Will the internet ever take off?

04 December 2007 – Senior managers across the UK are missing easy opportunities to hone their skills, as they fail to make use of the online resources available to them.  Figures, published today, show that technological and cultural barriers have hindered widespread uptake of online learning, despite recognition of the business benefits it brings.

The findings, published by the Chartered Management Institute and Centre for Applied Human Resource Research, confirm that internet access is readily available for the majority of senior managers (90 per cent).  However, most (67 per cent) admit they spend 30 minutes or less using company intranets, the internet or e-learning materials to solve any one problem.  Only 54 per cent have made use of online management resources in the past year and just 1 in 5 have participated in a structured e-learning programme.

The research, outlined in a report called ‘Realising Value from Online Learning’, is based on the views of 998 respondents.  It also includes in-depth interviews with 12 large employers.  Key findings include:

• Business benefits: a majority (58 per cent) suggest online learning is a powerful resource for today’s busy executives as they can ‘dip in and out as time allows’.  Over one-third (35 per cent) also believe the ‘constant availability for reference’ is a benefit and 1 in 4 (23 per cent) focus on the cost-effectiveness of online resources

• Virtual reality: 47 per cent of respondents claim resistance to e-learning is caused by the ‘loss of the human touch’.  72 per cent still prefer face-to-face conversations and 37 per cent suggest ‘tutor-led’ development is most effective

• Limited interaction: almost half (46 per cent) say they have ‘too many distractions’ diverting them from PC-based development and 20 per cent argue the content fails to ‘engage’ them.  28 per cent say they lack the motivation to complete online courses, with 17 per cent blaming lack of ‘appropriate support’.

The most common goal employers had for introducing online-learning was to enable cost-effective, rapid and regular updates to employees.  A key driver in this process was the need for compliance training, with core topics including discrimination and health & safety.

Jo Causon, director, marketing and corporate affairs at the Chartered Management There are clear business benefits to adopting e-learning models, but until organisations provide engaging development tools and support alongside these, uptake will continue to be slow.  However, the integration of social networking with other online routes is likely to help this process, particularly as personal development will go beyond the boundaries of organisations.”

Analysing the online methods used by seniority level shows that more junior managers use blogs, e-books, e-learning modules and social networking sites than higher level managers.  For example, 16 per cent of junior managers rely on blogs compared to 10 per cent of directors and more (40 per cent) use e-learning modules than their senior counterparts (22 per cent).

Causon adds: “The results mean that those planning online learning need to carefully consider their audience.  Rather than rely on online learning for all, they should use it as an extra resource to traditional development programmes.  In the medium-term richer content will widen the use of e-learning, but only as part of a dual blended solution.”

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Further information:

Mike Petrook /Julia Brook, Institute Press Office

Tel: 020 7497 0496; outside office hours: 07931 302 877

Email:press.office@managers.org.uk

Website: www.managers.org.uk

NOTES TO EDITORS

Representing 73,000 individual managers and 450 corporate members, the Chartered Management Institute is the only chartered professional body dedicated to management and leadership. The Institute supports individual members with practical guidance on the issues that affect managers in their day-to-day working lives and, as the guardians of national standards for management and leadership, it is also in a unique position to work with employers to identify and develop the necessary management and leadership skills that drive performance in the UK and internationally.  Through its research and policy programme, the Institute also analyses and shapes the issues that matter to employers and individuals, using its knowledge in open communications with key policy makers and government departments responsible for skills development.  The Chartered Management Institute came into being on 1 April 2002, as a result of the Institute of Management being granted a Royal Charter.