DTEK (WebTutor)

1. Company Description

1.1. The industries in which the company works

DTEK represents vertical integration of the enterprises creating an effective production chain from coal production before generation and distribution of the electric power. Mutually beneficial cooperation of the coal-mining and generating enterprises, implementation of advanced technologies, professional management, the weighed social policy allow DTEK to save the leading positions in the fuel and energy market of Ukraine.

1.2. Territorial Distribution

The DTEK enterprises are located in the Donetsk, Dnipropetrovsk, Luhansk and Zaporizhia regions.

1.3. Number of Staff

About 52,000 employees.

1.4. Staff Categories Who Use the System

All staff of the corporate center and enterprises which are in Donetsk. Some staff of the enterprises which are in regions. In the future also all staff of the enterprises, trainees, students who are doing practical training.

2. Assigned tasks

2.1. Business Requirements For Implementation:

The growth strategy and innovations selected by DTEK requires the professional and initiative people ready to study and grow together with the company. Selecting between two options: employee involvement from foreign market or education of own talents, the company stopped on the second. DTEK stakes on the employees who already worked certain time in DTEK, know business from within and have the sufficient level of technical and functional competences. Before the company there are problems of search, development and deduction of the best employees. System implementation of training management was designed to help with the solution of these tasks.

2.2. What business processes had to be automated

• Accounting of internal and external training of all forms and types.
• Management of educational resources: halls, equipment, trainer.
• Collecting and training needs analysis.
• Collecting of requests for passing of training programs.
• Creation of individual training plans and development for each employee.
• Collecting and the analysis of responses and estimates on training events, e-learning.
• Goal setting, assessment of effectiveness and competences.
• Support of the program of mentoring.
• Support of the internal mini-MBA programs: "Energy of knowledge" and "Leader's energy".
• Management of a talent pool.

2.3. Criteria of Successful Implementation at the Planning Stage

• Creation of the portal of DTEK Academy and providing access to it to all staff of the corporate center and managerial divisions of the enterprises.
• Carrying out annual assessment of effectiveness and competences on the portal. Transfer in the system of data of assessment for last years.
• Inclusion of remote form of education in individual development plans for employees.
• Creation of a system of accounting of educational activity. Formation of the single database about trained for last years.
• Reduction of time expenditure by routine transactions: collecting and processing of requests, mailing of notifications, creation of reports.
• Program management of mentoring due to implementation of planning tools of meetings and feedback.
• Formation of the personal profiles of each employee including information on internal and e-learning, testing, assessment of effectiveness and competences.
• Creation of work areas for group work of participants of the Energy of Knowledge and Leader's Energy programs.
• Transfer in the system of information on the centers of development, a talent pool, key positions and successors. The configured process of management of a talent pool in a system.

2.4. As the project plan formed

The company management announced a strategic initiative in the field of personnel management – to provide with internal personnel not less than 80% of vacancies of the top and average management. The initiative was a kaskadirovana in a row of tasks, a part from which was delivered before department on personnel development. Methods their solutions were found.

Task solution Method Increase the average level of development of competences. New training methods and development. Introduction of the remote and mixed training. Select workers with the largest potential. Annual performance appraisal and competences. Centers of development. Provide career development in the company. Formation of a talent pool and management of it. Support loyalty level at the high level. Broadcast of corporate culture and values.

The decision on implementation of a software package which would allow to solve assigned tasks with maximum efficiency was made. Temporary time frames were specified and the project plan is made. Later the working group was created.

3. Project Parameters

3.1. Terms of Implementation and Milestones of the Project

• Determination of key roles and formation of a project team September, 2009.
• Formation of the requirements list to a system.
• Preliminary selection of vendors.
• Formation of a short list of vendors. Holding presentations. Determination of the winner – WebSoft company.
• Creation of the technical project on implementation.
• Installation and integration of a system.
• Creation of design, setup, adaptation, data transfer for last years, filling by content.
• Start. January, 2010.

Now work on development and improvement of a system is constantly conducted: improvement of functionality of the existing services and start new, process automation, improvement of design and ergonomics.

