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Online learning is an idea whose time has come. In 2009 the US Department of Education released a report* examining the effectiveness of online learning practices and the headline conclusion was online learning has better training outcomes than classroom training. This is due to more time being spent on the training, the flexible course structure and the ability to review materials rather than anything inherently superior with the training format. What is also very interesting is that blended learning (combining online with face to face classroom training) has even better outcomes; however the pros and cons of effective blended training are for another day.
Does online learning work?
As learning and development professionals, we all believe that online learning works, but in truth the only real judges are customers and they have a multitude of reasons for deploying online learning. Typical quotes from successful deployments are: “cost and time effective”, “fits around the working day”, “adds to personal development”, “suits different levels of trainees” and “can be included as part of our staff development program.”
However online learning is not the only form of training available, it competes with classroom, books, blended and of course “asking the guru two seats to my left”. It works very well in certain situations, for example with compliance training, new starters, physically remote locations and where the budgets are restricted (in the current economic climate this is not to be underestimated).
In fact to think of online learning as a single form of training is wrong, it can be used for new skills, updating skills or deepening skills:
• It can be granular - such as a single, written in-house, twenty minute “introduction to the organisation”.
• It can be modular - full courses, for example on IT applications or accountancy, that might last thirty hours and cover set topics with tests, assessments etc.
• It can be a library - content that users dip into as and when needed, everything they need is there (however usage on these can be low).
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Success or Failure
All of the above are a given to just get up and running with online learning, however we have found that the biggest divider between success or failure is how the training is rolled out and the mechanisms for deployment.
This sounds almost so obvious that it shouldn’t be written down, but first think about the culture of the organisation or department you are working with. Are they open, i.e. do they expect their staff to run their own personal development and are they actively encouraged to train themselves on almost anything they like as long as they complete it. Alternatively is the culture so focused on getting the job done, anything outside of this is a distraction and should be treated accordingly?
The Rollout plan
The range of cultural differences will make a big impact on the training rollout plan and the deployment methods. Pre-assessments are a useful tool in evaluating requirements, but often the process can take so long in a large organisation that it’s a bit like pinning the tail on a moving donkey.What are the outcomes? Is the endpoint the ability to work better in a particular role, better general knowledge, sitting an examination, a certificate of completion, or is the individual already skilled at some parts of a chosen area and just wants to brush up and fill in the gaps – in which case completion will not be 100% - this is not a failure.
The final element of the rollout plan needs to incorporate physical elements. This normally comes as a surprise to most organisations who assume that as the training is online, everything has to be virtual. Our experience is that by providing the trainees with physical reminders (personalised training cards) coupled with video email shots and internal starter sessions (where possible), the trainee understands what the organisation expects from them and has a clear understanding of what they need to do for a successful outcome.
Conclusion
There are many reasons an organisation may chose to use online learning as a form of training and the next decade should see a rapid growth in its usage but no two organisations are the same. You will need to work through the culture, identify the relevant training outcomes and then make sure everyone is aware of what is needed from them for success.
Paul Savill, Director of Marketing C.B.Learning - Tel: +44 (0) 121 702 2828
Fax: +44 (0) 121 606 0478
Email: info@cblearning.com
www.cblearning.com
C.B.Learning are an online training company specialising in official training in IT, accountancy and business skills.
*“Evaluation of Evidence-Based Practices in Online Learning: A Meta-Analysis and Review of Online Learning Studies”; U.S. Department of Education (Office of Planning, Evaluation, and Policy Development Policy and Program Studies Service).
