Blended Learning as a Means to Differentiate and Optimise Corporate Training

In current corporate environment, characterised on the one hand by a tightening competition, turbulence and permanent change and on the other hand by an effort to develop interorganisational learning and sharing of knowledge within networks of strategic alliances, the importance of corporate training and other ways of organizational learning has been growing. Changes and further positive development of corporate training are virtually impossible without the establishment and application of human resource development strategy, the important component of which is a corporate training strategy, combining effectively a systematic approach to this organisation development programme with the opportunities of blended learning. It is this strategic approach, that leads to redefining of corporate training, which has been recently understood in theory as well as in practice as a systematic process of fulfilling training and mainly individual and team developmental needs through the application of blended learning so as to maximise mutual positive effect of applied instruments (andro-didactics methods, techniques and organizational forms of adult education). The effectiveness is measured by a reduction or optimisation of costs invested in staff training and development, practical application of the learned knowledge and a positive effect on performance efficiency (competency-based development and performance appraisal) as well as the motivation and retention of "key players", the so-called hi-performers and hi-potentials. The paper deals in detail primarily with theoretical as well as practical aspects of the verification and application of an effective combination of corporate training methods and forms in the above mentioned context and also in relation to other target groups of staff which are not key for the organisation in the situation concerned, but the opportunity of training and development is nevertheless provided to them. The matrix of value added of a working position in organizational hierarchy and of the importance of an employee for the organisation (based on performance appraisal) is used as a criterion to classify employees into different target groups (in total four target groups are presented). The paper concludes with a summary of starting points and fundamental changes in the approach to corporate training and an overview of conditions that may positively influence the effectiveness of blended learning in companies.