Too often companies will employ a new learning management system without clearly defining responsibilities for followup, communication and administration. If after two weeks, your company finds itself asking “who is supposed to be taking care of this anyway?” you may be in for some diminished results.
Part two of our eLearning Support Strategy series discusses the principle of dedicating company resources in order to facilitate eLearning. Although “dedicating resources” may lead one to think about money, in reality it’s human resources that are most effective. In short, your company will be more successful with a core group of people who are assigned the responsibility of ensuring the success of your eLearning program.
Strategy Two: Dedicate Resources (People and Time) to the Learning Cause
It’s not unreasonable for an organization to go on the defensive when it’s recommended they dedicate resources to support their eLearning. “We’ve already dedicated resources. Look at how much we’ve spent for this LMS!” However, as has been discussed, an LMS is not intended to be a turnkey solution for an organizations’s entire training program. Resources should be allotted to support the learning management system. The most effective resources to allocate for support are time and attention. The time and attention of key staff members can go a long way in supporting the adoption and success of your company training program.
Cadre/Core of Learning Staff
A core group of people who are entrusted with the care and feeding of an eLearning program will help learning become part of the corporate language. This group can be as formal as a Learning and Development Committee or can take the form of a loosely organized group of managers and executives. The key is to have people who are close enough to the ground to be able to communicate and understand the staff, yet influential enough to enact change when necessary. Along the same lines, your company may wish to go as far as naming a Chief Learning Officer, in either a literal or figurative role.
The Core Learning Group can meet on regular occasions to evaluate the global performance of training, new training initiatives and to review feedback from employees during one-on-one training meetings.
Time and Facilitation
Dedicating resources doesn’t just mean throwing money at learning. An organization has a great deal of latitude when it comes to facilitating training. Company sponsored learning times and company provided technology are low cost ways to support learning initiatives. According to ASTD (American Society for Training & Development) research “many times employees face significant difficulties to arrange their attendance to e-learning courses during working hours. Heavy work duties, noise, frequent interruptions, and telephones hinder the smooth and unobstructed training activity. Moreover, those demanding conditions contribute negatively to the intrinsic motivation of learners.” Eliminating those distractions is a very valuable accommodation that can have terrific benefits.
Stir up some conversation about dedicating resources to support your eLearning
- Which person or department in your company would be best suited for the Chief Learning Officer role?
- What’s the next step you need to take in order to establish a core of learning officers in your company?
- What is the ideal time to allow for employees to train? Think about some creative solutions that are specific to your campus or in your area.