E-Learning; A Move from ‘Training’ to ‘Learning’, Implementation as a Key to Succeed

One of the critical functions of a HR department in the organizations is Training and Development (T&D). From organizational point of view employee’s training is one of the crucial needs through which the overall performance would be improved but the word, E-Learning, is not only related to the organizations.

Using computer network technologies (internet, intranet, etc.) instead of physical classroom-based methods (face-to-face training) with the primary goal of delivering information, knowledge, instructions or any other contents to the individuals, users, students or any other type of audiences which are required to be informed/trained is ‘e-Learning’. When the audiences are employees ‘e-learning revolution’ (Galagan, 2000) finds way to enter the organizations to be held and maintained by HR professionals as a new method of T&D function.  The transformation from ‘Training’ to ‘Learning’ refers to the continuous nature of this method which is not based on a single event, but a persistent nurture in the course of work. Computer-based learning, online learning, distributed learning and web-based training are the other terms indicating e-Learning.

Wild et al. (2002) introduce e-learning as a tool for knowledge management across the organizations (use of IT to create and distribute knowledge through online delivery) and believe the companies today are more concerned about keeping not trained workers instead of missing trained workers who leave the company. That really emphasizes on the ability of the organization to deliver the right information/knowledge to the right employees at the right time to prevent operating in a competitive market passively.

SYNCHRONOUS vs. ASYNCHRONOUS E-LEARNING

Asynchronous e-learning (one-way connection) refer to the pre-recorded/pre-written learning materials which are available to the employees at any time during a day (which could be accessed from any location as well) like documents, web pages, video files, etc. whereas the synchronous e-learning (two-way connection) indicates a ‘live’ event which requires all the employees to be in front of their computers or any other devices at a specific time during a day to get the streams in a real time. Asynchronous methods are more common in organizations with a different level of sophistication which could be as simple as PowerPoint slides or using the online learning simulation programs (Welsh et al., 2003).

Obviously this categorization can be generalized to the traditional learning systems as well. The lectures or seminars are synchronous learning methods whereas the books are asynchronous learning tools.

BLENDED LEARNING

Generally two generations of e-learning have been defined: the first move was based on presenting the contents over the internet without any interaction outside the box (single mode) which has been realized as an imperfect way to provide sufficient choices, engagement, social contact and so on. If an organization holds only the online meetings and conferences (synchronous e-learning) or uploads only pre-recorded learning materials over its intranet or internet (Asynchronous e-learning) it is a good example of single mode learning.  So in the second wave, ‘blended learning’ has been introduced through which the combination of various delivery media (synchronous and asynchronous) would be used (Singh, 2003).

When a teacher only gives you lecture without any references it is absolutely on a single mode learning system whereas introducing the references could bring benefits for both sides; you learn better and the teacher is able to go on. So blended learning is not only about combining different e-media together but also the physical ones as well, For example a combination of face-to-face and web-based formats.

DRIVERS

In a study by Welsh et al. (2003) six reasons have been realized which drive organizations to use e-learning systems; (1) Provide consistent and worldwide training – When the companies have a lot of agencies around the world or even different branches across a country that would be somehow impossible to hold a course in physical mode. Also if they decide to do it in each branch separately the level of consistency between what is desired to be delivered and what is delivered by different instructors would decrease. (2) Reduce delivery cycle time – Through e-learning the companies are able to deliver training to many people quickly since the courses are not constrained by instructors or classrooms capacity. (3) Increase learner convenience – Accessibility to the learning materials at any time in asynchronous learning or possibility to be present in online courses from anywhere in synchronous learning brings convenience for the learners. (4) Reduce information overload – Availability of the information presented to the employees at any time – even when there is an online course by providing them with the recorded files (i.e. blended learning, combination of synchronous and asynchronous) – actually delivers the information in a longer periods of time which improves retention of information. (5) Improve tracking – The employees can be tracked for every activity done. (6) and Lower expenses – Travel and classroom costs would be disappeared. Especially for large companies this method is a good deal.

In another study, Fry (2001) refers to the rapid obsolescence of knowledge as a major strategic driver for companies to embrace e-learning. In this fast-developing century in which there is a shift from product-based economy to the Knowledge-based economy (K-economy) and sometimes a breakthrough would be outdated in less than a year, discovering, absorbing and sharing the information among human capital inside the company is the only way to survive otherwise the trend of unawareness or inattention toward the changes acts as a tumor which takes the breath of the company over time.

CHALLENGES

The most important challenges on implementing and utilizing an e-learning system can be discussed as follows: (1) High up-front cost – Considerable investment is required in both Information Technology (IT) and staff. (2) Lack of interaction among trainees – However it is possible to provide the possibility for e-interaction among trainees through sophisticated learning systems but it is not the case in all the companies and also it may not be as real as an employee-to-employee discourse which often happens during a physical classroom lecture. (3) Misperception about training – Since reading is not training this approach may create this mindset that electronically-encoded information is training (Welsh et al., 2003).

