being terrible, etc etc.  The man even
    brought in a competitor's pc because he said he knew our pc's were
    terrible.  And this guy was teaching a class to a bunch of DEC people!
    
    Now, when former DEC employees have been brought back to teach a DEC
    class internally, it went well, as they were former employees, they
    were professional, etc etc
    
    So I worry that by down-sizing and outsourcing all our educational
    services, we are cutting our own throats.  I don't think Digital
    classes can be known for their excellence if they aren't Digital people
    (or former DECies) teaching the class.
    
    Why, even in my recent attendance at the Network Focused Technical
    College, the ex-DECies got through to the class better than the college
    PhD's who were teaching what sounds nice from a text book, but doesn't
    fly in reality...
    
    It's sad to watch what is happening educationally...because education
    is so important to the success of an individual as well as a company...
    
    Beth
    
    

>    How are we supposed to be competitive if we aren't allowed to be
>    trained?


	For the same reason you can't have any pudding if you don't eat 
	your meat?

	Let's face it, the outcome of todays board meeting is going to
	make or break this company.

							mike

    re:                 <<< Note 3171.9 by NEMAIL::TOOMEYR >>>
                   -< No Longer an Ed. Services at Digital >-

    
<    For all intents and purposes there is no Ed Services at DEC any longer.
    
    This "appears" to be so... but, is arguable.  I think it's safe to say
    the "old" model is gone... a new model is developing.  My personal
    opinion is that the new model, which is supposedly based on Self-paced
    instruction of various schemes, will probably fall far short of actual
    training requirements.  It is certainly true that there are no more
    instructors in MCS (Internal training).
    
<    The new organization is called Worldwide Development and Learning,
<    managed by Hope Greenfield.  This organization is responsible for 
<    internal D&L.  
    
    No comment.
    
    < The old Customer Training organization is called
<    Digital Learning Services and it's in the process of going out of
<    business.
    
    To the best of my knowledge, this is totally false.  DLS is a profit
    making organization, and I have not heard any plans to dismantle. 
    Unfortunately, we are a part of Digital Consulting, and will probably
    suffer whatever fate befalls that organization.
    
<    Hope this helps.
    
    Not particularly.
    
    
    tony
    

    Isn't that a lot of red tape just to get trained on a product? Won't we
    just have more untrained people working on things they shouldn't?  Why 
    don't you trust the direct managers to decide what training is needed in 
    their group?
    
    Sharon

    re -.1 good questions.  My district does some of its own training
    in house (DOS, UNIX, PATHWORKS, etc.)  I teach OSF/1 util & commands
    and sys admin, as well as taking service and support calls for MCS.
    Any extra help with our meager training budget would be greatly
    appreciated!  We can make wise training decisions here at the local
    level, so why not just send us a share of those training funds in
    advance and save all that red tape! :^}
    
    marty

>We welcome and look forward to your feedback to 
>insure the model meets your needs.

    Seeing you asked...congratulations on putting a textbook example 
    together on  bureaucratic procedure (no easy thing to do). 
    
    The procedure seems to satisfy all of the essential characteristics
    which are:
    
    - do NOT empower at the lowest possible level (in this case
      the direct manager/supervisor)
    - ensure that there are multiple layers of "control"
    - ensure that it is NOT made clear what the value add of
      each layer might be. Multiple layers of unclear value-
      add ensures that accountability
      remains diffuse (lower layer can point to higher layer
      and vice verse). Diffuse accountability is, of course, an essential
      characteristic of any true bureaucratic procedure
    - at the top layer ensure multiple signoffs (just in case anyone 
      might say that the top layer remains accountable,
      multiple signoffs will serve to ensure diffuseness). Naturally,
      as before make sure it is NOT clear what each of the signer-offers
      value add is and what they are accountable for.
    - do NOT attempt to differentiate between small and large, simple
      and complex. In other words, make sure that a request for $10
      needs to follow the same path as one for $10000
    - do NOT put any deadline limits in the non-value-add approval
      chain nor any sanctions on delays. This helps ensure delays
      in the process. Another essential bureaucratic characteristic.
    - do NOT make clear what the characteristics for success are (in
      this case, what types of request can expect approval and what
      types can expect rejections). This makes sure that the process
      work to successful result ratio remains low while people try to
      determine what the (non-available/non-public) decision criteria are.
    
    In my work with process reengineering at customer sites
    I can always use textbook examples of how NOT to go about
    things so thanks for working one out for me! :-)
    
    [Oh, by the way, so what's the "right" way? Just take out the
    NOTs in above. 
    
    For example, empower the direct supevisors to make the
    decisions. A clear written motivation for the request would be
    essential (ensures accountability). The supervisor is 
    accountable for this.
    
    Requests above a certain amount must explain exactly how the 
    payback will come about in the designated period. These have to 
    have a followup motivation at the end of the period showing 
    that this has indeed occured and if not why not (differentiate
    between small and large). 
    
    The supervisor is and
    remains accountable for the clarity and availibility of
    these written motivations/accountabilities.
    
    The process is controllable (supervisor must be able to show
    written motivations for requests, supervisor must be able
    to show (sic) accountability report for larger requests) but
    not controlled.
    
    Working out some other elements on the basis of the above list
    is left as an exercise to the reader :-). Working out the benefits
    and efficiencies of the above approach is left as an exercise to MCS
    :-).
    
    re roelof

      Re. .18; Hear! hear!
    
      Have you tried (risked?) mailing a copy of your note to any of the
    individuals named in .15? Although feedback may be asked for, I
    wouldn't rely on them getting it by reading it here.
    
    Ken 

    I was informed that I don`t have any training skills so there was
    nothing I could teach...even though I was part of the JIT/TQM training
    in NIO.