HMCS Max Bernays Pre-Deployment Brief (May 2024).pptx
Presentation
1. Elizabeth Y. Harris
Colorado State University Global
Org 579: Capstone: Organizational Leadership
Jeffrey Zacko-Smith, B.A., M.P.A., Ed.D
October 30, 2020
2. Outline of Industry Problem
Summary Background Argument Surrounding the Issue
Recommendations made to the Organization
Conclusion
3. Problem:
In a Post COVID-19 Era What happens if companies fail to adopt a form of eLearning as a
standard practice for corporate training?
Purpose:
The purpose of this study is to identify the best course of action a company could take in order to
implement eLearning as a primary method to develop its employees in a Post Covid-19 Era
(Kimiloglu et al., 2017, p. 343)
4. Previous Studies only Reviewed perceptions & Advantages and Disadvantages
to eLearning
COVID-19 Pandemic highlights the issue
Current Perceptions regarding eLearning are low
Using the Theoretical Framework of Connectivism
(Kimiloglu et al., 2017, p. 343)
5. Establishing an Effective eLearning strategy
How the organization plans to facilitate learning
Details the learning strategy
Performance functions of each organization
Using Change Management to Implement eLearning
Practical Implementation using a top-down method
Increases rate of employee acceptance
(Macpherson et al., 2005, p. 38)
6. Flexible Training to Adapt to the Needs of the Organization
Adaptable to all Learning Styles
Include Various Learning methods including
Video Gamification, Animation
Significant Contributor to Learning Enhancement
(Gavril et al., 2017, p. 403)
7. As Companies evolve eLearning grows in popularity
Companies need to adopt eLearning to remain competitive
Involves a shift in perceptions regarding eLearning
Speed of the COVID-19 Situation requires companies to fill in gaps
Courses of action allow for Companies to Revise their Strategy
Opportunities available for Companies to Expand to solve Problems & Expand into Corporate
Social Responsibility & Eco Leadership
8. Conkova, M. (2013). Analysis of Perceptions of Conventional and E-Learning Education in Corporate Training. Journal of
Competitiveness, 5(4), 73–97. https://doi.org/10.7441/joc.2013.04.05
Ellis, P., & Kuznia, K. (2014). Corporate E-Learning Impact on Employees. GLOBAL JOURNAL OF BUSINESS RESEARCH, 8(4), 1–
15. http://www.theibfr2.com/RePEc/ibf/gjbres/gjbr-v8n4-2014/GJBR-V8N4-2014.pdf#page=3
Gavril, R. M., Kiehne, J., Hell, C. R., & Kirschner, C. (2017). Impact assessment on the performance of e-learning in corporate training
programs in the context of globalization. Proceedings of the International Conference on Business Excellence, 11(1), 398–
410. https://doi.org/10.1515/picbe-2017-0043
Kimiloglu, H., Ozturan, M., & Kutlu, B. (2017). Perceptions about and attitude toward the usage of e-learning in corporate training.
Computers in Human Behavior, 72, 339–349. https://doi.org/10.1016/j.chb.2017.02.062
9. Macpherson, A., Elliot, M., Harris, I., & Homan, G. (2004). E-learning: reflections and evaluation of corporate
programmes. Human Resource Development International, 7(3), 295–313.
https://doi.org/10.1080/13678860310001630638
Macpherson, A., Homan, G., & Wilkinson, K. (2005). The implementation and use of e‐learning in the corporate
university. Journal of Workplace Learning, 17(1/2), 33–48. https://doi.org/10.1108/13665620510574441
Moore, K., Hanfland, F., Shank, P., Young, L., Dublin, L., Watkins, R., & Corry, M. (2007). The eLearning Guild’s
handbook of e-learning strategy [E-book]. The eLearning Guild. http://theelearningcoach.com/wp-
content/uploads/downloads/2010/06/strategy_ebook.pdf