The Art of e-Learning

Tim Buff explains why this teaching method has become so important to business today and how developing a real strategy for it is the only way to provide real ROI.

The current economic crisis has prompted much debate around how the HR function can contribute to the effectiveness of an organization in a time of challenge and change. There is increased pressure to cut costs, increase value for money and enhance flexibility, whilst at the same time it’s vital to continue to drive for more effective and relevant staff development. 

So how can businesses, with a recognized need for training staff, begin developing their own e-learning strategy?

Firstly, remember that an e-learning strategy is part of an overall staff development strategy; you need to ensure overall strategic aims are in place before you embark on using e-learning. These aims need to identify the audience; understand the skills that employees need to develop; the subject matters that are covered by the training requirements; who the subject matter experts are within the organization; what the ‘quick win’ areas are; where (in geographical terms) the learners are based; which requirements can be effectively addressed through e-learning, and which will require a traditional classroom-based or mixed approach; and how ROI and cost benefits will be measured.

HR functions need to be flexible to changing business requirements and must support them proactively. Using modern e-learning as a key part of an overall training strategy is becoming much more important in increasing reach and reducing costs.

Developing an e-learning strategy
1. Decide on your curricula
Which content will be delivered as e-learning, and which will be issued as classroom-based training? If you need help, then talk to someone who has the relevant experience; e-learning providers can supply a full range of support services to help clients get the most from e-learning as part of an overall strategy.

2. Decide how to develop your e-learning content
In the past the only real option in developing e-learning content has been to subcontract to specialist e-learning developers. However, with prices per hour of e-learning ranging from $14,000 to $35,000 or more, and long development cycles of typically three months or more, it’s easy to see why e-learning adoption has been patchy.

Now, with the latest enterprise rapid e-learning development platforms, e-learning can be created and updated quickly, without having to outsource to external specialists. This is an approach that can deliver a very high ROI, with payback in just a few months. The key is to make sure you select a system that requires minimal author training that can be used to develop high quality and engaging e-learning, quickly and easily.

3. Decide how to deliver your e-learning content
You can deliver e-learning content in a number of ways. Most e-learning development platforms can be delivered through CD-ROM or a website, but the advantages of a Learning Management System (LMS) should also be considered. Additionally, you might benefit from the ability of comprehensive platforms that are on offer, to deliver e-learning through a Microsoft SharePoint site or even a mobile phone or PDA.

4. Monitor results and modify the strategy going forwards
In tough economic times, it is important to ensure you get the best return on any investment. For e-learning, this means tracking learner progress and ensuring the effectiveness of the training. A key contributor to monitoring e-learning is a SCORM compliant Learning Management System that can automatically track and report learner progress and individual results.

The real benefit of using the latest technologies within your e-learning strategy is not only the cost reduction that is offered, it is also the speed, relevance and effectiveness that the latest e-learning platforms can enable. Content development and update timescales are reduced from months to weeks, or even days, and consequently many more courses can be developed for a wider range of uses. This enables a much better use of staff time, and most crucially, training can be better targeted for increased effectiveness.

Tim Buff is one of the founder members of CM Group and a major share holder in the company. He is a strategic thinker and an astute entrepreneur with solid managerial skills, wide experience and a strong business mind. Buff is a graduate of the University of West of England where he studied Accounting and Finance. On leaving university he joined international accounting firm, PriceWaterhouse Coopers, where he qualified as a chartered accountant. He is currently responsible for the development of CM Group, its staff and its position in the market.