Business Case of e-Learning: Webinar Slides


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A digital learning strategy makes a significant and positive impact on organizations, learners, and patients. Learning management systems empower organizations to deploy educational programs, develop competencies, and apply accreditations.

In this webinar we covered best practices when considering moving from classroom-based training to online delivery. This includes the needs of your audience, content creation, delivery, post training data collection, and learning analytics insights.

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  • Today’s webinar is sponsored by Lambda Solutions
  • My name is Jim Yupangco, VP of Customer Experience at Lambda Solutions, and I will be your presenter today
  • In today’s webinar we will
    briefly introduce you to Lambda Solutions
  • Lambda Solutions is Moodle Partner as well as a Totara Solutions Partner. We have been working with Moodle since 2003.
    We continue to contribute to the Moodle community through our monthly HOW TO webinars.
    We offer services in and around Moodle and Totara, such as Managed Hosting, Application Support, and custom development and integration with other systems like HR and information management systems.
  • These are just some of our clients in the healthcare, corporate, government, and academic organizations
  • Some of the challenges that face educators, businesses and learners
  • improved training costs.  Producing learning content is time consuming whether it’s online or not.  With e-learning, each time the course is accessed your return on investment improves because you are dividing the fixed production costs by number of uses.  You also have savings through decreased travel, reduced material, and hopefully improved (and more efficient) performance.
    Decreased material costs.  Let’s say you have to train how to arrange equipment in a sterile environment like an operating room.  If you had to use the real environment, it would be costly.  Even setting up a fake environment has material costs and labor.  By creating the environment online and letting the learner practice, you never have to worry about the costs associated with set up, use, and clean up.
    Increased productivity.  Because e-learning is not bound by geography or time, you can control training’s impact on production by training people during down times.  In addition, with the current economy, you’re asking people to do more with less.  So e-learning is a great way to give them the tools and skills needed to enhance their performance.
    Standardization.  You may have a great facilitator, but that’s no guarantee that the courses are presented the same across sessions.  Elearning allows you to create a standardized process and consistency in the delivery of content.  It also compresses delivery time.  I’ve combined elearning courses with facilitated sessions.  Elearning delivered consistent content.  Live sessions were interactive case studies that applied the information. - - no guarantee that the courses are presented the same across sessions
  • Encourages passive learning
    Depending on the level of interaction in the classroom setting, shy students may be allowed to attend classes without providing alternative ways to communicate ideas. Forcing students to learn by vocal exchange with a professor may limit their ability to learn.

    Diagram of Learning Pyramid according to David Sousa’s book, How the Brain Learns (2006). While the veracity of this model remains debatable, it represents a fundamental truth recognized by many instructors/teachers: active forms of learning are better than passive ones.

    According to the model proposed by Sousa the retention rate of traditional passive modes of instruction are:
    Lecture 5%
    Reading 10%
    Audio-Visual – 20%
    Demonstration – 30%
    While Team & active forms of learner engagement yield better results
    discussion group – 50%
    Practice by Doing – 75%
    Teach others/Immediate Use – 90%
  • not supportive of learning differences between students

    Ignore individual learning differences between students
    Classrooms environments tend to group students together in large number often making it difficult for instructors to isolate learning deficiencies and provide the necessary close attention that individuals may need to learn. Online classes allow for a more individual perspective from the professors standpoint due to most of the communication being easily handled through email and chat.

  • Neglect problem solving, critical thinking, and higher order learning skills
    The classroom setting can also hinder ones ability to learn by allowing other, more vocal, students to dominate the bulk of the discussion environments. Quieter personalities are limited in their communication options for exchanging ideas and information.

