“we are about to enter the age of word of

mouth, and that, paradoxically, all of the

sophistication and wizardry and limitless access
to information of the New Economy is going to
lead us to rely more and more on very primitive
kinds of social contacts.” – Malcolm Gladwell [1]

Training New Employees

through a Virtual Medium
Patrick Wong
Brandeis University
Presentation Overview
• Topic Focus

• Defining “face-to-face” corporate training

– The 4 Major Categories
– “Face-to-Face” Effectiveness

• Elements of virtual training

– Boundaries of Virtual Training
– Unique to Virtual Training

• Comparing the 2 modes

– Strengths
– Weaknesses

• Sample Case
– Training Choices
– Result and Consequences

• General Feedback
– Real Opinions and Quotes

• Closing Summary
 Topic Focus
• The purpose of this presentation is to analyze the effectiveness
of corporate training through the virtual online medium by:

– Describe and emphasize the traditional values of “face-to-

face” corporate training methods established by classical
norms.
– Highlight the unique qualities of technology-based virtual
training process.
– Exhibit the differences between the 2 modes of
communication.
– Using the author’s personal perspective and human
feedback, demonstrate the selection of corporate training
with a real-life case.
 “Face-to-Face” Training
• Training is about change and transformation. Training is a
process designed to assist an individual to learn new skills,
knowledge, or attitudes. As a result, these individuals make a
change or transformation that improves or enhances their
(work) performance.[2]
• Training is communication.
• The result of such activities should be able to produce:
– Learning: Gaining knowledge and skills to make change.
– Knowledge: Gaining cognitive competence and information
assimilation.
– Skill development: Gaining psychomotor competence.
– Performance: Implementing the knowledge and skills that
have been gained.
 “Face-to-Face” Training

• Based on Stolovitch and Keeps study, “Face-to-Face” training

in the corporate world can be classified into one of the 4 major
categories. The effectiveness of each method is dependant on
the level of the trainer and the motivation of the trainee.[3]

Receptive Training Guided Discovery

Directive Training Exploratory Learning

 Receptive Training

• This type of training equates to the trainer “telling”

the trainee the process.
• The trainee becomes a container of learning
information from the trainer.
• The trainer can cover a large range of the subject
matter.
• The control is all within the trainer. They determine
the quality and quantity.
• Weakness: It is up to the trainee to convert the
information that they receive.
 Directive Training

• This type of training is similar to the U.S. military

armed forces.
• The trainer uses the “follow me” mode.
• The trainer covers a single process in a “step by
step” method.
• The approach is suitable to beginners with little or no
work experience.
• Weakness: This type may turn-off independent
individuals who feel might confined.
 Guided Discovery

• This type of training is considered as case study.

• The trainer prompts the trainee to take the initiative
to learn and discover.
• The trainer will use suggestions, cues, and feedback
to direct the trainee in the proper direction.
• The approach is more accepted by employees with
prior work experience or background.
• Weakness: Obstacles can become stressful or too
confusing for trainees to overcome by themselves.
 Exploratory Learning

• This type of training is considered as “blank canvas”

for the trainee to work on.
• The trainer only sets rules, guidelines, and general
frame for the trainee to remain in.
• The trainee is given a large range of freedom.
• There must be an established level of trust between
the trainer and trainee.
• Weakness: There is a little or no control on the
outcome by the trainer.
 “Face-to-Face” Effectiveness
• F-c-F training is effective because “body language conveys
important but unreliable clues about the intent of the
communicator”.
• F-c-F training is effective because “the face contains the
window to the soul” and “the majority of human emotional
display takes place in the face.”
• F-c-F training is effective because “human beings can detect
falsehood or sincerity in others by communicating in-person.”
• F-c-F training is effective because “people can determine
personality types (extravert or introvert) in others which can
increase the effectiveness of the exchange. ”
• F-c-F training is effective because “sadly ’good looks’ does
enhance physical appeal between human beings which
maintains their focus.”[4]
 Virtual Training
• Virtual Training is electronic or
e-learning that can be defined
as learning that is enhanced, Physical Distance
either partially or fully, by some
electronic form of
communication.[5]
• Virtual Training can be Affinity Distance
communication that overcomes
Virtual Distance.[6]

(Virtual is the sum of all 3 below) Operational Distance

• Physical can be geographic,
temporal, or organizational.
• Affinity can be cultural, social,
or relationships.
• Operational can be readiness, Virtual Distance
distribution, or communication.
 Virtual Training
• Virtual training is unique because it can be either
asynchronous or synchronous learning.
– Overcoming time
• Virtual training is unique because it can be wireless and
mobile (m-learning) with the use of technology like PDAs, cell
phones, and laptops.
– Overcoming distance
• Virtual training is unique because it can stimulate instant
interest and response (interactivity), which can be found in
systems like MapQuest, E-Trade, or video games.
– Overcoming in-patience
• Virtual training is unique because it can use electronic
visuals and tools, like computer special effects and video clips
that produces action to the human eye.[7]
– Appeals to curiosity
 Comparison
F-c-F Virtual