3.2. A project team from the customer

L&D

• Deputy director of personnel
• The Head of Department on personnel development.
• Head of department of distance learning.
• The chief specialist on distance learning.

IT

• Head of IT department.
• IT specialists of different specialization.

Security

• Data protection manager.

Business

• Representative of energy business.
• Representative of coal business.

3.3. The Main Difficulties During the Project

At present to the companies there is a process of implementation of the ERP system of SAP. It is expected several years. During this time processes of employee administration will be gradually transferred from the local systems to SAP. Also there takes place migration of an internal corporate portal on other software platform. With respect thereto it is necessary to finish constantly integration mechanisms, to trace and correct the arising errors manually.

3.4. Did the Time and Financial Costs Correspond to the Previously Planned

Corresponded.

3.5. What restrictions of IT infrastructure affected the project

Segmentirovannost and autonomy of IT infrastructure of the different enterprises: networks, accounting systems and authorization.

4. Project Development

4.1. Development plans

• Creation of a system of certification.
• Automation of new methods of assessment.
• Creation and implementation of programs of the mixed training.
• Creation of a knowledge management system.
• Complete scope of the enterprises within process of integration of HR processes.

4.2. Filling by content

For launch in a system there were 9 electronic rates: 8 boxed, WebSoft companies and one rate created by internal development team. WebSoft rates were placed in a new player which is used for all training materials of DTEK.

Until the end of 2010, the quantity of rates will reach 15.

At present for internal development and assembly 2 tools are used:

• Web Soft Courselab as universal remedy of development,
• Adobe Captivate for creation of simulations and video lessons of work in software applications.

In rates photos from the DTEK enterprises and also the illustrations, drawings and 3D models created by the staff of department are used. It is in the future going to shoot educational videos. Multimedia interactive elements are created in AdobeFlash. There is a number of own technology developments.

Much attention is paid to quality of a visual and information component.

4.3. Team to Support and Develop the System

Department of distance learning:

• head of department
• developer of rates
• system administrator

Tasks: development of training materials, process automation, administration and development of the portal of DTEK Academy.

Each employee of department has a certain specialization, however has knowledge and in adjacent areas. With leaving of one of team members in a holiday or on hospital, work on the planned projects does not stop.

In the WebTutor system more than 10 employees of department on personnel development are engaged in database maintenance. A role system which allows to differentiate access rights to different data is introduced: to training events, talent pool, annual assessment.

5. Project Results

5.1. The achieved results

Is created the portal of DTEK Academy which:

• informs on training events, achievements of Academy,
• simplifies access to training at the expense of the convenient feed gear of requests on training and also implementation of a remote electronic form,
• provides personal educational information for normal employees and data on training of subordinates for heads,
• the effectiveness and competences provides a possibility of passing of annual assessment.

Automation of basic processes of department on personnel development is carried out during which:

• review and optimization of internal processes is carried out,
• accounting of information about trained is adjusted,
• the single database storing information on all educational and developing activity in the company from the moment of its creation is created.

The annual assessment of activity is carried out.

Internal development of training materials is adjusted.

5.2. Economic Efficiency

• Electronic remote form of education does not require other costs, except staff expenses (the staff of department of distance learning).
• Some requests for training, for example, in time-management or the products Microsoft Office for which external training was organized earlier are satisfied by means of electronic rates now.
• Time of managers on development which was spent on creation of reports and accomplishment of routine work earlier is saved.

5.3. The most significant results

• The portal of DTEK Academy became one of the most useful and interesting internal information resources.
• Remote form of education organically added the existing system of personnel development in the company.
• The high level of quality of development of internal rates is confirmed with a victory in the competition held by WebSoft company.

5.4. Reaction of Staff of the Company on System Implementation

Emergence of the portal of DTEK Academy and introduction of new remote form of education was apprehended in the company positively. In spite of the fact that passing of remote rates is optional, practically all workers added one or more rates to the individual development plans.

5.5. A feedback from company executives according to the results of system implementation

The project received positive reviews of company management.