  • social media has contributed to new modes of communication. It continues to influence our culture and how we engage in the workplace and in our relationships with customers. Social media has also transformed how we learn and has expanded the four walls of the classroom to span the globe.
  • Social learning has driven the evolution of virtual learning environment (VLE) constructs consisting of, for example, resource building tools, peer-to-peer collaboration, web identity componentA virtual learning environment (VLE) is a software system designed to help teachers by facilitating the management of educational courses for their students, especially by helping teachers and learners with course administration. The system can often track the learners' progress, which can be monitored by both teachers and learners. While frequently thought of as primarily tools for distance education, they are most often used to supplement the face-2-face classroom.Shift from a CONTENT CENTRIC delivery of learning to a LEARNER CENTRIC model wherein the learner is able to construct his learning
  • the “course” may look fairly simple. A table of contents, back and forth buttons, a few questions and a summary page, and various media elements (e.g. audio voice-over, drag-and-drop interaction, etc.) are common elements of the vast majority of content on the market. Development challenges – creation of elearning courseware requires input and coordination of multiple people: instructional designers coordinating with one or more subject matter experts, media designers, and any number of people to review and approve the final deliverable.Deployment – it is safe to assume that as we deploy eLearning courseware we’d want to track the delivery to the learning population; we can’t continue the misconception that if “we build it, they will come”; posting it on a site somewhere does not give you the ability to gather the metrics of usage, efficacy and performance. In other words you’ll need a system to help do the technical tasks of gathering this data; you’ll need a learning management system (LMS). It sounds so simple, but consider this: 100 users wanting to take a course posted on the LMS, there is that communication between the learner’s desktop and the LMS. Logistically even this small user sample some challenges such as security, technical support, and usability issues.Now let’s switch our focus on the organization: training and development will be required of personnel to address the issues noted above, plus the internal infrastructure required to manage the LMS, etc.
  • Given all the challenges learners are faced both professionally, personally and socially, compounded with the challenges eLearning itself poses, where do we begin?This is where strategy, eLearning strategy, makes sense. An elearning strategy puts together the WHY, WHAT and HOW of implementing elearning into your organization.Strategy requires long-term view. It represents the desired state that will always evolve and never be accomplished. We also need to understand that while the results may not be immediately measurable, the fact that we are progressing in the direction our strategy prescribes is always a good thing.A solid eLearning Strategy of course is not the END goal of your initiative, you still have to deliver; strategy and results are inseparable. While the elearning strategy is “owned” by those who set out the strategy, it is done in partnership with the client, be it a business unit executive or the CEO. Therefore the criteria for success must collaboratively be defined by all stakeholders.
  • • Aligning learning strategy goals with organizational and departmental goals.• Ensuring the support of executive leadership and acceptance of the strategy by contributors and users.• Determining baseline technology requirements and capacity to support the learning and e-Learning strategy.• Partnering with the internal training professionals in creating a plan for roll-out and implementation.• Devising a methodology to evaluate and measure results.
  • In order to link the e-learning goals with business goals, you must first look at your business goals. It is probable that your organization is dealing with one ormore of these pressures:· Global employees· Global competition· Speed to market with new products· An effort to implement cost savings· The exponential rate of change in technology· Demand for exemplary customer care· Demand for high quality goods and servicesIt is important to keep in mind that e-learning is not an absolute solution. Elearning should be integrated into ongoing training programs and should be viewed as a supplement to face-to-face instruction, called blended learning.
  • E-learning programs require significant resources for development and support and the cooperation of several departments within the organization. If the support from top management isn’t there, it needs to be developed. Aligning your elearning strategy with business goals can be an important first step in gaining support from top management.Do your homework to ensure that the development of the e-learning program isn’t sabotaged. Prepare a project plan that includes a budget and a schedule, as well as any unusual resource needs and the assumptions that were used to develop the plan.
  • In the past it has always been apparent that development and implementation of a learning strategyis established largely through a push from the top down, rather than from a user-focused, bottom-up approach. The reason for the top-down push has been for cost reduction, human capitalrealignment within the organization, large technology purchases, or to capture knowledge and informationbefore it leaves the organization. Any learning and performance systems approach will beginto show significant return on value when the process is user-focused.The job roles and functions of individuals and groups within the organization drive this approach.Learning and performance content developed from the users will have a significant impact on howwork, and workers, are perceived and valued in the decisions they make and their role in the organization.This focus is directly associated with involving people from across the organization in developingthe learning strategy.
  • WORK WITH IT TO DEVELOP UNDERSTANDING OF BASELINE TECHNOLOGIESThere are two environments that you need to gather information aboutOne is the authoring environment, or the hardware and software that is required to create the e-learning course. Before selecting an authoring software, check with your IT department to make certain that it is consistent with company standards, such as programming language, and browsers and plug-ins that are supported.Will the purchase of this software require the upgrading of the computer systems that your training developers currently use?The other environment is the delivery environment—the hardware and software that is needed to actually take an online course. Some of the issues to consider are:· What are the minimum system requirements of the viewing equipment?· What are the hardware and software platform requirements?· What browsers will be used? Will there be multiple versions and which ones will be supported?· Will any type of plug-ins be required, and if so, how will users obtain the plug-ins?These are just some of the issues that you will need to make decisions about before you can move ahead with implementing an e-learning program.WORK WITH YOUR IT DEPARTMENT TO ESTABLISH STANDARDS FOR WORKING TOGETHERIt is critical to include IT at early stage in the development of the strategy. Partner with them to determine their capacity to support the initiative such as:· Software installation· Server space· Customization· Application development· Maintenance· Ongoing support – HELP DESK. Integration with other systemsCREATE A PLAN TO HELP YOUR TRAINING DEPARTMENT HANDLE THE CHANGEWhen delivering e-learning courses, the locus of control shifts from the instructor to the learners. Training departments that are converting from instructor-led courses to interactive online courses will face the following issues:· Level of effort. If the online course is truly a student-centered learning event, rather than a form of teaching media, it will take more time on the part of the trainer. There will be e-mail messages from students to answer on a regular basis and the course may need to be monitored in order to encourage all of the learners to participate.· Role shift. The trainers will need to become comfortable making the shift from being the expert or the "sage on the stage" to facilitating the learning process or being the "guide on the side." Instead of relying on lectures, trainers will need to provide examples, demonstrations, and written materials.· New techniques and instruction methods. A powerful instructional method is the asynchronous discussion. Asynchronous discussions between teachers and learners take place intermittently, not simultaneously, through links to HTML content or email, news, or discussion groups.Instructors need to provide insight, motivate learners, summarize discussions, keep the discussion on track, and coach learners.· Evaluation tools. While many online courses include standard tests, these tests do not show if a participant has integrated the concepts and skills and is using this new knowledge on the job. If you require special projects to show this level of learning or enhanced performance, your trainers will need to provide facilitator support during the project, and assessment and feedback when the project is complete.
  • Ask management what measurements they expect before you expend a lot ofresources collecting evaluative data. Some management teams expect very littlein terms of metrics. This may be especially true for management teams thatvalue education and training, because they feel that what is important isproviding training opportunities for employees and they are not as concernedabout results. Be aware that this attitude can change with the addition of newmembers to the management team, changes in the financial position of theorganization, or any number of other business factors, and be prepared toestablish measurements very quickly.If you decide to measure results, think about the current methods that you areusing to measure training results. If you are currently using participantevaluations or standardized tests to measure training results, these methods areeasily incorporated in e-learning programs. Some training departments measurethe number of hours of training that each employee receives and report thatmetric to management. One of the problems with using such a metric is thatwhen e-learning is introduced, the number of hours of training per employee islikely to go down. Unfortunately, that may lead some managers to believe thatthe training department can be streamlined, when in actuality trainers arespending more time per program than they did when the course was deliveredusing conventional methods.
  • Marketing includes introducing the e-learning program, promoting it, and maintaining and increasing usage over time. Some ways to accomplish the marketing of your e-learning program include:· Integrating e-learning programs into new employee orientation programs· Incorporating e-learning programs into employee development plans and performance improvement initiatives. - Educating managers and supervisors about the program and how they can incorporate it in employee development and performance improvement.· Using e-mail to promote e-learning and its benefits by promoting specific courses and providing information about the benefits of e-learning programs.· Providing for recognition of employees who take e-learning courses.· Evaluating your e-learning programs so that you can improve the areas that are weak.
  • Business Case of e-Learning: Webinar Slides

