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Rostelecom  
Rostelecom
 

<h4>1. Company Description</h4>

<p><b>1.1. </b><b>Industries in which the Company Operates</b></p>

<p>Telecommunications: Russia's national telecommunications operator, OJSC "Rostelecom", is one of the largest telecommunications companies in the country, providing a wide range of services.</p>

<p><b>1.2. </b><b>Territorial Distribution</b></p>

<p>10 branches and more than 120 sale points and customer service offices</p>

<p><b>1.3. </b><b>Number of Staff</b></p>

<p>About 28 thousand; more than 10 thousand employees have access to the learning portal</p>

<p><b>1.4. </b><b>Personnel and Departments Using the WebTutor System</b></p>

<p>All employees, regardless of their positions and locations</p>

<p><img src="http://eng.websoft.ru/wb.nsf/0/6692524fc8dedce6c325757600811aab/Content/0.74A?OpenElement&amp;FieldElemFormat=gif" height="408" width="650" /></p>

<p>Fig. 1 - Learning Portal Interface</p>

<p> </p>

<h4>2. Project Objectives<br> </h4>

<p><b>2.1. </b><b>The program has been implemented to meet the following business requirements:</b></p>

<p>Main objective - training, development, and assessment of personnel </p>

<p>Other objectives include: </p> <ul> <li>Performance Assessment (management by objectives) </li> <li>Increased efficiency of staff trainings </li> <li>Optimal scheduling of working time spent on trainings </li> <li>Availability of training courses throughout the regions </li> <li>Ensure universal training standards </li> <li>Automate staff assessment procedures </li> <li>Process assessment results automatically </li> <li>Create a single database for the results of employee training and assessment procedures </li> </ul>

<p><b>2.2. </b><b>Which business processes should be automated (assessment, training, recruitment, accounting and training costs accounting, etc.)</b></p> <ul> <li>Employee training </li> <li> Personnel assessment </li> <li>Testing on learning results </li> <li>New employee adaptation </li> <li>Exchange and sharing of experiences between employees </li> </ul>

<p><b>2.3 </b><b>What were the criteria for successfully implementing the planning stage?</b></p>

<p>The automation of routine work related to assigning, conducting, and managing learning and assessment results. User-friendly system interface (for both users and administrators).</p>

<p><b>2.4 </b><b>What did the project plan involve (scope statement, analyzing business processes, etc.)</b></p>

<p>Drafting a plan occurred in a non-traditional manner: We first started by developing different e-learning systems: Axapta, BOSS-Kadrovik and some other internal information systems. WebSoft won the tender to develop them, and after successfully filling this order, we decided to purchase the WebTutor system. A scope statement was written that fully detailed the necessary business processes that should be accommodated. Then, the distance learning system was gradually developed and introduced. Finally, we acquired the MBO module (management by objectives).</p> <br> <br> <img src="http://eng.websoft.ru/wb.nsf/0/6692524fc8dedce6c325757600811aab/Content/1.2F46?OpenElement&amp;FieldElemFormat=gif" height="438" width="650" />

<p>Figure 2 - Screenshot from a course created using the CourseLab editor</p>

<h4>3. Project Parameters</h4>

<p><b>3.1. </b><b>Time frame for implementation and project milestones</b></p>

<p>Start of the project (coordinating TW, signing the contract) - January 2006<br> System installation - May 2006<br> Pilot system operation (its content and configuration - the configuration of servers, automatic user authentication, integration with other systems, automatic assignment of courses, etc.), installation of <a href="http://eng.websoft.ru/db/wb/root_id/webtutor_assessment/doc.html">the MBO module</a> ) - by November 2007<br> Begin regular system operation - December 2007 </p>

<p><b>3.2. </b><b>The customer project team (from IT to HR) </b><b>Roles in the team, how interaction was conducted</b></p> <li>IT Experts - 2 people (project is supervised by IT-specialists) </li> <li>HR Specialists - 2 people (one person involved in SDS, and the other in MBO)

<p><b>3.3. </b><b>Main difficulties encountered during the project</b></p>

<p>There were some difficulties integrating the <a href="http://eng.websoft.ru/db/wb/root_id/webtutor_sdo/doc.html">DLS</a> with other systems, as well as setting up automatic user authentication (organizations can enter the portal without entering a user name and password). </p>

<p><b>3.4. </b><b>Did the time frame and cost conform to expectations?</b></p>

<p>Yes, it was consistent</p>

<p><b>3.5. </b><b>What IT limitations affected project outcomes?</b></p>

<p>The absence of some network settings (servers were not registered on the DNS). <br> <br> <img src="http://eng.websoft.ru/wb.nsf/0/6692524fc8dedce6c325757600811aab/Content/4.1288?OpenElement&amp;FieldElemFormat=gif" height="314" width="650" /></p>

