Jenny Stoppard was excited about her new position as vice president of human resources at Flotation Ltd., a manufacturer of life jackets and However, she knew she had her work cut out for her. The president of the company had clearly stated that one of her first tasks was to take a close look at the training function. Although Flotation company with a well-trained workforce, the president now wanted to see some hard evidence to back up the company's training investment. increase productivity per person by 50 percent over the next three years, and Jenny was expected to spearhead the effort. Sam was the company's veteran trainer and was liked by everybody in the organization. For 25 years he had been training employees at Flo years away from retirement and was not likely to respond favourably to Jenny and her new mandate. The president introduced Jenny to Sam as his new boss and the key player in the drive to increase the company's competitiveness. He also his power to cooperate with her.. Jenny had to revamp the training function and she had to deal with Sam, who was pretty much set in his ways. How was she going to achiev the same time get Sam on board? After thinking about her situation for several days, Jenny came across an article on e-learning and how it has saved some companies million coste Suddenly she had an idea