EADS Learning Shared Services provides training and learning services across multiple divisions of EADS, including Airbus, Eurocopter, and Astrium. To successfully implement blended learning programs, ELS focuses on establishing standards, developing pilot programs to demonstrate value, building a process to blend different learning methods, creating a blended learning network of experts, and partnering with other departments. The road to success requires collaboration between ELS and its customers based on existing company experience and the expertise ELS can contribute.

1. Success factors for Blended Learning in
companies -
Report from the practice from EADS
Learning Shared Services
Kristy ANAMOUTOU

2. Table of Content
1 Our company
2 Our organization
3 Success factors for blended learning
4 An illustration of success
5 Conclusion
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3. Our company
Airbus Astrium ABOUT US
EADS is a global leader in aerospace, defence
and related services.
In 2009, EADS generated revenues of
€ 41.7 billion and employed a workforce of
about 118,000.
Defence & Security Eurocopter
The Group includes Airbus as the leading
manufacturer of commercial aircraft, with
Airbus Military covering tanker, transport and
mission aircraft, Eurocopter as the world's
largest helicopter supplier and EADS
Astrium, the European leader in space
programmes from Ariane to Galileo. Its
Defence & Security Division is a provider of
Military Transport Aircraft Headquarters - Innovation Works
- Others comprehensive systems solutions and makes
EADS the major partner in the Eurofighter
consortium as well as a stakeholder in the
missile systems provider MBDA.
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4. Our organization
Our mission is to deliver
customer focused, best practice,
best priced services in learning for EADS.
Learning Learning Learning
Transactions Delivery Expertise
Administration services to Logistical support to Project management,
implement and manage perform training sessions. solution design and
the training activities. specific domain
consultancy to meet new
training needs and adapt
learning programs.
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5. Success factors for Blended Learning
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The knowledge of our organization