    1. 1. The Business of E-learning Creating a business case for E-learning
    2. 2. sponsored by
    3. 3. presenter Jim Yupangco VP, Customer Experience
    4. 4. overview  about Lambda Solutions  landscape challenges  eLearning challenges  importance of strategy  eLearning strategy key elements
    5. 5. about Lambda Solutions  working with Moodle since 2003  develop and contribute to the Moodle community  150+ Moodle installations hosted & supported  managed hosting, application support, custom development & integration
    6. 6. our clients
    7. 7. background: landscape challenges 1. accessibility issues 2. content delivery & management 3. limitations of the classroom 4. social shift
    8. 8. challenge 1: accessibility issues  persons with disabilities  those living in remote areas or with transportation issues  professional and/or personal constraints
    9. 9. challenge 2: content delivery & management  administration cost  material costs associated with set-up, use and cleanup  inconsistent delivery
    10. 10. challenge 3: limitations of classroom active passive encourages passive learning Lecture Reading Audio-Visual Demonstration Discussion Group Practice by Doing Teach others/Immediate Use 5% 10% 20% 30% 50% 75% 90% *Adapted from National Training Laboratories. Bethel, Maine
    11. 11. challenge 3: limitations of classroom not supportive of differences in learning styles
    12. 12. challenge 3: limitations of classroom not supportive of problem solving, critical thinking and higher order learning skills
    13. 13. challenge 4: social shift
    14. 14. challenge 4: social shift VLE Resource Building Peer2Peer Collaboration Web Presence & Identity
    15. 15. challenges of eLearning “so simple yet so complicated”  development – requires multi-party input and coordination  deployment – involves human and technical infrastructures
    16. 16. where do we begin?  eLearning a component of learning strategy  strategy is key  long-term view  measure success
    17. 17. eLearning strategy key elements  initiative and vision  executive leadership expectations  user needs at all levels of the organization  required technology and support infrastructure  measurement of results  rollout plan
    18. 18. initiative and vision  link elearning goals with business goals – add value or cost?  create programs tied to business problems and opportunities
    19. 19. support from leadership  aligning your eLearning strategy with business goals is the important first step in gaining support from the top
    20. 20. user needs  Build learning and performance systems that are user-focused  select key people from across the organization  extract needs, pain areas and tasks
    21. 21. technology & support infrastructure  work with IT to...  develop understanding of baseline technologies: authoring and delivery  establish standards for collaboration  create a plan to help training department transition
    22. 22. measurement of results  ask management what measurements they expect  Consider current methods used to measure training results – testing, per # hours  Measure business results such as shortening of productivity or increased productivity
    23. 23. rollout plan  first course(s) to be converted must be successful  what is the state of the content  what size is the intended audience  what is the technical literacy of the audience  marketing should also be part of your plan  integrate into on-boarding programs  incorporate into employee dev. plans and performance improvement
    24. 24. upcoming webinars  Designing Engaging Interactive Online Learning for Adults  Thursday, September 19, 11:00 am -12.00 pm PDT.
    25. 25. about this presentation For more information visit