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Abstract
1
Corresponding autor. Tel: 34-965903607; fax: 34-965903606.
E-mail address: juan.llopis@ua.es
1
The use of information technology in training human
resources:
An E-learning case study
The Human Resources (HR from now on) function currently finds
long way. This is obviously true and so far, it has been adapting to
increasingly high and the course the business world is taking is also
more and more unforeseeable. This is why HR managers will not only
transformations.
firm’s business policy, which will made them able to face the
2
• Is a true strategic partner of the top management, but at the
1997).
past.
3
This last challenge, achieving collaborators’ employability, is one of
the problems related to their job, making them able to sort out those
problems that they have so far been unable to solve and have had to
1996).
4
are omnipresent in numerous hypermarkets, petrol stations, banks,
responsible for its updating and having direct access to it, no matter
transfers or any other aspect that affects employees. Some call this
Internet/Intranet, and even more than the PC; but these technologies
5
the previous paragraph. Among them stand out Intranets. The
staff are scattered all over the world. The reasons that have led large
employees.
residence.
them from having to start each project from scratch and makes
firm.
6
• Creating on-line forums which allow an employee that is
fact that more time can be dedicated to the most important activities,
possible to relocate the individual within the firm and increases his
7
expansion and motivation levels, thus contributing to his
each firm member will be a function of the use each one of them
is in fashion, the Intranet runs the risk of being eliminated for not
When this has become clear for an organisation, it will have to solve
Hills, 1996; Holtz, 1997; Lapointe, 1998; Martin, 1998; Martin, 1999;
8
Finally, we must not forget that these approaches do not
organisation already has the aspirations, the skills and the attention
knowledge, and pave the way for the suitable knowledge to reach the
its Intranet portal E Domus at the beginning of 2001. To the over 100
and even a monthly contest with the best initiatives. For these
management: training.
9
3. Telefonica’s training model for the digital age
world, where it has a potential market that exceeds the figure of 550
London, Paris, Frankfurt, Tokyo, New York, Lima, Buenos Aires and
training schemes. One of the first goals Telefonica set itself was the
policy. The aim was to go back to the very foundations of that policy
for its collaborators to have the chance to develop their skills and
Telefonica’s training policy has focused on what they have called co-
following:
10
• Interactivity: the participation and interaction of all
timetables.
essential.
employment possibilities.
11
In order to arrive at this new approach to training policy,
Telefonica has had to change several paradigms that had long been
• The role of students, who from being mere participants have come
facilitators and start to see the student as someone who also helps
them to learn.
On the other hand, it seeks to give the firm’s clients the chance to
familiarise with the goods and services supplied by that firm, with
12
firm not only has to ensure the provision of the necessary technical
13
technological equipment used and, of course, the documents
negotiated.
superior the training scheme for the following year, taking into
14
account the profiles needed for an ideal job performance and
training model
Telefonica finally bets on ICTs for the design and management of its
means of diskettes.
15
2. Synchronous technologies. Those in which communication
mail.
16
5. Learning Management Systems. These type of products
from 1999 onwards that its use as the main internal training
success.
17
followed and frequency of interactions with students. d) Whether it is
network)
18
The essential objective sought with the building of the RTD was
modalities:
employees can freely choose the ones they are interested in,
install them in their computer and study them when they want
courses available stand out the ones covering the latest ICTs,
hours.
19
The formative activity carried out in the RTD during 2001 has
just one year, which means that 18% of the training has been carried
that have had the greatest impact on the RTD: the Annual Training
20
one they used to perform. It is addressed to employees of
teletraining.
working day.
6. Conclusions
21
The results of the actions undertaken so far in the design of new
and the fact that they are based on the currently universally
applied ICTs.
employability level.
22
consolidated technology; limited technological culture in both
intellectual property.
platform which will provide services that, apart from being even
23
new support services for tutors, … As for contents, they are still
References
36.
(1), 85-89.
24
Ellig, B. R. (1997). Is the human resource function neglecting the
110-115.
Hall.
38.
25
Jacoby, S. (1985). Employing bureaucracies. New York: Columbia
University Press.
75(4), 13-15.
39.
Management, httpp://www.ihrim.com
26
Perussina, R. D. (2000). Employee self-service enables employees to
14(13), 35-39.
14(6), 1-4.
33(18), 8-9.
27