Security and trust are the other issues still on debate. How we are able to know who did the course? Who passed the quizzes/evaluation tests? Or even, does the employee sit in front of his/her computer all the time (for online courses) and not sleep? These questions make troubles for evaluation purposes. On the other hand we cannot expect employees to learn materials without considering usability of the system. A poorly design interface and rigid interaction schemes makes them lost, confused or frustrated (Ardito et al., 2003).

Noted as limitations of e-learning, based on lessons learnt by Chew (2012) some topics do not have potentials to be taught electronically like counseling and negotiation or firefighting (however the theoretical part can be provided on internet but the most important part of the course needs to be done physically). Also motivation and self-discipline for trainees are noted as requirements to perceive effectiveness in e-learning system. According to his experiences, since the learning part of the e-learning is a human activity not robotic one, it could not be implemented without considering human emotions.

IMPLEMENTATION

Keeping all these in mind, as Welsh et al (2003) truly noted an effective e-learning system requires significant effort and planning. Consequently three important areas should be considered during implementation: Training design, IT infrastructure and change management.

One of the well-known and comprehensive frameworks for e-learning is Khan’s octagonal framework with eight dimensions that are needed to be addressed carefully to have a successful e-learning system: Institutional (concerned with administrative and academic affairs), Pedagogical (e.g. goals, objectives and contents), Technological (technology infrastructure), Interface Design (how the system looks like in terms of appearance and usability), Evaluation (assessment of learners and the learning environment), Management (maintenance), Resource Support (e.g. online support), and Ethical issues (Khan, 2000).

Ismail (2001) stresses on e-learning strategy and calls it as the missing ingredients from most e-learning programs. Having a cohesive strategy that creates a link with the company’s business needs before doing any implementation is prescribed. “The real value of e-Learning lies not in its ability to train just anyone, anytime, anywhere, but in our ability to deploy this attribute to train the right people to gain the right skills or knowledge at the right time” (Govindasamy, 2001).

The importance of strategy to have a successful implementation which results effective e-learning systems may be more clarified by this example. Whereas Accenture indicated the lack of peer-to-peer networking makes e-learning less attractive to its learners (Welsh et al., 2003), Netteland et al. (2007) uncovered the Telenor’s (Norwegian Telecommunication company) reliance on a “peer-to-peer” strategy for communication among its employees instead of a common information space strategy brought weaknesses on their e-learning implementation.

Considering all the concerns about e-learning systems with its huge investment required a comprehensive evaluation mechanism should be set to assess the realization of the desired outcomes.

REFERENCES

Ardito C., Costabile M. F., Marsico M. D., Lanzilotti R., Levialdi  S., Roselli T., and Rossano V. (2006), “An approach to usability evaluation of e-learning applications”,  Universal Access in the Information Society 4(3): 270-283.

Chew L. K. (2012), “A Practical Corporate E-learning Effectiveness Model”, The Eighth International Conference on eLearning for Knowledge-Based Society, Thailand: 23-24 February.

Elizabeth T. Welsh E. T., Wanberg C. R., Brown K. G., and Simmering M. J. (2003), “E-learning: emerging uses, empirical results and future directions”, International Journal of Training and Development 7(4): 245–258.

Fry K. (2001), “E-learning markets and providers: some issues and prospects”, Education + Training 43(4/5): 233-239.

Ismail J. (2001), “The design of an e-learning system beyond the hype”, Internet and Higher Education 4(3/4): 329–336.

Galagan P. A. (2000), “The e-learning revolution”, Training & Development 54(12): 24-30.

Govindasamy T. (2001), “Successful implementation of e-Learning Pedagogical considerations”, Internet and Higher Education 4(3/4): 287–299.

Khan B. H. (2000), “A framework for Web-based learning”, TechTrends 44(3): 51.

Netteland G., Wasson B., and Mørch A. I. (2007), “E-learning in a large organization: A study of the critical role of information sharing”, Journal of Workplace Learning 19(6): 392-411.

Singh H. (2003), “Building Effective Blended Learning Programs”, Educational Technology 43(6): 51-54.

Wild R. H., Griggs K. A., and Downing T. (2002), “A framework for e-learning as a tool for knowledge management”, Industrial Management & Data Systems 102(7): 371-380.