<p>Fig. 3 - Staff assessment system interface</p>

<h4>4. Project Development</h4>

<p><b>4.1. </b><b>Development Plans (the automation of these business processes is planned) </b></p> <ul> <li>Installing and using the "Learning Center" Module </li> <li>Transitioning <a href="http://eng.websoft.ru/db/wb/root_id/webtutor/doc.html">WebTutor</a> from a Lotus Domino platform to a Microsoft platform </li> <li>Further automating planning and assessment by MBO (management by objectives) to operate on a company-wide level </li> <li>Use of <a href="http://eng.websoft.ru/db/wb/root_id/webtutor_pwt/doc.html">Personal WebTutor</a> for remote communication stations (where there is no access to the internet) </li> <li>Using the virtual<a href="http://eng.websoft.ru/db/wb/root_id/vclass/doc.html"> classroom</a> technology for on-line seminars (webinars) </li> </ul>

<p><b>4. </b><b>Filling With Content: how was it accomplished?</b></p>

<p>Developed online courses for: </p> <ul> <li>Information systems used in the company </li> <li>Developing competencies </li> <li>Product courses </li> <li>Adaptation courses </li> </ul>

<p>All courses have been ordered from outside developers. However, the methodological basis for many of the courses was designed by Rostelecom professionals.</p>

<p><b>4.3. </b><b>System Support and Development Team </b></p> <ul> <li>IT Experts - 2 people (administration and further system development) </li> <li>Learning experts - from 1 to 4 people (depending on current problems) </li> <li>MBO specialists - from 1 to 4 people (depending on current problems) </li> </ul>

<h4>5. Project Results</h4>

<p><b>5.1. </b><b>Achieved Results (quantitative and qualitative)</b></p> <ul> <li>The portal is available to all employees in all company branches </li> <li>More than 80 e-learning courses have been created </li> <li>Courses are automatically assigned to new employees </li> <li>Courses have been accessed more than 50,000 times in a 10 month operation window </li> <li>Employee training and test results are easily analyzed </li> <li>All the results related to training and assessment staff are kept in a single database and will not get lost </li> <li>Employees can communicate with other portal visitors to share experiences, discuss issues on forums, and participate in polls </li> <li>The system is integrated with other company information systems </li> <li>Significantly simplified assessment procedures of employees </li> <li>The MBO assessment procedure was applied to over 200 people during 8 months of operation </li> <li>Due to using MBO assessment methods, the assessment procedures can be configured for as many levels of management as needed </li> <li>Soon, MBO assessment procedures will be accessible from branch offices </li> <li>Using a single DL system allows branch employees to feel incorporated as members of a single entity. This promotes greater company loyalty as well as improving job satisfaction and feelings of self worth. </li> </ul>

<p><b>5.2. </b><b>Cost Efficiency</b></p>

<p>There is no doubt regarding the cost-effectiveness of the system as a whole for the company and its branches. This is one of the few systems that actually saves both financial and human resources.</p>

<p>Through the introduction of the system, the company:</p> <ul> <li>Reduced costs related to business trips for training employees </li> <li>Reduced costs for training activities </li> <li>More effectively distributed staff time that was spent on training </li> <li>Significantly reduced the time required for analyzing learning results </li> <li>Eliminated the need to transfer various documents, reports, papers related to employee training and testing employees, etc. between branches </li> <li>Increased company loyalty among personnel </li> </ul>

<p><b>5.3. </b><b>Most Significant Results - what stands out?</b></p> <ul> <li>Setting up portal access using Active Directory, ie accessing the portal without entering a username and password. (After setting up automatic user authentication in the DLS, this mechanism has been implemented in other company information systems). </li> <li>Automatic assignment of adaptation courses to new employees in their branches, that is, for example, the staff of the Far Eastern branch is assigned a course specific to the branch. </li> <li>Employees quickly acclimated to the DLS and actively use it to communicate and share experiences with their distant colleagues. </li> </ul>

<p><b>5.4. </b><b>Employee reaction to system implementation</b></p>

<p>Employee reaction was very positive, generally there was no negative feedback from anyone (sometimes new users were intimidated, after hearing more about the system they were satisfied). The office staff is particularly pleased with the system.</p>

<p><b>5.5. </b><b>Feedback from company managers following system implementation</b></p>

<p>All speak positively of the system, saying: "What a wonderful system!"</p>