Notes

Collation:

2-18

Community + content today

Drew Ingalls - manager, Greg Bohn - manager


a lot of emails
a lot of volume
need to knwo basis

does the thing to train ppl exist
having a consistent msg is critical

netowkring opprotuntiy

postiiv negtaive
authentic relationship

make it relevant to person who is attending

do juniors have time? the answer is learn as u go is useful if theres a reachback at some point


keep a cohort but allow for flexibility to complete trainings and discusisons



notes in 2-17:

Baseline to entry for someone - knows enough about AI tobe dangerous but
not a coder. If they are comign from tech backrgound or did SAS or R (consultant/aanlyst)
what is minimal level of entry to be part of GPS AI Academy program. is there a prep for it
hre is the five courses to run through it (this is ur prereq) - .

one of ym consultatn si in theai acamdeu
for folks who dont have odign background is the

WHen I talk to daniela bout him applying:
what does he think we could do on the project?

tehre is a difference between someone who is coding and analytics knwoldeg
versuS AI knwoledgeable versus AI expert - different pathways to get to
AI acadmey. delineating that. the only other thing he can think of is
he bets us that the medium to large project if theres not already an AI
aware person, having an explainer could help.

Hes not had research or impetus to have what can AI jhelp him with.
things started clickign for him

looking outside box and ivnestmetn in himself

need for perhaps an AI fluency (Materials) : is this somethign yoru level
(manager) woudl find vluable)?

AI training or materials

Examples of AI usge on other projects

Assets in particualr - how can a public sector use it? right now
there's a qual or account-level - but that to him from ai fluency perspective
is useful

------------

Handful of people who are 5 mins to pitch their project/problem statement/impact they had.
using AI/advanced analytics soltuions.
concept being people who are trying to laern more abotu AI for comaprisosn/proposals
can get inspiration.
technical mentors, PoCs - that is helpful

collaborative call - interest of him? more useful from collateral perspective
is slide per project for people answering. i dont know fi i wuld attend something
like that. to me, if there was a dnet page oor teams site and filter down to federal
heatlh uses of AI on projects. here were federal AI Health clients - here is the people who worked on it,
here is the use case, here is the impact

GIves him ideas on how AI is useful for him
THere used to be a slide deck of baseball cards for clients

accoutn-level

technical -

training - this stuff is out there - what is worth his time what does he really need
the soluton for issues are nto something we can answer - deloitte td issue

put in question, put out possible training

having examples (collab call or takeaways be a continually growing resource)

for him, one pagers for different methods or systems in AI
what each thing can doo
brign that together.

recommendation ssytem for trainings
A&C Learnign pathways launched recently
Larning pathways - team talking abotu doign business chemistry

building learning pathways, personas

trainign recommendatiosn, shockign we dont have that
sheer amount of resoruces we ahve, virtual space.

GPS AI Academy name!!!! Why not call it a hub??

Promotion or year end perspective training hrs requirement

this is question i have about my prokject work or skill i wanna learn about
- point to problem statement, skillset, course,


need for ebtter recsys

expand thsi more braodly to S&A folks
goal is to scalable and relevant outside of just A&C
anything to consider?
goto mailbox of 'does deloitte do this?'
project exampel or relevant POV
saLES SHEETS



Agrees that it is confusing to navigate. Keeping track of what to use is difficult with so many options.
Having a consolidated place makes a lot of sense.


Networking is difficult but is attempted via Teams.
There’s skill-based channels – no one use/checks them, and no incentive available.
The most common problem people have is no one knows where to find help, when starting in a virtual environment.
Self study w/ office hrs works for her. Self paced is better, as project work is unpredictable.
Not always sure where to begin.
Solution Specialist – that is what Amanda is. Pathways.. not sure what to do to go to next level in firm.
When we are assigned a coach, lack of working in same sub-field (the coach).
She never used DPN in that way to reach out to people.
Often forgets to keep skills updated on DPN.
Incentivize people to participate in those systems! (BIG COMMONALITY)!
MyGigs -> Mini opps to do billable work.