E-recruitment; Types, Drivers and Challenges

Definition of recruitment: “recruitment includes those practices and activities carried on by the organization with the primary purpose of identifying and attracting potential employees” (Barber, 1998)

Definition of e-recruitment: E-recruitment includes those practices and activities carried on by the organization THROUGH INTERNET with the primary purpose of identifying and attracting potential employees. (Online recruitment is another name of e-recruitment)

This little change in the means of doing recruitment started during mid-90’s that Edgley (1995) said the recruitment industry’s future is on the net. During 2003 to 2005, 94 percent of the world’s biggest companies (Global 500) have applied e-recruitment (Onrec, 2005). 43.9 percent of respondents to KeyNote (2012) research across UK had used the internet to search for a job whereas in 2006, Chartered Institute of Personnel and Development (CIPD) found 64 percent of the UK organizations used e-recruitment (Parry and Tyson, 2008). Cappelli (2001) with no wonder declares 90 percent of US companies were already doing recruiting by internet then. However most of the data are not updated but it is enough to find out this approach is overwhelmingly being accepted and used by companies. Yet, the proportion is obviously varying in different countries based on the social infrastructure; or in terms of the size and functions of the company this approach may not be favorable.

TYPES

There are two different ways for companies/organizations to attract job seekers for their vacant positions: (1) Posting vacancies on their own websites which could be enabled by intranet or internet (2) Third party websites which enabled a huge marketplace for recruitment so-called “Online Recruitment Industry”. Smallest scale of e-recruitment includes the boundaries of the organization, using intranet to find the best option among incumbents which possess required knowledge, skills, abilities and other characteristics (KASOs). When the company wants to seek for its favorite potential employee among outsiders the internet is prescribed, but it could be done in two ways as I mentioned before. If the company has a strong IT culture and recruitment is something that they do a lot during a year they can invest on their own website to be equipped with necessary modules to handle e-recruitment internally but if due to any reason it is not worth or reasonable to have such a platform, there are plenty of companies nowadays which are specialized to provide them with employees through advertisement, ranging from fully specialized like Monster.com or through social networks. However the company may choose to use both, through advertising the position on the external platforms with putting the link of apply on it which redirects user to the company’s website to start the procedure. International data corporation (IDC) estimates $5.3 billion was generated in the US in 2011 through online recruitment industry and it is roughly increasing by 4 percent until 2015 (Silber, 2012).

DRIVERS (ADVANTAGES)

But why all these companies are using e-recruiting and what are the drivers? In a comprehensive review by Lang et al. (2011) you can find 14 important drivers for companies to implement e-recruitment which were recognized by scholars from 1998 to 2010 which would be listed here: (1) Cost saving (2) Time saving (3) Increased number of applicants (4) Independence of place and time -e.g. company can establish an assessment for applicants easily (5) Recruiting qualified staff more easily (6) Improved employer image (7) Efficient and effective personnel selection –i.e. company needs a suitable method to select (8) Providing additional workplace and organizational information -by employer to applicants (9) Usability (10) Target group orientation –i.e. post job vacancies in the right place (11) Updating of job and applicant data –i.e. possibility to update information even when the position is published (12) Expanding geographical scope of recruiting measures –i.e. having applicant hundreds miles away (13) Realization of competitive advantage –i.e. through faster and cheaper recruiting process to select more suitable candidates (14) Corporate policy [Original sources of these drivers have been mentioned in Lang et al.’s study].

DISADVANTAGES (CHALLENGES)

On the other hand the disadvantages of this approach can be extracted as well. Regardless of the challenges which companies face in terms of IT and marketing difficulties like security of applicant’s data, privacy problems (which is always on the table speaking about digital world), importance of web appeal to attract job seekers (Thompson et al., 2008) or those issues which were disappeared due to time circumstances like “For majority of job seekers, internet still is not the first option” (Galanaki, 2002)  the remaining controversial disadvantages of using this tool in terms of effectiveness and behavioral influences which may have effect on company’s overall performance would be mentioned here:

One of the most negative consequences of e-recruiting which have always been on the agenda is the trade-off between quantity (increasing) and quality (decreasing) of the candidates. However the number of applicants would increase but it entails the higher number of unqualified ones (Pearce and Tuten, 2001; Chapman and Webster, 2003; Barber, 2006) which may increase the cost and time of processing.

Stone et al. (2006) posit e-recruiting modifies social interactions which for example cause the applicant inability to perfectly present his/her own KSAOs to the employer. Consider when a company is looking for a marketing manager or assistant. Appropriate people for this position have to be outgoing and a little bit talkative. These kinds of abilities cannot be measured through e-recruitment. Also they make another hypothesis based on social values and argue people how prefer relationship-based interactions are less likely to accept e-recruitment. What Pin et al. (2001) called it “Lack of Human touch” refers to the same issue.

Discrimination among ethnic minorities group or diversity issue, and possibility to apply for disable people is another domain which may be affected negatively by this method of recruitment (Barber, 2006). Garcı´a-Izquierdo et al. (2010) did a research on companies listed on the Spanish Stock Exchange. They found out the level and type of information which some of these companies ask in their application forms during e-recruitment process may cause a discrimination.  However they note according to the new changes in legislation in 2007 it is too early to expect them to change their forms but still we can see there is potential in this approach to create these inconveniences.

