Human resource issues such as training, recruiting, and organizational structure are key to achieving an acceptable return on a company's Internet investment (ROI). Those of us that help plan, install, and use the Internet recognize that success depends as much on "people" factors as on technical factors.

Until recently, however, only a relatively small number of corporations using "groupware" programs such as Lotus Notes encountered similar staff development and organization issues. The Internet not only greatly expands the number of companies using global E-mail and computer collaboration but also increases the number of internal staff with access to the technology.

Many organizations could afford to put many groupware-related personnel issues on the back burner as long as there were only isolated pockets of collaborative technology in individual business units. But the Internet has the effect of giving human resource issues to a higher priority and elevating them from the department to the enterprise level. This presents both challenges and opportunities for those in training and development.

Internet training and development issues
Internet training and development issues fall into three categories:

• identifying and exploiting strategic Internet opportunities;
• developing the Internet-related skills of individuals and teams;
• reengineering jobs to take advantage of new information flows, especially between the corporation and its external strategic partners (e.g. customers and suppliers).

Developing Internet-related skills
The Internet is a great tool for collaboration, especially among geographically dispersed team members. But staff need to learn when to use it and when to use more traditional communications methods, such as face-to-face meetings, telephone, and print publications. As the Internet promotes more cross-functional teamwork, companies need to recruit or develop people for "bridging" roles -- translators well versed in the languages and methods of management, information technology and content, and subject or functional specialties.

Furthermore, the Internet has given rise to a new role -- the "webmaster" -- which is best filled by a team but is often used to describe an individual responsible for a "home page" on the World Wide Web. The webmaster role includes elements of computer programmer, graphic designer, content editor, system administrator, librarian, product manager, and team leader.

Since it is usually not feasible to develop all the skills necessary in house to take full advantage of Internet opportunities, training and development must be prepared to help:

• recruit new employees;
• identify, qualify, and develop contractual relationships with outside contractors;
• develop strategic partnerships with customers and suppliers.

Finally, employees need to learn the basics of using the Internet in their everyday work -- how to send an E-mail message, create a World Wide Web "bookmark," subscribe to an Internet listserv, use one or more Internet "search engines." This training needs to occur within the context of a person's job function -- or example, how to use the Internet for competitive intelligence or customer service (see chart for Internet skills needed by competitive intelligence researchers).

Reengineering work flows
The Internet changes the way information flows throughout the corporation and among business partners. On the one hand, it telescopes the "information food chain," eliminating costly and time consuming layers of editors, indexers, and compilers. On the other hand, it broadens information flows, providing global access to many different kinds of organizations and individuals. On both the public Internet and on private sub-networks ('intranets"), information flows are often unpredictable and serendipitous. When information flows change, the balance of power can shift, workflows can change, and business relationships can be altered. Training and development should be involved in helping to plan and manage these changes.

Related organizational issues are:

• who should "own" the corporate Web site;
• how should department or division Web sites relate to the corporate Web site;
• how should the Web sites of mergers and acquisitions be integrated.

Get involved now
If you are a human resources professional, don't wait for your company to provide you with Internet access and training. Prepare yourself now to contribute your training and development skills to your organization's Internet effort, whether it is in the planning, installation, or operational stage.

Become an Internet user. Get a personal Internet account if necessary and learn how to use E-mail and the World Wide Web. Once you've mastered the basics, familiarize yourself with Internet resources in your industry and profession. Use Internet "search engines" such as Google to locate Web pages for organizations in your industry. Compile your own Internet "tool kit" containing the E-mail addresses of key contacts and the Web addresses of your favorite sites. Network with people in related professions, such as publishing, graphic design, information technology, librarianship.