Purpose – The paper seeks to reveal how Ford of Europe communicated the importance of its “Feel the Difference” brand strategy to more than 20,000 European employees. Design/methodology/approach – The paper describes how media‐rich learning was devised and implemented, and the results...

Purpose – The paper aims to reveal how rapid e‐learning technologies are allowing organizations to introduce e‐learning into situations where inflexibility and cost would have previously precluded their use. Design/methodology/approach – The paper provides a case study of Everyday...

Purpose – This paper aims to examine the training system adopted at Whitbread, which manages businesses in the hotel, restaurant and coffee‐shop sectors, and employs 35,000 people to serve the 11 million customers who each month visit one of its 1,400 outlets across the UK....

Purpose – Both for‐profit and not‐for‐profit organisations have been replacing face‐to‐face HRM activities with web‐based HRM tools, e‐HRM for short, for employees and managers since the 1990s. This paper aims to look at whether this is of benefit to an organisation....

Purpose – The purpose of the paper is to describe a global training initiative at IBM that uses the new “virtual world” of the internet as an induction tool. Design/methodology/approach – The paper examines the new IMB@Play program, which engages the social‐network capabilities of the...

Purpose – The purpose of the paper is to describe the law‐scholarship scheme, which enables administrators and caseworkers at the Crown Prosecution Service to become lawyers. Design/methodology/approach – The paper highlights the reasons the scheme was introduced, the way in which it...

Purpose – The paper aims to examine an anonymous employee survey conducted by SkillSoft's client, Hilton International, in the summer of 2005. Design/methodology/approach – The paper presents the results of the annual survey, which is part of an ongoing program to establish how Hilton's...

Purpose – Describes how HR at the British Government's Department for Work and Pensions (DWP) became leaner, fitter and more focused after the department was required to reduce employee numbers from 131,000 in 2003 to 101,000 in 2008, with a further 10,000 being moved to front‐line services....