The use of information technology in training human resources

Abstract

This paper deals with the influence of IT (Information Technology) in HRM (Human Resources Management) and more specifically on training policy, by means of the experience in this field of a Spanish telecommunications firm, Telefonica. For this, we will go into more depth about the characteristics of the training model designed by this firm to face new environments, the technologies used, the actions which have had most impact, the disadvantages and the success factors that have been detected trying to grow an Elearning company. The study of this case has facilitated the identification of the following successful factors in a training policy: flexibility in time management for training; active participation by trainers; the establishment of control mechanisms that guarantee that the training really occurs; the creation of quality content; the promotion of interactive elements among trainers, among students and with each other; the use of standardised and developed technologies and the gradual implementation of these experiences. As regards, objectives for the future emphasis, in the company analysed is on maintaining progress in the use of E-learning as a way of adapting the training process to the new E-business culture.Keywords: E-learning; HR and IT; Training; Case study An E-learning case study Human resources management and employabilityThe Human Resources (HR from now on) function currently finds itself in an unprecedented situation. According to some authors, this function has already experienced numerous changes and has gone a long way. This is obviously true and so far, it has been adapting to the changes occurring in its environment, mainly because those changes were slow and, to some extent, foreseeable. However, the opposite happens now; the speed at which changes are occurring is increasingly high and the course the business world is taking is also more and more unforeseeable. This is why HR managers will not only have to make mere adaptations, but face true organisational transformations.Within such a context, we think survival will only be possible for those firms which understand that their HR managers cannot have a secondary role, from the professional point of view, in the strategic decision-making process and must gain enough relevance within the firm's business policy, which will made them able to face the organisations' increasingly difficult challenges with managerial-type decisions. They will achieve this relevance when the HR function: 2• Is a true strategic partner of the top management, but at the same time, correctly performs its role of spokesman-defender of employees' interests (Ehrlich, 1997 andEllig, 1997).• Has outsourced numerous functions, but is better equipped in qualitative terms (Christensen, 1997;and Gómez Mejía, Balkin & Cardy, 2001).• Without forgetting internal economic aspects, is strongly involved in finding solutions to the economic and social problems of the society that surrounds it; that is to say, when it co-ordinates internal affairs with its economic and...

Reorienting self‐directed learning for the creative digital era

“…In essence, it is critical to train how to learn using new technologies and information and communications channels. Using a similar practice that Telefonica pursued (Gascó et al, 2004) trainers can track the recent learning opportunities and share a catalogue of recommended learning experiences. Trainers can also invite self-directed learners to participate in and give feedback for the preparation of this list.…”

A framework for research on e‐learning assimilation in SMEs: a strategic perspective

“…Indeed, the lack of access to the latest equipment, software and connectivity is among the barriers to a satisfactory e-learning experience for small and micro-firms (Hardaker et al, 2007). In the same vein, among other hindrances that can delay e-learning adoption, Gascó, Llopis and González (2004) identified the cost (initial investment and permanent equipment update) and the heterogeneous and unconsolidated nature of the technology. Three main technological factors which are likely to affect the decision to adopt an elearning system seem to emerge from the literature: IT assets, e-learning technology complexity, and e-learning cost.…”

A social theory perspective on e-learning

“…The reasons for what motivates employees to undertake e-learning and what they see as benefits for e-learning seem to reflect the discourse of productivity promoted by e-learning (Baldwin-Evans 2004; Gasco et al 2004;Harun 2002;Industry Canada 2002Newton et al 2002;Pollitt 2005). At the same time, the reasons specified as barriers to e-learning seem to indicate that productivity as relayed through e-learning is not necessarily resulting in a more 'productive' learning experience or workplace performance.…”

“…This is a widely held sentiment in the more normative stances on e-learning, especially as it pertains to the workplace (Baldwin-Evans 2004; Gasco et al 2004;Harun 2002;Industry Canada 2002Newton et al 2002;Pollitt 2005). Conversely, relatively little attention is directed at the disparate social and cultural learning needs of a global workforce with an increasingly complex profile of educational needs (Ally 2004;DeRouin et al 2005;Salas et al 2002).…”