ELearning Outsourcing
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eLearning Outsourcing - Get Answers For Questions Related To eLearning Outsourcing - Why Outsource, How To Select A Vendor, How To Make It Work.

eLearning Outsourcing - Get Answers For Questions Related To eLearning Outsourcing - Why Outsource, How To Select A Vendor, How To Make It Work.

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ELearning Outsourcing Presentation Transcript

  • 1. eLearningOutsourcing
  • 2. SIGNIFICANT COST ADVANTAGESFOCUS ONSTRATEGIC SCALABILITY GOALS WHY OUTSOURCE?INCREASED BETTERRELIABILITY QUALITY REDUCED PROJECT RISK
  • 3. • Reduces fixed costs and leverages theSIGNIFICANT scalability of the service providers COST • Estimated savings between 20-40% byADVANTAGES outsourcing to India* *Source: Bersin Associates – Offshore eLearning: What Works
  • 4. • Helps your team to be scalable – on demand • Frees you from worrying about hiring,SCALABILITY retention, firing etc. • Hugely important for smaller companies • Also helps in starting projects quickly, ramping up the team much faster, and (sometimes) putting the project on hold without much additional costs
  • 5. • Brought about due to the continuous improvement as the vendor’s team handles more projects of different kindsBETTER for diverse clientsQUALITY • Helps anticipate problems in advance, troubleshoot better when needed, and also propose value added inputs based on previous experiences
  • 6. • Defining your project while getting the RFPs ready reduces the risk to a large extent as everything is captured in oneREDUCEDPROJECT document RISK • The development process is better managed by the vendor including proper documentation and pre-defined delivery / sign off process ensuring success of the project
  • 7. • With eLearning as its core business, all processes and systems of the vendor areINCREASED specifically defined and well geared up toRELIABILITY deliver eLearning products / projects • There is almost no chance of those resources being diverted to some other ‘more important’ tasks
  • 8. • Outsourcing helps bring greater focus to the core or strategic tasks of your trainingFOCUS ON function – without sacrificing quality orSTRATEGIC service GOALS • You can plan for the future of the organization; evaluate success of training programs; implement organizational cultural change plans etc. Read More
  • 9. CONTINUANCE CAPABILITY HOW TO SELECT A VENDOR? COSTS CREDIBILITY
  • 10. Review their websiteCAPABILITY
  • 11. Review their website • Not just from the design but also from the content point of view • This will give you some idea on their views and knowledge on eLearningCAPABILITY
  • 12. Review their website Check work samplesCAPABILITY
  • 13. Review their website Check work samples • Check as many samples as possible • Samples can provide insights into their expertise in learning design & developmentCAPABILITY
  • 14. Review their website Check work samples Ask for profiles of development team membersCAPABILITY
  • 15. Review their website Check work samples Ask for profiles of development team members • It is better to have employees (as against vendor’s contractors) working on your projectsCAPABILITY • For a small business you may even want to check profiles of the owners / promoters of the business
  • 16. Review their website Check work samples Ask for profiles of development team members Understand their development processesCAPABILITY
  • 17. Review their website Check work samples Ask for profiles of development team members Understand their development processesCAPABILITY • An eLearning development process should be mature & flexible enough to accommodate the iterative nature of eLearning content development
  • 18. Review their website Check work samples Ask for profiles of development team members Understand their development processesCAPABILITY Ask how many projects have they delivered
  • 19. Review their website Check work samples Ask for profiles of development team members Understand their development processesCAPABILITY Ask how many projects have they delivered • A team that has delivered large number of projects usually has richer experience to contribute to your project and can even handle unexpected situations
  • 20. Review their website Check work samples Ask for profiles of development team members Understand their development processesCAPABILITY Ask how many projects have they delivered Understand their working style
  • 21. Review their website Check work samples Ask for profiles of development team members Understand their development processesCAPABILITY Ask how many projects have they delivered Understand their working style • Know how they communicate and collaborate with clients on live projects, their office timing, team availability during emergencies, etc.
  • 22. Review their website Check work samples Ask for profiles of development team members Understand their development processesCAPABILITY Ask how many projects have they delivered Understand their working style Ask about their LMS & standards competencies
  • 23. Review their website Check work samples Ask for profiles of development team members Understand their development processesCAPABILITY Ask how many projects have they delivered Understand their working style Ask about their LMS & standards competencies • Check the different LMS systems have they integrated courses with and how they test and certify compliance
  • 24. Review their website Check work samples Ask for profiles of development team members Understand their development processesCAPABILITY Ask how many projects have they delivered Understand their working style Ask about their LMS & standards competencies Enquire about what all they would NOT DO
  • 25. Check how long have they been in businessCREDIBILITY
  • 26. Check how long have they been in business • Do a financial review to be absolutely sure that the company is profitable and hence stable • In today’s economic scenario, anyone who hasCREDIBILITY survived 4-5 years should be reasonably stable
  • 27. Check how long have they been in business Speak with some of their long-term customersCREDIBILITY
  • 28. Check how long have they been in business Speak with some of their long-term customersCREDIBILITY • This should tell you a lot about how well the vendor manages its customers in the long run • It will also tell you if they have been able to deliver value over that period of time
  • 29. Check how long have they been in business Speak with some of their long-term customersCREDIBILITY Enquire for ‘proof of concept’ project