6. Success factors for blended learning –
Knowledge of our company
EADS Innovation Works, APOSDLE “learning @ work” platform THE WAYS OF LEARNING
As a leader in aerospace and defence, our
core expertises requires specific and high
levels of training.
To cover the requirements of the business,
we sustain a close relationship with the
projects and the various experts.
Most of the units developed their own tools
to sustain their knowledge, but they also try
Eurocopter, NH90 Tiger module to organize the transfer of it internally.
To ensure right balance between the formal
and informal learning periods, ELS informs
itself constantly of the initiatives and
projects linked directly or indirectly to
learning.
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7. Success factors for blended learning –
Knowledge of our company
THE LEGACY SYSTEMS FOR LEARNING
Airbus - Structure Academy, Airbus - ICT Academy, Moodle Prior to the development of ELS, different
MOS Chorus structures managed the learning deliveries
in each division.
The blended learning offer was different
from a division to another one. It was mainly
based on the support dedicated locally to
the e-learning*.
EADS DS – MAS, SumTotal Airbus France, SAP
Despite the various LMS running in the
group, few of them supported web-based
training or the organization of virtual
classroom. Moreover, only few initiatives
with a limited scope developed those ways
of learning.
Astrium France, E-léo
During this period, the business
requirements about Blended Learning were
attached to a simple level – providing the
opportunity to the learners to experience
“online learning”.
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8. Success factors for blended learning –
Knowledge of our company
EADS DS FRANCE, Isle of security
THE FIRST PRACTICES IN BLENDED
LEARNING
Most of the blended learning offer was
built with external providers in the frame of
training programs dedicated to a specific
target population.
The blended learning happened in various
ways, it could concern the delivery
methods in used (classroom, conferences,
seminars, web-based training, coaching…)
or the full cycle of training engineering (i.e.
EADS HQ, EADS HQ, DS Germany developed a process from the
Change management e-learning Corporate Business
training needs analysis to the evaluation
Academy
phase).
Concerning the e-learning, we can notice
Eurocopter,
that we benefit from the experience of the
Vital “customer services” offer. We developed a
range of e-learning modules for our
external customers which covered our
products and services.
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9. “From the knowledge to the expertise”
In July 2007, ELS was established, after the EADS ELS’ vision
Executive Committee decision, with the
responsibility: By providing one catalog, one process and one
tool, ELS will ensure customer focused, best
•to organize and deliver training services; practice, always available and from everywhere
•to provide transparency in the HR Organization; accessible learning.
•to promote the integration of the EADS group
and; ELS’ strategy
•to bring coherence with the EADS group
strategy and HR activities. The strategy ensures that ELS will achieve its vision by:
•Concentrating on EADS’ business needs;
It is the objective of ELS to constantly reduce the •Challenging its own competitiveness compared to
cost of learning – until the most efficient market and baseline;
cost/benefit ratio is reached – while meeting the •Staying informed of legal, process, and technical
divisional training needs with high quality. innovation in learning.
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10. The expertise in learning
THE DEPLOYMENT OF STANDARDS
The development of the new group LMS
gives us the opportunity to set standards
regarding learning, specially new ways of
learning (i.e. web-based training materials).
Behind those standards, the business
objectives are to establish a technical basis
of communication between the LMS and
the future digital training materials. Also, to
guarantee that we will benefit the most
from the future training materials.
The guiding principles of those standards
are:
– Accessibility
– Adaptability
– Durability
– Interoperability
– Reusability
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11. The expertise in learning
EADS, Project Management e-learning (on the shelves solution)
THE DEVELOPMENT OF PILOTS
In order to demonstrate the added value of
the blended learning, we need to support it
by projects that have specific characteristics:
– a wide scope (quantity is important to
ensure a cost-competitive solution with
regards to the traditional training);
– a target population which is
representative of the future End-Users
of the blended learning;
EADS, Engagement Survey e-learning (tailor-made solution) – a strategic axis for the company (to
benefit from the support of the
management).
From the business side, we take the
opportunity to diversify the ways of training,
we support projects that have an impact on
the mid-term and the long-term on the ways
of working.
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12. The expertise in learning
THE PROCESS TO BLEND THE LEARNING
The pilots supported us to build a process where
we ensure to blend different learning methods to
find the best mix for the project needs.
In each phase, we identify the actors and the
deliverables needed to build a tailored project
which fit with the target audience, project’s budget
and business objectives.
ELS Learning Expert ELS Learning Expert Project team Project team
Project team ELS Learning Expert Project team ELS Transaction ELS Learning Expert
Analysis Design Production Deployment
Deployment Follow -up
Training strategy Course outlines & curricula Training materials
Training modules Updates & Maintenance
Business case Storyboard Pilot
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13. “From the expertise to the networking”
The learning expert The subject-matter expert
The learning expertise services resides in ELS and the
subject matter expertise in the divisions .
In general and very simply speaking, subject matter
expertise is what is taught and learning expertise is how it
is taught. In other words, a subject matter expert is a
person who has profound knowledge in a specific topic; a
learning expert has the ability to put together an effective
learning program from a pedagogical perspective using
exactly that knowledge of those topic experts.
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14. The networking for Blended Learning
THE BLENDED LEARNING NETWORK
The blended learning network gathers the
variety of experts, managers and persons
that have projects related to the practice of
blended learning in EADS. It’s an
international and transdivisional group that
share lessons learned
We have the opportunity to get an
understanding of the frame of actions of
each participants, but also of the possible
challenges that the projects could have.
This is the opportunity to “take the picture
of blended learning for EADS” reveals that
we delivered a wide scope of services to
different partners, such as: public
institutions, aircraft manufacturers, national
military forces…
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15. The networking for Blended Learning
THE CUSTOMER ORIENTATION
APPROACH
ELS intends to simplify the actions around
the training project. We have a dedicated
focal point for Blended Learning topic.
Also, we operate from 21 locations in
Europe to be close to our customers.
With ELS: Finance &
Controlling
You Your ELS Learning
Design
focal point
1 focal point Training
Provider
for learning Learning
Transactions
Procure-
ment
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16. The networking for Blended Learning
ASTRIUM – Knowledge management tool,
video platform to share experience
THE CONTRIBUTION TO OTHER AREAS
The blended learning projects concern a
large scope of training domains, moreover
they require a partnership with other areas
in the company (IT, Security,
Communication…). Theses partnerships
are mandatory to ensure a smooth
deployment of the future projects.
Otherwise, the opportunity to bring new
ways of learning could be the results of the
Airbus – collaboration tool, Wiki best practices or tools made by other
departments. To benefit the most of
internal initiatives, we contribute to
different working groups organized by
another HR department (Knowledge
management, Internal communication) or a
business unit (Airbus learning committee).
The state of blended learning practice in a
company is the reflection of the activities
running in the company.
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17. “From networking to knowledge “
Prior to the networks existing around blended learning
practices, EADS has founded a larger network of employees
working in the Learning & Competences areas.
Once a year, this network meets to exchange about the
important actions and trends in their respective fields.
This network facilitates the communication around blended
learning and provide us an original support to attract new
projects.
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18. An illustration of the road to success
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19. Conclusion
The road to success is a common
journey between ELS and its
customers, we base our actions on the
existing experience of the company
and the added value that our learning
expertise could bring to the business.
Given the variety and complexity of the topics that we
manage, we can’t limit our scope of actions to the
learning department. Thus, our networking activities
support us.
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