Even with the appropriate technology in place, there was a cultural issue that threatened to stand in the way of a successful transformation. Because of our research, we were aware of an overriding cynicism on the part of managers toward non “job-specific tasks . Managers expected employees to be working on billable projects when they were at their desks. Because for more than fifty years all training at Rockwell Collins had always been done in a classroom, any attempt to implement learning at the desktop was sure to run into this cultural barrier in a big way. Employees who were online, even if it was for training, would be thought of as slacking off. This told us that many employees would never be given the time or support to take e-learning at their desktops.
To combat this attitude, we budgeted to build nineteen training resource rooms in key Rockwell Collins locations. They would act as safe havens for employees to get training close to their work sites but far enough away from managers to be free from scrutiny.
Several training rooms already existed, but no one ever used them. They had computers but no training software, few soundcards, and no courses for employees to take. Our team would expand the technology, update the software, and add a library of off-the-shelf selfpaced training courses that would be housed on the company intranet for use by employees.