e-Learning is a new learning mode. A multinational enterprise can effectively increase productivity and global competitiveness if it can skillfully combine knowledge management and human resource development (HRD). According to Gary Chien, A.V.P. of HRD Division of Acer Inc., Acer officially adopted an e-Learning system after its reorganization in 2003. The company plans to complete a knowledge management platform within three years and substantially improve its global competitiveness on human resources.
The reorganization has transformed Acer from a hardware manufacturer in to a comprehensive information service provider, with branch offices and operation centers in major cities in Taiwan, China, the US, and European countries. As a result, its personnel training begins to take on different needs. According to Chien, the adoption of e-Learning system more than one year ago has already started to bear fruits.
Chien went on to elaborate his thoughts. First, the e-Learning system allows employees to have more flexible schedule and more diverse materials when it comes to training. It also significantly lowered cost of training. Specifically, for those mandatory courses concerning the company’s internal policies and operation procedures, employees can arrange training sessions at their most convenient times. Second, once a knowledge database of important intellectual assets of the company is established, employees can make on-line inquiries or conduct self-training freely, enhancing their capabilities. The combination of knowledge database and HR management help create a competitive workforce within the company.
Moreover, from corporate culture’s point of view, the e-Learning system can help a company quickly share its core values, management philosophies, and important resolutions with its employees. Employees in Taiwan, China, the US, or European countries can all understand the company’s business strategies and important action plans at the earliest time. This real-time connection allows the company to integrate different opinions in a short time and further solidify the company, preventing communication barriers from happening in a larger-scale company.
Synchronization of eHRM and eHRD
Acer’s eHR is gradually taken shape: eHRM has successfully set up several platforms (e.g., JobNet, e-Profile, Payroll, Insurance, Personnel Management, Benefits, etc.); eHRD is slowly developing competency management, training network, employee training, certification management and other platforms. With internal system integration of eHRM and eHRD already started, the whole eHR platform is expected to be completed in Q404.
Chien stated, when building an e-Learning platform, it is normal to face some obstacles. It takes a trail-and-error process for the company to get the right provider(s) and budget(s), for the employees to form a habit of constant learning, or for the company to have its own trainers and training materials. Therefore, after receiving subsidies from the Industrial Development Bureau and support from company executives, Acer gradually familiarized its employees with e-Learning. Acer has demonstrated how one company can successfully cooperate with professional e-Learning providers and take its technical capabilities to a level on a par with international peers.
Enterprise Learning Management System (LMS)
Facing the challenges posed by globalization, Acer will build a more efficient learning environment to cultivate talents and stand up to future challenges. Through this program, Acer will combine e-Learning with HRM, build a sound enterprise learning environment, and teach its employees the core values of the company. By mobilizing each and every one of the executives and adopting e-Learning, Acer expects to greatly improve its HR performance. In the future, the company expects to: (1) introduce the concept of e-Learning to the China market; (2) facilitate communication and problem solving mechanism in the Acer Group through the e-Learning system; and (3) utilize the e-Learning system to improve company performance and build a sustainable learning platform.
Progresses of e-Learning Programs (2003)
e-Learning courses: 50 courses, with 32 self-developed courseware, 18 off-the-shelf courseware, and 6,000 on-line trainees. The courses include: words from the chairman/general manager; management courses; technical courses; general knowledge; newcomers center; operation procedure; customer care, self-management, team leadership, performance management, etc.
Training hours: 45 hrs of diverse and useful e-Learning courses
Cost of training per unit: downed by 32%
Number of trainees increased: increased by 76%
Overview of Acer’s e-Learning Programs
| 2003 Adoption and promotion of e-Learning Starting from the HQ in Hsi-Tzu, then gradually expanding the e-Learning system throughout Taiwan and increasing familiarity and adoption of e-Learning among executives and employees |
| 2004 1. Building eHRD and integrating eHRM and eHRM 2. Finalizing the e-Learning platform 3. Designing more and better e-Learning courses and increasing applicable fields 4. Setting up e-Learning centers in China |
| 2005 Building a knowledge management platform |
e-Learning Motto:
e-Learning can effectively improve a company’s productivity and create global competitiveness.