Distance learning: work & training overlap

HR Magazine, April, 1996 by Bill Leonard

"The Internet has been a bit overrated as a delivery system," Caitlin says. "People have been in such a rush to get their web sites up and running, so there hasn't been much thought as to the content. Frankly, there's a lot of garbage on the Internet, and it takes some effort to sift through and find useful material."

Some groups, such as University Online in Falls Church, Va., are attempting to improve the quality of training materials available through the Internet. University Online offers college and generic training course-ware to employers that allow individual students to interact online with course instructors. Information and courses are accessible 24 hours a day, seven days a week.

Caitlin says that the smart, competitive employer will use all the options available and devise a system that best suits its needs. He believes emerging economies such as Thailand, Singapore or Indonesia have an advantage over the Western-based economies of the United States, the United Kingdom or Australia in adapting technology to train their workforces.

"These newer economies are very hungry and willing to try anything new," Caitlin said. "They are also just developing their infrastructures, so in many ways their workforce is much more technologically literate. The technology means these countries can reach more people faster than they ever have before. Coupled with the dynamic nature of their economies, that means global competition will become much more intense."

COMPETITIVE STRATEGY

An employer must make a tremendous leap of faith when deciding to revamp all work and training processes by integrating digital and high tech options into the company's infrastructure.

Hunt Refining Co. in Tuscaloosa, Ala., is one employer that has chosen to make a tremendous major leap to high tech. Hunt is moving to implement a completely computerized system at its oil refinery by January 1998. The decision is based on the need to remain a competitive force in the oil industry.

The change to high tech means that the 240-plus refinery employees must completely rethink and retrain for their work processes. Ray Towle, SPHR, manager of training and human performance for Hunt and a member of the SHRM training and development committee, has put together a training model that merges the new technology, training and work processes into a complete performance system.

"We have to look at this system for how to use the new technology to train and to work," Towle said. He said the five goals of the performance system are to become effective, efficient, economical, procedurally correct, and profitable.

"I like to say that one plus four equals five," Towle said. "Technology used correctly should enhance the first four goals. The whole point is to mesh training, technology and work into a strong and viable system. The boundaries between training and work are blurred, but the fog is lifting."

For more information on training, please refer to the following titles published in HRMagazine:

"Lessons in Many Languages Can Boost Workplace Safety," March '96, p. 94