industry like

banking, about
how to close a
deal, and so on.
It also allowed
itsusers to ask
questions and
had links to
information on
other IBM sites
andrelated
websites.Sales
Compass was
offered to
20,000 sales
representatives,
client
relationshiprepr
esentatives,
territory
representatives,
sales
specialists, and
serviceprofessi
onals at IBM.
Brenda Toan
(Toan), global
skills and
learning leader
for IBM offices
across the world,
said, "Sales
Compass is a
just-in-time,
just-enoughsales
support
information site.
Most of our
users are mobile.
So they are,
most of the
times, unable to
get into a
branch office
and obtain
information on
a
specificindustry
or solution.
IBM Sales
Compass
provides
industry-
specific
knowledge,advi
ce on how to
sell specific
solutions, and
selling tools
that support
our signature
selling
methodology,
which is
convenient for
these
users."IBM also
launched an e-
Learning
program called
'Managing @
IBM' for
itsexperienced
managers, in
late 2001. The
program
provided
content related
toleadership and
people
management
skills, and
enabled the
managers to
meettheir
specific needs.
Unlike the
Basic Blue
program, this
program
enabledmanage
rs to choose
information
based on their
requirements.
The
programinclude
d the face-to-
face Learning
Lab, e-learning,
and Edvisor, a
sophisticatedInt
elligent Web
Agent. Edvisor
offered three
tracks offering
various types
of information.B
y implementing
the above
programs, IBM
was able to
reduce its
training
budgetas well as
improve
employee
productivity
significantly. In
2000, Basic
Blue saved$16
million while
Sales Compass
saved $21
million. In
2001, IBM
saved
$200million and
its cost of
training per-
employee
reduced
significantly -
from $400
to$135. E-
learning also
resulted in a
deeper
understanding of
the learning
contentby the
managers. It
also enabled the
managers to
complete their
classroomtraini
ng modules in
lesser time, as
compared to the
traditional
training
methodsused
earlier. The
simulation
modules and
collaboration
techniques
created aricher
learning
environment.
The e-learning
projects also
enabled the
company
toleverage
corporate
internal
knowledge as
most of the
content they
carried
camefrom the
internal content
experts.IBM’s
cost savings
through E-
Learning
ProgramSa
ving in
2000 (in
US
$million)
B a s i
c
B l u e
1 6 . 0
G o i n
g
g l o b a
l 0 . 6 C
o a c h i n g
s i m u l a t o
r s 0 . 8 Ma
nager
Quick-
Views6.6
C u s t o
m e r -
R o o m 0
. 5 S a l e
s
C o m p a
s s 2 1 . 0
E-LEARNING
AT IBM -
FUTURE
PLANS
The e-Learning
projects of IBM
had been
successful right
from the initial
stagesof their
implementation
. These
programs were
appreciated by
HR experts
of IDM, and
other
companies. The
Basic Blue
program
bagged three
awards
of 'Excellence
in Practice' from
the American
Society for
Training &
Development(A
STD) in March
2000. It was
also included
among the ten
best 'world-
classimplement
ations of
corporate
learning'
initiatives by
the "E-Learning
across
theEnterprise:
The
Benchmarking
Study of Best
Practices"
(Brandon Hall)
inSeptember
2000.IBM
continued its
efforts to
improve the
visual
information in
all its e-
Learningprogra
ms to make
them more
effective. The
company also
encouraged its
other employees
to attend these e-
learning
programs. Apart
from this, IBM
planned
toupdate these
programs on a
continuous
basis, using
feedback from
its new
andexperienced
managers, its
sales force and
other
employees.IBM
used e-
Learning not
only to train its
employees, but
also in other
HRactivities. In
November
2001, IBM
employees
received the
benefits
enrollmentmater
ial online. The
employees
could learn
about the merits
of various
benefitsand the
criteria for
availing these
benefits, such
as cost,
coverage,
customer servic
e or
performance
using an
Intranet tool
called 'Path
Finder.' This
tool alsoenabled
the employees
to know about
the various
health plans
offered by
IBM.Besides,
Pathfinder took
information
from the
employees and
returned
apreferred plan
with ranks and
graphs. This
application
enabled
employees to
seeand manage
their benefits,
deductions in
their salaries,
career changes
andmore. This
obviously,
increased
employee
satisfaction.
The company
alsoautomated
its hiring
process. The
new tool on the
company's
intranet
wascapable of
carrying out
most of the
employee hiring
processes.
Initially, IBM
usedto take ten
days to find a
temporary
engineer or
consultant.
Now, the
companywas
able to find such
an employee in
three days.IBM
also started
exploring the
evolving area of
'mobile learning'
Analysts felt
thatfor mobile
sales force of
IBM, m-
Learning was
the next ideal
step (after e-
Learning). IBM
leveraged many
new
communication
channels for
offering
itscourses to
employees. IBM
also started
offering the
courses to its
customers andto
the general
public. In early
2002,
American
Airlines (AA)
used IBM's e-
Learning
package, which
enabled its
flight attendants
to log on to
AA's
websiteand
complete the
'safety and
security
training' from
any place, at
any time.
Thecontent
included
instruction
clips, graphics,
flash animation,
and so on.
Thismade the
airlines annual
safety training
certification
program guides
moreeffective.
Shanta Hudson-
Fields, AA's
manager for
line training
and
specialprojects,
commented,
"The full service
package that
IBM offers has
allowed us
todevelop an
effective online
course for our
large group of
busy attendants.
Inaddition to
providing a
flexible training
certification
experience for
our
attendants, Ame
rican has also
brought
efficiency and
cost savings to
our training
processesusing
IBM's e-
Learning
solution." The
company had
trained 24,000
flightattendants
by November
2002.
For more
Notes,
Presentation
s, Project
Reports
visita2zmba
.blogspot.co
mhrmba.blo
gspot.comm
bafin.blogs
pot.com
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