Expert answer:HP University, assignment help

Answer & Explanation:PLease read the attached file below and answers the questions:What aspects of HP University effectively link training to the organization’s needs?Which aspects of the “University” link employee development to the organization’s needs?Given the integral role of computerized training at HP University, and the organization’s expansive global presence, how can HP address the three most common development-related challenges (including the glass ceiling, succession planning, and dysfunctional managers)?Explain how HP University serves as a training strategy to support the organization’s needs.Explain how HP University serves as an employee development strategy to support the organization’s needs.Explain how HP University can help HP address the three most common development-related challenges (including the glass ceiling, succession planning, and dysfunctional manager).Writes in a scholarly manner by providing validation and scholarly evidence with writing that is free from grammatical and mechanical errors and adheres to APA style.Resources and citations are formatted according to APA style.Number of resources: Minimum of four scholarly resources. Distinguished submissions will likely exceed that minimum.Parts of paper:Title page.Body of paper.References page.Font and font size: Times New Roman, 12-point.managing_talent.pdf
managing_talent.pdf

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Hewlett- Packard Builds its Own University
When Meg Whitman became the CEO of struggling Hewlett-Packard, she was determined to rekindle
growth with a strategy of resurrecting and refurbishing HP’s reputation for technological excellence. This
involves treating employees as assets to be managed so their value to the organization will grow.
Whitman charged Tracy Keogh, HP’s executive vice president of human resources, with crafting a plan
for talent management.
Koegh’s approach is to align training abilities that bring employees up to speed in their current jobs with
development efforts that prepare employees to fill vacancies expected to arise in the future. Previously,
HP treated training and development as separate functions. Now it makes them part of a continuous
process. To carry out this process, Keogh had to identify the learning needs of 300,000 employees
handling 19 business functions in more than 100 countries. For that massive task, Keogh decided that all
learning should take place within one system, named HP University. HP University comprises career
paths and learning requirements, as well as physical training centers and online course offerings. As its
website, employees identify training needs for a career path, search for resources, and register for
courses. The site also gathers data about system usage.
To plan and implement HP University, Keogh’s group organized learning content into nine “colleges,”
such as engineering and sales. They designed an online course catalog and a web portal where the users
can gather information and sign up for training. After testing their work on groups of employees, they
refined the system. Next, they trained the training staff in the use of HP University, so the staffers could
train HP’s business managers. The system launched in 2012 with about 10,000 courses. During the first
week, the site logged nearly 80,000 visits. By the year end, employees, had accessed a course of 2.7
million times, representing an 8% growth over the previous year. User comments were full of praise.
Based on the feedback, Keogh’s group began planning additional courses, as well as refinements to the
system. Although HP offers other formats, most courses (84%) involve online learning. For example, to
train its sales force, HP hired viaLearning to create games that teach HP’s sales strategy and
competencies. The company chose “metaphor-based” games in which demonstrating knowledge helps
the learner to solve a problem portrayed on the screen, such as winning the Olympics competition or
quelling the “storm” of a confused customer. After two to five minutes spent obtaining information, the
trainees manager Carol Cohen says the games make learning more interesting, so salespeople are
motivated to learn. Cohen also notes that the metaphor format is readily adaptable into different
languages and even different content areas.
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