Does this sound familiar? An e-learning vendor pitches a product to human resources. HR presents the solution to upper management. After the sales cycle is complete, the e-learning vendor implements the product at the client organization. HR dictates that
by Site Staff
March 1, 2006
Does this sound familiar? An e-learning vendor pitches a product to human resources. HR presents the solution to upper management. After the sales cycle is complete, the e-learning vendor implements the product at the client organization. HR dictates that the staff is to begin using the e-learning solution. Staff participation is lukewarm at best, and results are not as expected. What went wrong?
This is a common scenario within many organizations. The problem is that they take a strictly top-down approach when planning their learning initiatives. While the input of senior management is essential to define strategic goals and objectives, the input of the end users is equally essential to determine the functional outlook of any learning solution, if it is to generate the desired level of ROI.
The problem with many e-learning products is that they focus on technology but ignore the corporate culture that will be using that technology. One of the first questions you must ask before beginning any learning implementation or human capital management strategy is whether your corporate culture is ready to accept the initiative. Do the end users see the need for such a program? Do they feel they will benefit from the instruction they will receive?
Some common objections you may run into are, “I don’t have time for this” or “This puts a burden on my colleagues to take up my work load.” This makes it essential that any learning solution takes the needs of the user into account, first and foremost. The interface must be intuitive and clear to use. If the interface is poorly designed, the users become frustrated, and their motivation and attitude begin to suffer.
You also must consider the material that you are trying to convey. Ask yourself: Can my subject matter be readily absorbed through an interactive electronic environment, or is personal face-to-face contact still a necessary component? Look at it this way, would you want someone to learn to fly a 747 strictly over a computer? Although technology and simulators are certainly helpful in this scenario, a learning curve of such magnitude must include classroom and hands-on training as well.
Finally, your solution must function well in the work environment. Sometimes this might mean not taking an e-learning approach at all. In an environment such as manufacturing, where PC terminals are not readily available, an instructor-led approach may still be your best bet.
The next step is to influence learner attitudes. You should implement internal communications about the program the same way you would approach customer communications. You need to demonstrate the value of your learning initiative. Participants need to feel that learning—whether e-learning or instructor-led—will be good for their careers and will improve their marketability. They need to see that it will build their personal development and help them grow into a better and stronger position within your organization. At that point, your team members won’t mind stepping away from their regular routine for an hour or two, and they will ultimately look forward to the final result.
The key is that your learning solutions vendor must take all of these factors into account before planning any learning initiative. You do not want a learning process that is an inch wide and a mile deep. You need an approach that reviews your entire human capital management landscape and fills the skill gap requirements, both large and small, of every participant within the organization. Your partner should take a consultative approach to every learning engagement. They need to learn your business and your unique challenges, and then advise you on the best course of action. Your vendor should possess not only an in-depth understanding of e-learning, but also a detailed understanding of business process, business needs and user requirements. They should look at all of the factors, including strategic, tactical, environmental and cultural, to develop an approach that will engage your learners and help them excel. Because it is only when your staff is engaged and participating in your learning programs that you will see the strategic benefits you were hoping for.
Joe Gorup is CTO and founder of Catavo Inc. Marc R. Starzyk serves as managing director of e-learning strategy for Catavo. Stephen Lashley directs marketing and public relations activities for Catavo. They can be reached at jgorup@clomedia.com.