Abstract

The case explains in detail the concept of ‘e-learning’ - the new mode of employee training adopted by IBM. IBM had focused on its workforce development since inception. The case discusses in detail about how IBM implemented different e-learning programs for different groups of employees, based on their requirements. The company implemented the ‘Basic Blue’ program for its new managers, which was based on a four-tier learning model. ‘Sales Compass’ was a program designed for its sales team which provided critical information to the sales personnel that helped them to improve their selling skills and consequently the sales. Managing@IBM was an exclusive program designed for experienced managers which offered ‘just-in-time’ performance support to the managers. They could interact with experts in different fields and solve their problems from anywhere at any time. Finally, the case talks about the benefits reaped by IBM from its e-learning initiatives and about its future endeavors in this field.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Various methods of employee training
• Advantages and disadvantages of e-learning.

Keywords

E-learning, employee training, IBM, workforce development, different groups, employees, requirements, Basic Blue, managers, four-tier learning model, Sales Compass, sales team, critical information, sales personnel, selling skills, Managing@IBM, experienced managers, just-in-time, performance support, experts