Organizations have a big hunger for effective ways to learn, and UPS is no exception. As a company with roughly 365,000 people worldwide, a challenge was getting people to understand that e-learning was the future. There was a pent up desire for learning that really helped UPS be in the right place at the right time, but the fact that e-learning delivered a robust, broad offering was the key player.
UPS very quickly moved away from the things that were easily learned and did not require a classroom forum. For example, even from the introduction of e-learning, people within the organization were not permitted to go to classes to learn Microsoft desktop products. On the other hand, the types of things that are easily learned using e-learning introductory technology courses, were offered.
Other than corporate-sponsored leadership training, there is some very specific function training that occurs; however, the development of technical skills and development of management and leadership skills does not happen to a large degree. As a company, they needed to be very conscious of trying to manage non-operational expenses and, due to the presence of heavy competition in this area, it was necessary to improve through learning and development. UPS went public at the same time e-learning was introduced throughout the company.
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