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AT&T- Human Resources Team of the Year

Gold Stevie Award Winner 2016, Click to Enter The 2017 Stevie Awards for Sales and Customer service

Company: AT&T, Dallas, TX
Entry Submitted By: FleishmanHillard
Company Description: AT&T Inc. is a premier communications holding company, one of the most honored in the world. Its powerful array of network resources includes the nation’s largest 4G network. AT&T is a leading provider of wireless, Wi- Fi, high speed Internet and voice-based services. AT&T employs more than 250,000 people worldwide, including all 50 U.S. states. Find more information at
Nomination Category: Human Resources Categories
Nomination Sub Category: Human Resources Team of the Year

Nomination Title: Map your career at AT&T with PLE

Tell the story about what this nominated team has achieved since January 1, 2016 (up to 650 words). Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms.

As AT&T works to virtualize 75% of its massive hardware-based network by 2020, the technology represents only one piece of the giant transformation puzzle. Efforts to provide the necessary training – and in a more engaging way for our nearly 270,000 employees to learn about, enroll in and then gauge their evolutionary progress – makes up another.

It sounds easy enough: provide transparency and empowerment by giving employees the tools they need to take control of their own development and careers. But for AT&T, doing that meant cataloguing 2,773 job titles, identifying 2,511 core competencies and weeding through 44,000 content pieces to determine which ones remain relevant for various learning programs. (So far, a team has whittled the collection down to 17,000 pieces with a goal of just 7,500 by year’s end.)

New for 2017

In February, we launched the Personal Learning Experience (PLE) – a single digital place employees can go to plan, access, view, manage and track their learning. That includes things like role-based training for a current position or an assigned future role, and goal-based training for any management title. To achieve this one-stop shop, the team initially collapsed 7 different learning platforms. Throughout 2017, the team will fold in a total of 18, due in part to legacy systems inherited through acquisition, such as DIRECTV.

How it works: An employee can search for jobs based on his or her current competencies. They might identify 20 jobs for which they’re at least 50 percent qualified, select those they’re most interested in, then view and starting in June, link directly to training required for jobs they decide to pursue. All employees with an employee ID and logon credentials can access the fully mobile-enabled tool from anywhere on any device.

Tool evolution

PLE marks the latest in a series of tools designed to help employees continue to hone their skills sets and make solid decisions about their careers at AT&T. Its predecessors include myCareer Profile, which works something like a LinkedIn account for employees where they can post skills, education, certifications – including internal training and things like Nanodegrees. The system allows supervisors to scan for employees with skills they’re looking for, and to more quickly identify strong internal candidates for open positions. myCareerProfile also allows us to inventory our talent “supply,” compare it to our skills “demand,” and determine the gap we need to close with targeted training programs and/or focused recruiting. Nearly 90 percent of employees use myCareerProfile.

Meanwhile, the Career Intelligence portal helps employees understand which management jobs are “hot,” where they are located and offers complete details about open posts. This includes average salary, the potential for that position within the company (grow, decline or plateau), what skills the jobs require and steps an employee would need to take to close learning gaps they may have.

For today, the PLE allows employees to see all the competencies mapped to their current job and either enroll in or proficiency out of those lacking. Since the tools dovetail nicely, PLE can help employees prepare for their would-be next job. For instance, after an update in June, someone job-hunting on Career Intelligence will be able to link to the PLE to enroll in needed courses for a posting that interests them.

While PLE has yet to officially roll out companywide (coming later this month), it’s off to a great start. In the first 45 days, PLE had over 58,000 unique users and 385,000 logins. All business units have employees that have used the PLE, so, its popularity is growing by word of mouth. And it’s getting great reviews from employees:

• “I think PLE looks great and will better serve our training needs. … Having one centralized site is terrific.”
• “It is much easier to use and keep track of all of our training requirements.”
• “LOVE the new format with PLE!!!”

In bullet-list form, briefly summarize up to ten (10) accomplishments of the nominated team since the beginning of 2016 (up to 150 words).

• Providing a one-stop shop for our nearly 270,000 employees to learn about, enroll in and then gauge their evolutionary progress with learning.
• During its first month to a broader audience – though not a companywide launch – PLE had over 58,000 unique users and 385,000 logins.
• Developing a single system from 18 total platforms that captures 2,773 job titles, identifying 2,511 core competencies.
• Getting positive feedback. Employees overall have provided positive feedback about PLE. While the system hasn’t been rolled out companywide, employees from every business unit have used it showing that it is spreading by word of mouth.
• Culling thousands of content pieces from the various training systems, weeding out those no longer needed, resulting in 44,000 items reduced to 17,000. Further culling should result in a reduction to just 7,500 pieces by the end of 2017.