The Bitter Pill: Can you avoid e-Learning anymore?

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Read this presentation to know:
-How e-Learning can meet some of the business challenges unique to the Pharmaceutical sector.
-Top talent issues facing the pharmaceutical sector
- How to engage and build talent, keeping the constraints of geography & time
-How to utilize technology to grow product knowledge
-Debunking myths associated with online learning
- How to include a blended approach in your training initiative for maximum impact

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  • Access Utilize Share – peers, colleagues, mentors, community
  • What is the level of support I can expect from Heads of Businesses? Are managers autonomous or directed? What is expected of your organization right now? Are decisions driven by outcomes or Rupees spent? How is information most effectively exchanged? What is the likely reaction to self-paced learning in organization going to be?
  • Road Blocks - Combating Resistance. No matter how prepared, we are likely to come across roadblocks that require an effective work around - Advance preparation and checks along the way always help
  • Identify business-critical learning that employees should be able to do (new processes, product knowledge) To empower the individual to achieve, to become self-sufficient, improve his or her job performance To expands the traditional role of training beyond the its usual scope To establish a balance between the instructional advantages for the learner and the learning objective To provide flexible and cost saving solution
  • The traditional approach may typically involve a two to three week classroom-training course where all the new employees are introduced to company products, philosophy, vision, etc. This classroom-training course usually takes place in a contiguous block of time before a new employee is introduced to the actual work and performance expectations are set.
  • Beyond the short initial kickoff session, the remainder of these events take place in the employee’s work context over an extended period of time – minimizing the employee’s time-toproductivity while fostering internalization and application of key learning in the job context.
  • The Bitter Pill: Can you avoid e-Learning anymore?

