Prepared by: David Becker, Senior Learning Consultant, iFocus
eLearning is a part of today’s business lexicon, but what does it actually mean? To many it conjures up images of staff learning at their desks, to others it’s about replacing classroom training. In this article we will explore a much wider definition of eLearning; one that places eLearning in its rightful position as both a useful operational tool and a powerful strategic lever.
Operational eLearning
Operational eLearning is a tool to achieve operational outcomes such as reducing the cost of workforce training and mitigating the risk of workforce non-compliance with legislation.
These objectives are often based on time (e.g. reduce a three week induction process by half), geography (e.g. train staff in 300 locations across the country), scale (e.g. train 10,000 staff in a new procedure) and reporting (e.g. 75% pass mark, 100% completion and 100% enrolment).
These learning ‘events’ are usually cyclic such as induction and compliance training; or discrete such as software implementations. They are generally commissioned by a business unit with little or no enterprise governance of:
- Style (i.e. Style and brand guides)
- Quality (e.g. ISO2000, Six sigma)
- Pedagogy (i.e. Instructional effectiveness)
- Metadata (e.g. AGLS, Dublin Core)
- Integration (e.g. SCORM, AICC)
- Delivery (e.g. W3C)
- Taxonomy (i.e. Knowledge hierarchy).
Typically, a department manager engages a vendor on a transactional basis to develop a piece of eLearning content blending interactivity, simulation and perhaps instructor led training (ILT).
This courseware is then delivered through existing IT infrastructure such as intranets and websites or through an isolated first generation learning management system (LMS) hosted inside the organisation’s firewall.
The eLearning’s results are often expressed in budget line items as reduced travel, accommodation, venue hire, development and delivery costs; or as accelerated time to competence.
Strategic eLearning
Strategic eLearning supports the extended enterprise, which includes the workforce, suppliers and customers, in achieving the organisation’s vision.
This goal is often based on individual performance (e.g. to improve sales conversion rates by 8%), organisational performance (e.g. to implement a new ERP with zero business interruption), differentiation (e.g. our mobile phones come with three hours free training) and market positioning (e.g. train sales and support staff on a new product more quickly than using ILT).
Strategic eLearning is an approach or community that expressly links and aligns role, business process and value chain-based learning with strategic goals. It is strictly governed by guides, standards, policies and procedures within an enterprise framework for managing knowledge.
Typically, the organisation has at least a preferred supplier panel and often an alliance with a vendor. Learning content is usually developed as learning objects, often aggregated for various purposes and blending ILT, mentoring, informal, online collaboration, interactive and simulation based learning.
Learning is often delivered through second or third generation enterprise systems integrating performance, learning, content, information and processes based on either an internally hosted or application service provider (ASP) model.
The eLearning’s results may be expressed as contributions to achieving goals related to increased sales, increased market share, reduced time to market for new products, reduced (not mitigated) risks, improved quality and better retention of top staff.
Why do both?
Operational eLearning is great for showing an early return on investment and building the case for eLearning. However it is ultimately limited by the law of diminishing returns. There is only so much cost reduction that can be achieved before the cost of delivering the reduction exceeds the benefits.
Strategic eLearning opens up more possibilities because of its extended enterprise and value adding focus. Consider embedding ‘just in time’ performance support tools in your business processes, increasing sales through channel partner certification programs, re-engineering and educating your supply chains, differentiating your brand with customer education and so on.
There are many opportunities; the trick (as always) is in sorting ‘the chaff from the wheat’.
Sorting the ‘chaff from the wheat’
The key to a solid first generation eLearning strategy is to identify a mix of short term operational and medium term strategic initiatives. Go for the high leverage induction and compliance initiatives, because they will give you quick wins and ensure continued ‘board level’ interest (and funding).
However you should also identify performance improvement initiatives that link to a strategic goal. This might be sales force product training or some simulations for a critical enterprise software rollout.
Select a vendor you trust, but don’t trust them yet! Invite them to earn your trust in the first couple of projects through genuine value adding, proven project management skills, effective implementation support and a genuine commitment to measuring both learning and business success.
Also, avoid making major IT infrastructure investments early on. They will kill your ROI and lock you into a technology solution too early in the game. Instead devote most of your budget to initiatives that will deliver a proven early return and supporting their implementation.
Finally, use your early initiatives to develop an eLearning friendly culture, educate your a and b level managers and develop your enterprise governance tools. Successfully leveraging these aspects of your eLearning journey is absolutely critical to your success in moving forward.
About the author
David Becker is a Senior Learning Consultant with iFocus. David has over 10 years experience in multimedia and eLearning, and has enjoyed roles in eLearning business development & solutions design, project management and consulting in both Australia and America.
David has worked extensively across the Government, education and private sectors in a range of industries and areas including finance, management, compliance, sales, retail, Telco’s and high tech.
In his role with iFocus he assists organisations integrate and leverage eLearning to increase revenue, manage risk and improve results.
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