E-Human Resource Management 24. This book is presented in four sections — the first intended to be more general in nature, the following three devoted to specific aspects of the HRM field in the new information era. Section I, The Cutting-Edge in HRM, presents an overview of how ITCs are modifying general HRM processes and functions. This is the aim of the first three contributions. | E-Learning Strategies of Italian Companies 193 aspects that can most easily be recognized by companies cost savings and up-rating a flexibly deployed workforce. Recent research into e-HRM Hansen Deimler 2001 developed a model conceiving both sides of added value. If we apply the model developed by Hansen and Deimler to the whole system of e-HRM applications specifically to e-learning we may identify three facets of a B2Estrategy for e-learning Online business processes The primary driver of this facet is to reduce interaction and coordination costs and effort within the organization to do the business with e-learning solutions Maxey 2003 . A first objective is the codification process of knowledge and information about product and processes for instance training in common processes in companies interested by M A strategies or training on new products in innovating companies. A second objective is enhancing individual information exchanges by facilitating the creation ofdiscussion groups and communities of practices as a by-product of an e-learning course. Third e-learning could help customer employee interaction by providingjust-in-time information and integrating knowledge management tools with e-learning such as an information desk. Online people management The primary driver of this facet is to provide easy tools to help employees to develop personal skills and competencies. This facet on one hand comprises bundles of policies like online performance management and or competency management complementary with e-learning. On the other hand a new direction of this policy is to facilitate learning in the context ofwork rather than in the context of training Rosenberg 2003 increasing not only the freedom of employees to choose the courses they think they need and the way they learn through them but also providing online access to something knowledge information material etc. that people need for a better performance when and where they want. Online services and .