    1. 1. The Bitter Pill: Can you avoid eLearning anymore? 1
    2. 2. What will we talk about today?• Sector Insights• Human Capital Issues• Solutions linked to Technology enabled learning• How to strategically implement it• Debunking myths associated with online learning• How to include a blended approach in your training initiative
    3. 3. Sector Performance Highlights• The industry stands at USD 36 billion today and is expected to grow at 15% per annum• The revenue of the industry is expected to reach USD 280 billion between 2012 – 2022• Contract Research and Manufacturing Services to increase at the rate of around 13% per annum globally over the next few years Sources:• Economist Intelligence Unit, Corporate Catalyst India; Department of Industrial Policy & Promotion (DIPP); IBEF
    4. 4. Industry Highlights• Healthcare expenditure in India expected to increase by 12% per annum between 2011-15• Foreign Direct Investment in the country has increased to USD 1,183.04 million in hospitals and diagnostic centers and USD 9,170.24 million in drugs and pharmaceutical space• Recent, large number of acquisitions of domestic pharmaceutical companies by foreign majors• Increasing Government expenditure on public healthcare expected• The industry‟s growth forecast is defined by rising incomes of the urban middle-class in particular, leading to greater affordability of private healthcare facilities, a growing aged segment of the population, and increasing risks from changing disease patterns and large population of lifestyle diseases like Diabetes, Cancer, etc.
    5. 5. Threats/ Challenges•The Government has made/proposed alot of policy changes to control the rateof takeovers of domestic pharmaceuticalcompanies by large MNCs, in order tocontrol the price of medicines•The threat of controlled licenses beingawarded to companies to manufacturepatented drugs at cheaper rates•Major companies are facing severalpatent related issues which have majorimpact on their exclusive revenuestreams – this is giving rise to the needfor organizations to find cost- cuttingsolution Source: Deloitte Report on Compensation Trends 2012
    6. 6. Human Capital TrendsHuman Resource Reasons for Attrition Cost OptimizationChallenges Measures• Retaining critical talent • Better Pay • Outsourcing• Engaging People • Personal reasons • Shared Services• Product knowledge • Better Career options • Freeze on travel • Lower variable pay forScience & knowledge At 25% pharma showed Middle & Senior driven industry the highest attrition employees among middleInformation is sensitive management compared Setting up of Shared and can’t be lost to to other sectors Service Centers to focus competitors on core activities Organizations haveDearth of qualified, skilled recorded a decrease in Restricted travel talent pools to hire from payMost organizations are Pursuing further studies beginning to pursue HR ranks as one of the practices as a key focus highest reasons to leave 6 at the JuniorDeloitte Report on Compensation Trends 2012 Source:
    7. 7. Why look towards eLearning?
    8. 8. Learner centeredness Access Knowledge Share Knowledge Utilize KnowledgeCo-created, Self-Directed, Personalized
    9. 9. …When workforce is dispersed• Real Time Product Knowledge• Higher retention of content compared to classroom training#• Accessibility (flexi time)• Caters to Different Learning Needs and Types of Learners• Cost-Effectiveness (lower costs)• Improved Return on Investment (easy to measure)• Training mandays & coverage
    10. 10. Online learning
    11. 11. # Online Learning Found More Effective in US Department ofEducation Analysis “Students who took all or part of their “Students who took all or part of their class online performed better, on average, class online performed better, on average, than those taking the same course through than those taking the same course through traditional face-to-face instruction” traditional face-to-face instruction” •Online-only learners scored 9% higher on •Online-only learners scored 9% higher on tests tests • 99 studies done between 1996- • 99 studies done between 1996- 2008 were included in the analysis 2008 were included in the analysis • Study groups ranged in size from • Study groups ranged in size from 16 students to 1,857 16 students to 1,857 • 50/50 split between college and • 50/50 split between college and post-graduate adults post-graduate adults
    12. 12. How do I make it work? 12
    13. 13. Strategic e-Learning Continuum Program SUCCESS? Measurement and Program Management Strategies and Tactics Program Goals and Objectives Organizational Variables / Learning Culture
    14. 14. Organizational Variables / Learning CulturePossible cultural barriers and facilitators that couldimpact eLearning in your Organization: – Senior Management Support – Leadership and Management Style – Emerging Business Realities – Budget Priorities – Communication Practices and Information Flow – Self-paced Learning Readiness
    15. 15. Program Goals and Objectives Why are Program Goals so Vital?Program Goals are a vital component ofimplementation because they –• Set the direction and keep everyone of track• Engage stakeholders in identifying performancemetrics• Establish the connection between learning andbusiness results• Provide the basis for measuring the value of your e-learning
    16. 16. Strategies & Tactics - PlanningEvery good road trip begins with a map in hand.24x7 Learning provides an Implementation Planning Guide andSample Project Plan to help coordinate your overall e-Learningstrategy.To build a solid Project Plan:  Develop your project team  Partner with your 24x7 Learning Implementation Consultant  Set a project timeline  Establish technical requirements  Update project status regularly 16
    17. 17. Strategies & Tactics - Integration Make it sustainable!Look for integration opportunities such as:–Performance Appraisal Systems–Competency and Career Development–Professional Certification requirements–Urgent Critical Business Needs–Blended Learning Opportunities 17
    18. 18. Strategies & Tactics - CommunicationA Marketing Plan will include: • Activity, item or event (What?) • Purpose or intended result (Why?) • Media or distribution method (How?) • Responsibility (Who?) • Applicable dates (When?) 18
    19. 19. Strategies & Tactics – Think about itWhat are the existing or proposed initiatives in yourorganization that could be supported by e-Learning?Identify the initiative, the relevant e-Learning content and thesize of the potential audience.View these opportunities as building blocks towardachievement of your success criteria 19
    20. 20. Measurement and Program Management • Levels of Evaluation and MeasurementReaction “How I like it” Smile Sheet Routinely Done Course Evaluation FormKnowledge “What I learned” Pre-& post tests Routinely Done Pre & Mastery AssessmentsBehavior “What I do differently” Assessments Is Observed Follow-up Self & Others Evaluation FormResults Impact on Business The effect of Is valuable but Performance improved very rarely Surveys performance on done. Operational data business goals
    21. 21. Program Management - MeasurementYouve run all the reports, now what do you do withthe data?•Review with Managers•Outline cost benefits of program•Inquire about perceived utilization and on-the-job application•Facilitate discussion on future needs•Have a plan to inform stakeholders of your progress toward successcriteria and their ultimate business objectivesThe purpose of a program review is to protect the integrity of your e-Learning initiative. Use this opportunity to make something good even better!
    22. 22. Program Management - Measurement Analyze & CapitalizeLook for clues in usage and growthstatistics to identify success trends as well as hidden roadblocks 22
    23. 23. Program Management - Discussion • Road blocks you might experience Not Enough TimeNo Help CommunicationNot Relevant Fear and Anxiety 23
    24. 24. Blended Learning: A Great Mix! 24
    25. 25. What, Why, HowWhat is it? Why Blend? How do I do it?Combining various Norm for large Define target audience,learning methodologies enterprises learning goalsto achieve the samelearning goal Diverse, Large, Expand training out of dispersed workforce the “traditionalCombine eLearning with boundaries” – breaka virtual classroom, a Variety of learning free!physical classroom and a optionstele-coachingconversation “best of both” Balance the learner’s pace with the Focus is on the learning company’s needs – not on the mode of delivery 25
    26. 26. Some “real world” examples• An Indian IT Major cut down on its new project deployment program by 5 days – Series of self-paced online eLearning courses – Assessments – Online discussion forums – Classroom sessions to solve problems, share practical scenarios and work-around• An Indian Automotive giant cut down its induction program by 21 days – Before the employee started work – Classroom assessments, Certification 26
    27. 27. Some more “real world” methods• Classroom kick-off event• Customer case studies, discussed online• Online web-based test for certification• Online feedback survey from participants 27
    28. 28. Mix of blended elements as per employees age Source: Trends in Blended Learning, Via Learning
    29. 29. Benefits of Blending • Improved Learning Effectiveness • Extending the Reach • Optimizing Development Cost and Time • Optimizing Business Results • Design for Mutigenerational Learning • Integrated Design for Higher Retention
    30. 30. So you have…• Defined program goals• Identified target audience• Chosen learning content, platform• Set out metrics you plan to measureThen… 30
    31. 31. Key Steps
    32. 32. 24X7 LEARNING TEAM WILL CONSULT ON THEFOLLOWING ASPECTS
    33. 33. 24x7 Learning Pvt. Ltd Ulsoor Lakefront, Bangalore,India Phone: +91-80-4069 9100 contactus@24x7learning.com www.24x7learning.com www.learntrak.net lnkd.in/6qD2pY twitter.com/24x7learning facebook.com/24x7LearningIndia

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