Strengths Strengths

•Effective 1 on 1 •Can be 1 to many

•Fixed Locations •Mobile Locations
•Provides Hands-On •Documented Program
•Human Feedback •Measurable Impact
•Adjustable Mid-Stream •Fixed Costs
 Comparison (cont.)
F-c-F Virtual

Weaknesses Weaknesses

•Scheduling Conflicts •Assumes Tech Literacy

•Incurred Travel Costs •No Practice Time
•Incurred Time Costs •No “Out-Of-Box”
•Deviated Program •Learners Interactions
•Interruptions •Expensive to Develop
 Case Study
Scenario: In 2004, a financial company wanted to expand their
operations into Australia. The firm wanted to train local hires, but
maintain managerial control in Boston. The only barriers are time
and distance. Management has stressed accuracy as most
important. Based on the presentation, what is the best course of
action?

A: Develop a Your Text here

B: Send Your Text here
C: Transfer
virtual program employees to employees to
and delivery it the new hires the location for
online to the for F-C-F long term
new hires. training. support.

Actual Choice: Because there were no monetary restrictions, the

firm decided on option B. But instead of sending trainers, 2 new
hires were sent to Boston to mimic current employees in daily
processing for 2 consecutive weeks.
 Case Study Result
While the training Hidden agendas
Choice B
choice was can’t be measured
lead to
considered as following or foreseen.
successful, it lead
to unexpected
consequences.

Lead to 24/7 Lead to oversea Lead to

coverage and outsourcing and acquisition of
expanded Boston layoffs smaller
business competitors
 Comments and Quotes
• When asked about the 2 modes, there was a mixed response from employees
at work. Their range of work experience differ from each other.

“Face-to-Face is better because talking is also part of training. People feel more
comfortable to learn.”
– 24yrs. female entry level staff

“Training sessions are the best. I get to see my boss in role-plays which are
funny.”
– 26yrs. male entry level staff

“I like virtual training because I can always pause or save when I’m interrupted.”
– mid 30’s female analyst

“In-person training is too inconvenient. When my staff are in training, I have to

reschedule the work in the office.”
– mid 30’s male manager

“I’m all about the costs and the budget. If it is cheaper, then virtual is what I vote
for.”
– mid 40’s department manager
 Closing Summary
• While the differences are slight, the preferable
choice by corporations is the traditional face-to-face
training courses.

• But due to scale and cost there is a movement

towards strictly to virtual training, but very slowly.

• Either choice shouldn’t really matter because:

– The training content is still more vital than the delivery
format. The end result is still to comprehend the material.
– Trainees and trainers dictate the quality of the training
sessions. People must participate for it to be successful.
– Training can’t be rushed. Managers want the fastest
method so employees can produce immediately. In the
long-run that mindset is very costly.[8]
 Reference
• [1]Gladwell, Malcolm. The Tipping Point. New York: Little, Brown and
Company, 2000. p264.
• [2]Biech, Elaine. Training for Dummies. Indianapolis: Wiley Publishing, 2005.
p8.
• [3]Stolovich, Harold D. and Keeps, Erica J. Telling Ain’t Training. Baltimore:
ASTD Press, 2002.
• [4]Face-To-Face Communications for Clarity and Impact. Boston: Harvard
Business School Press, 2004. p76, 86-93, and 95.
• [5]Charney, Cy and Conway, Kathy. The Trainer’s Tool Kit. New York:
AMACOM, 2005. p89.
• [6]Lojeski, Karen S. and Reilly, Richard R. Uniting the Virtual Workforce.
Hoboken: John Wiley & Sons, 2008. p27-48.
• [7]Discoll, Margaret and Carliner, Saul. Advanced Web-Based Training
Strategies. San Francisco: 2005. p12, 208, 335, and 363.
• [8]Fournies, Ferdinand F. Why Employees Don’t Do What They Are Supposed
To Do And What To Do About It. New York: McGraw-Hill, 2007. p.15.
• [9]Munenori, Yagyu. The Book of Family Traditions on the Art of War. Trans.
Thomas Cleary. New York: Barnes & Noble Books, 1997. p.68.
“Since learning is a gate, when you read books do
not think this is the Way. This misconception has
made many people remain ignorant of the Way no
matter how much they study or how many words
they know. Even if you can read as fluently as a
commentary of an ancient, if you are unaware of
the principles, you cannot make the Way your
own.” – Yagyu Munenori[9]

Thank you!