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There is little doubt that e-learning has
not achieved the success it promised some 10
years ago, even though the primary benefits
in terms of cost and flexibility remains extremely
attractive.
However, far from being dead, e-learning has
emerged as an important element in the successful
blended learning approach to people development.
Blended learning incorporates face-to-face
delivery with online study; skills workshops;
assignments; assessments, and workplace coaching.
Some of the mistakes that have been made with
e-learning are:
1. A lack of a holistic
approach
E-learning was viewed as being a replacement
for traditional training methods. To be successful,
e-learning should adopt an integrated approach
to human resource development. This means
integrating performance assessment with Training
Needs Analysis, with Personal Development
Plans, with Continuous Professional Development
records, with e-learning blended with other
training resources, learning methods, and
corporate learning programmes.
2. A failing to understand
the e-learning medium
Much of the reason for no 1 is the problem
of thinking about e- learning as a substitute
for face-to-face training just delivered cheaper
and faster whenever employees want it. While
computers bring strengths and opportunities
to the learning experience, it must be remembered
that they also remove some of the critical
components of face-to-face learning, such as
audio-visual; peer discussion; and the social
environment.
3. A belief that the audio-visual
component can be replaced by e-learning
Many companies designing e-learning programmes
have engaged expensive programmers and invested
in heavy duty programmes and equipment in order
to enhance the e-learning experience. Students
end up being entertained but come away learning
little.
4. Blowing the budget
on a technology solution
The problem with mistake number 3 is that it
is expensive. Spending £1m on an e-learning
system is not unusual. Neither is finding
out that the initial spend is only part of
the expense. There are updates and maintenance
to consider. Heavy duty programmes require
heavy duty equipment and software to download.
As a face-to-face trainers we can alter training
notes, handouts and session content very
quickly and inexpensively. Try doing that
with audio-video content.
5. Failing to link e-learning
with business needs
Traditional training should flow from the organisation's
business strategy. E-learning is no exception.
Whilst e-learning may be a new delivery method,
it does not change the fundamentals of business
strategy, manpower and HRD planning, individual
performance reviews and training needs analysis;
nor learning programme design, progress monitoring,
programme evaluation and learning verification.
Like other learning methods, an e-learning
programme must flow from, and be driven, by
the organisation's business development objectives,
and therefore e-learning should also be monitored
and measured.
6. Unrealistic expectations
How many projects have failed for want of a
realistic assessment of time, resources and
expectations? Many would point to Total Quality
Management (TQM) as a pretty good example.
When a project involves a new discipline
and particularly when that discipline involves
new technology it is very common for management
to overestimate short-term expectations and
underestimate the time and cost needed before
benefits can realistically be achieved. If
this is doubted, then ask any project manager.
As a result, initial enthusiasm is soon replaced
by despair. Like TQM or any ‘flavour
of the month’, e-learning has many
substantial benefits but it is not a magic
wand, and it is not a substitute for sound
management.
7. A lack of management
involvement
E-learning is no different to any other form
of training. It might work in the classroom
or on-line but the measure of its transference
to the workplace is totally reliant upon
the involvement of the line manager. The
special problem with e-learning is the number
of technophobe managers who can hide behind " I’m
not an IT expert" excuse for not getting
involved in the learning goals of their staff.
You do not need to spend
millions on trying to replace traditional learning methods with
an e-learning platform. Treat e-learning as
just an additional delivery channel, which
gives you more flexibility. Research shows that students
can only absorb 15/20 minutes of e-learning
at a time anyway which is why a well-designed
`blended learning programme` will usually deliver
study tasks in small bites. It provides the
option to more effectively use the training
budget whilst keeping a tight control on who
is studying what; when; to what level; whether
the manager is involved or not; and ultimately
how the learning is being applied.
The 21st century is
about all types of learning and therefore
we must look at a `blend of
learning` that suits the requirements of the
individual.
About the author
Colin Thompson,
a former successful Managing Director of
Print Manufacturing Plants, Print Management/Workflow
Solutions companies, Group Chairman of
the Academy for Chief Executives and
a Non-Executive Director helping companies
raise their `bottom-line` and `increasing
cash flow`. Telephone Direct Business line:
+ 44 (0) 121 244 0306 Mobile: 07831 588310
Email: colin@cavendish-mr.org Website:
www.cavendish-mr.org |