I think there’s a few challenges with training.
It is difficult to put the time into the effort.
- A lot of effort goes into designing Deloitte training, but they don’t get people to where they want to go. It’s a long-term investment.


I think there’s a few challenges with training.
It is difficult to put the time into the effort.
- A lot of effort goes into designing Deloitte training, but they don’t get people to where they want to go. It’s a long-term investment.
- I kept thinking we burn so much time for content that is freely online.
- Don’t feel confident once they come out of Analytics COE (junior practitioners)
- There is a question of how to skill people up + measure their skill.
- Networking side: missing piece. I feel like I don’t get a good way meeting younger people, mentoring, things like that.
- COPs (she doesn’t find them useful- she doesn’t like timings or location of it)
- AI Guild – effort is a lot lower, Apprentices get assigned to Mentors, she doesn’t have time, she just does presentations,
but finding time is challenge.
- Onboarding resources for technical hires. Understanding career pathways is a big part of this -> subjective call.
- Career pathways (refine personas a little bit) – far away from connecting it to training for the time being.
- What would be useful would be a progression of skill learning – helping identify resources + go deeper into resources,
rather than just resources targeted towards beginners.
- Sandbox (Gitlab/cloud) for practitioners to do side projects on to improve skills.
- No one really gets recognized for training itself.

She went to a couple conferences over the past couple of years.
No internal support for that. Process for publication/conferences is unclear.
Not having dev environment/git tools is a hindrance. Funding for conferences + classes.
Transparency into the process of recruiting new talent, structure.
She would like further addressed the following as well for people to generally know: what goes into a good proposal,
what goes into a good presentation, knowledge sharing of some soft skills. These are questions that
should be addressed and helped with for practitioners.

Everyone thinks everyone else pays for training, and a lot of people tell similar stories.

Everyone thinks everyone else pays for training, and a lot of people tell similar stories.

But for the different tiers that exist, basic training exists – but there’s only a few tools for training.
There’s this discrepancy between the tool and education.

One of the things he ran into was less on execution and more on ‘can we train someone to support a project’.
For him in particular, there’s many different facets – as he delves into conversational AI, chatbots, etc.
It’s really difficult to train a developer to do everything. There’s specialized skill needed for infrastructure, innovation, environment setup, etc.
The only way to get a holistic picture is through on-the-job training. We approved to use some of our funding
– external funding to get Google certified.
The curriculum should be based on challenges we ran into in past projects. Having more opportunities for specialized training is the biggest need.
Junior people should be given the opportunity to grow into a specialized level if they want to.
There’s some people who have certain backgrounds that can start from functional settings, and through
training/experience, get more technical. But then, there’s a need for very hard skills – this is not
something you can easily grow. For example, you may learn how to use a chatbot tool but for deployment
you need JavaScript. This is something you need a specialist for.
The more difficult part is about making it so we have people who know enough about everything and ask for help when they need it.

A common theme we see is too many networks – almost too much to focus on if you want to grow.

We don’t have the brand permission to deliver in the mission space. Generating
Competency development, community building. (JOE).
Competency – not a ton of deficiency, headcount & staffing is a challenge. Competency gap is more on the client mission side. Back-office is
generally agnostic to whatever client you are delivering to – mission is very specific.
We don’t have the brand permission to deliver in the mission space. Generating
mission readiness operations – In actual mission difficult. Niche required here
– starts with recruiting but also better for knowledge to become institutional (DOD 101/102) – not resident.
Going to specific person instead of type of person – is issue. Institutional knowledge.
Development areas for coachees.
Rotations (JCF) – long term contract – training practitioners for foundational pieces.

Alliances – dime a dozen.. would externship and practitioner development be a difference in the alliances? That’s the question.

Jump between project delivery expectations and firm expectations (leap for manager Andrea) ..
if it could help with things like financials, keeping pulse on innovations/emerging technologies,
opportunities for collective knowledge sharing, learning about other technologies.

Joe’s biggest constraint is time.
Incentives to keep up would encourage people to do that.