Pin et al. (2001) also resulted two other important disadvantages through their methodology based on survey mainly in Europe: (1) Poor segmentation of the market; One of the advantages of e-recruitment which was mentioned above was “Target Group Orientation” which is in contrast with this finding. According to this study, 59 percent of the companies noted this as the main reason not to use e-recruitment. As Pin et al. explain, due to the broad access which is provided by Internet matching the position with the candidates is impossible and it cause having less qualified applicants with the cost of losing qualified ones. However the level of classification of contents in internet is improved and we almost can find the related domain but the footprint of this problem is still observable (Suvankulov et al., 2012) (2) Higher rate of employees turnover; Smith and Rupp (2004) confirms this disadvantages in their study on managerial challenges of e-recruiting since an employed person may get interested in another position in another company which is freely accessible through internet.

As a result, e-recruitment is inevitable with the existing trend of digitalization so that we even have digital newspapers these days, but all the advantages could not be realized as it was supposed to be like target orientation which offsets by poor segmentation, or reduction in time or cost for recruiting which could be offsets somehow due to high number of applicants that need to be evaluated. Also it seems by passing the time some disadvantages of this method were faded like the accessibility to the internet, possibility to have user friendly layouts, high fees for implementation (thanks to third parties platforms it is possible to advertise cheaply) or Data transparency (candidate can be untruthful on paper as well). But still there are some other disadvantages which are not settled and the companies have to deal with them to create a balance in a way.

REFERENCES

Barber A. E., Recruiting employees (CA: Sage Publications, 1998).

Barber L., E-recruitment Developments (Brighton: The Institute for Employment Studies, 2006).

Cappelli P. (2001), “Making the most of on-line recruiting”, Harvard Business Review 79(3): 139-146.

Chapman D. S. and Webster J. (2003), “The use of technologies in the recruiting, screening, and selection processes for job candidates”, International Journal of Selection and Assessment 11(2-3): 113−120.

Edgley K. (1995), “The best job in the world may be one click away”, The Times, 11 October.

Galanaki E. (2002), “The decision to recruit online: a descriptive study”, Emerald Career Development International 7(4): 243-251.

Garcı´a-Izquierdo A. L., Aguinis H. and Ramos-Villagrasa P. J. (2010), “Science–Practice Gap in e-Recruitment”, International Journal of Selection and Assessment 18(4): 432-438.

KeyNote (2012), E-Recruitment Market Assessment 2012, https://www.keynote.co.uk/market-intelligence/view/product/10553/e-recruitment (accessed May 20, 2013).

Lang S., Laumer S., Maier C., Eckhardt A. (2011), “Drivers, challenges and consequences of E-recruiting: a literature review”, Proceeding: SIGMIS-CPR ’11 Proceedings of the 49th SIGMIS annual conference on Computer personnel research, ACM New York: 26-35.

Onrec (2005), Statistics ñ the growth of online recruitment, The Online Recruitment Magazine, June 29, available at http://www.onrec.com/news/news-archive/statistics-%C3%B1-the-growth-of-online-recruitment (accessed May 20, 2012).

Parry E. and Tyson S (2008), “An analysis of the use and success of online recruitment methods in the UK”, Human Resource Management Journal 18(3): 257–274.

Pearce C. G. and Tuten R. L. (2001), “Internet recruiting in the banking industry”, Business Communication Quarterly 64(1): 9–18.

Pin J. R., Laorden M., and Sáenz-Diez I. (2001), “Internet Recruiting Power: Opportunities and Effectiveness”, International Research Centre on Organizations (IRCO), Research Paper no. 439, July.

Silber J. M. (2012), “Online Recruitment”, US Business Services Research: BMO Capital Markets Corp., March 5, available at http://research-us.bmocapitalmarkets.com/documents/4BD462AF-6564-450F-9A05-06A379E44584.PDF (accessed May 20, 2013).

Smith A. D. and Rupp W. T. (2004), “Managerial challenges of e-recruiting: extending the life cycle of new economy employees”, Emerald online information review 28(1): 61-74.

Stone D. L. , Stone-Romero E. F. , Lukaszewski K. (2006), “Factors affecting the acceptance and effectiveness of electronic human resource systems”, Human Resource Management Review 16(2): 229–244.

Suvankulov F., Lau M. C. K., Chau F. H. C. (2012), “Job search on the internet and its outcome”, Emerald Internet Research 22(3): 298-317.

Thompson L. F., Braddy F. W., Wuensch K. L. (2008), “E-recruitment and the benefits of organizational web appeal”, Computers in Human Behavior 24(5): 2384–2398.