  • 30. Check how long have they been in business Speak with some of their long-term customersCREDIBILITY Enquire for ‘proof of concept’ project • This helps in eliminating the wrong vendors who might be looking alright otherwise
  • 31. Check how long have they been in business Speak with some of their long-term customersCREDIBILITY Enquire for ‘proof of concept’ project Check for awards or any other recognition
  • 32. Check how long have they been in business Speak with some of their long-term customersCREDIBILITY Enquire for ‘proof of concept’ project Check for awards or any other recognition • Winning some recognition always adds to the credibility
  • 33. Look for the cost to quality ratioCOSTS
  • 34. Look for the cost to quality ratio •‘Cheaper the better’ is not always the best philosophyCOSTSCOSTS
  • 35. Look for the cost to quality ratioCOSTS Ask for actual costs of the past samplesCOSTS
  • 36. Look for the cost to quality ratioCOSTS Ask for actual costs of the past samplesCOSTS • Most often you would be told of costs in units of ‘dollar per learning hour’ • Bring down the parameters to be able to compare apples with apples
  • 37. Look for the cost to quality ratioCOSTS Ask for actual costs of the past samplesCOSTS Ask for a quote from competing vendors
  • 38. Look for the cost to quality ratioCOSTS Ask for actual costs of the past samplesCOSTS Ask for a quote from competing vendors • Provide scope of work and point to a reference output and ask the competing vendors to quote on that basis
  • 39. Check if the vendor can growCONTINUANCE
  • 40. Check if the vendor can growCONTINUANCE • In terms of volume of work if you wish to increase business with them
  • 41. Check if the vendor can growCONTINUANCE Ask how they keep up with latest trends
  • 42. Check if the vendor can growCONTINUANCE Ask how they keep up with latest trends • Look out for some signs of continuous improvement or innovation setup within the company Read More
  • 43. DEFINE THINK LONG CLEAR TERM OBJECTIVES HOW TO MAKE IT WORK DEFINE AND FOLLOWMEASURE PROCESSQUALITY GET THE COMMUNICA -TION RIGHT
  • 44. Use well defined Statements of Work DEFINE CLEAROBJECTIVES
  • 45. Use well defined Statements of Work Define the ‘level’ of output by using reference DEFINE of previous projects (your or vendor’s) CLEAROBJECTIVES
  • 46. Use well defined Statements of Work Define the ‘level’ of output by using reference DEFINE of previous projects (your or vendor’s) CLEAROBJECTIVES Study and understand the Project Scope Documents and Design Documents
  • 47. Use well defined Statements of Work Define the ‘level’ of output by using reference DEFINE of previous projects (your or vendor’s) CLEAROBJECTIVES Study and understand the Project Scope Documents and Design Documents Include any specific goals your senior management has from the program
  • 48. Allow the vendor to conform to the set processes and modelsFOLLOWPROCESS
  • 49. Allow the vendor to conform to the set processes and models Emulate the set processes and models yourselfFOLLOWPROCESS
  • 50. Allow the vendor to conform to the set processes and models Emulate the set processes and models yourselfFOLLOWPROCESS Understand your role in the project process
  • 51. Allow the vendor to conform to the set processes and models Emulate the set processes and models yourselfFOLLOWPROCESS Understand your role in the project process Follow each step of the process
  • 52. Allow the vendor to conform to the set processes and models Emulate the set processes and models yourselfFOLLOWPROCESS Understand your role in the project process Follow each step of the process Graduate to the next stage only after completing the previous one
  • 53. Setup proper communication channels and keep them open GET THECOMMUNICATION RIGHT
  • 54. Setup proper communication channels and keep them open Create an environment of confidence & trust GET THECOMMUNICATION RIGHT
  • 55. Setup proper communication channels and keep them open Create an environment of confidence & trust GET THE Brainstorm on new ideas that emerge duringCOMMUNICATION the process RIGHT
  • 56. Setup proper communication channels and keep them open Create an environment of confidence & trust GET THE Brainstorm on new ideas that emerge duringCOMMUNICATION the process RIGHT Provide constructive feedback whenever there’s an opportunity
  • 57. Setup proper communication channels and keep them open Create an environment of confidence & trust GET THE Brainstorm on new ideas that emerge duringCOMMUNICATION the process RIGHT Provide constructive feedback whenever there’s an opportunity Iron out any persistent issues in the processes or otherwise
  • 58. Understand your team’s and management’s collective expectation about quality DEFINE &MEASUREQUALITY
  • 59. Understand your team’s and management’s collective expectation about quality DEFINE Ensure that your vendor knows and & understands it clearly tooMEASUREQUALITY
  • 60. Understand your team’s and management’s collective expectation about quality DEFINE Ensure that your vendor knows and & understands it clearly tooMEASUREQUALITY Define the quality assessment criteria for a program
  • 61. Understand your team’s and management’s collective expectation about quality DEFINE Ensure that your vendor knows and & understands it clearly tooMEASUREQUALITY Define the quality assessment criteria for a program Approve checklists that the vendor will be using for testing
  • 62. Think of your vendor as a possible long term partner from the very beginning THINKLONG TERM
  • 63. Think of your vendor as a possible long term partner from the very beginning Invest in building their understanding of your organization THINKLONG TERM
  • 64. Think of your vendor as a possible long term partner from the very beginning Invest in building their understanding of your organization THINK Clear define the short term and long termLONG TERM goals from the vendor
  • 65. Think of your vendor as a possible long term partner from the very beginning Invest in building their understanding of your organization THINK Clear define the short term and long termLONG TERM goals from the vendor Think business performance improvement & strategic capability building beyond cost savings
  • 66. Think of your vendor as a possible long term partner from the very beginning Invest in building their understanding of your organization THINK Clear define the short term and long termLONG TERM goals from the vendor Think business performance improvement & strategic capability building beyond cost savings Don’t splurge but be ready to pay for experience and expertise Read More
  • 67. Upside Learning Solutions Pvt. Ltd www.upsidelearning.com Email : info@upsidelearning.com