The e-Learning revolution is gaining momentum and will soon be impacting the way individuals acquire or reinforce important job skills and talents. Currently most organizations do not have a formal performance learning system but that will change. The fast changing “world of work” directly impacts job performance demands and workers that take a more self-directed approach to performance learning will be more “ready” to respond than those that simple wait for instructions to learn a new task, process or system.
What is e-Learning?
E-Learning, in short, is instruction that is delivered electronically. The term e-Learning groups together education, training and structured information delivered by computers, through the Internet or from the hard drive of the computer—or an organization’s network. Education, training and structured information overlap and are all part of e-Learning.
Approaches such as computer-based training, Web-based training, electronic performance support systems and video conferencing have been collectively called many things. Over the last few years, you have heard terms like “knowledge media”, “technology-assisted learning”, “technology-based training” and the term “CBT”, which has been used to cover all or most of the so-called ‘new’ technologies. Another term, actually a more accurate one, but a little academic, is “computer-mediated” learning. The term that seems to cover all the alternative approaches best is “electronic learning—or e-Learning”. This e-word is a sibling and probably derivative of its’ big brother—e-business. Like e-business, e-Learning exploits the technology of the World Wide Web. e-Learning is not, however, restricted to the Web. It also includes training delivered via stand-alone computers—CBT for instance.
Economic Dimension
e-Learning has always offered a compelling value proposition. But in recent weeks it’s become even more powerful. Because of the recent economic downturn coupled with the terrorist attacks in the US, fewer people are inclined to travel for business. This improves the outlook for an industry that enables people to collaborate, communicate and learn without ever leaving their offices.
New demands in organizations are increasing the interest in e-Learning on a daily basis. The convenience for users of learning at their own pace at their own place, and the engaging nature of the multimedia now used in delivery are big advantages. Corporate revenues are down and training seems to be an easy place to cut when times get desperate.
While they represent a significant initial investment, Learning Management Systems offer the promise of reduced administrative headcount required to manage an organization’s training, resources and records. Increased use of e-Learning courses eliminates the overhead cost of hiring instructors to deliver classroom training. While the initial cost of developing e-Learning is considerably higher than developing the same content for instructor-led training, the savings realized in online delivery quickly make up for the difference.
Additionally, with unemployment at the highest it has been in over a decade, there are more people that want up-skilling. Large layoffs have resulted in organizations trying to produce the same products and services with less human resource – some see training as the “silver bullet” in that difficult equation. But of course, in those situations, an organization cannot afford for key employees to be away in classroom training for three days, so e-Learning appears even more attractive. And Outplacement Agencies are tapping into e-Learning to increase the skillsets of their candidates.
Think like a CEO – It’s good for learning
e-Learning should be more about the learning than the “e.” That’s why global companies like Lockheed Martin are developing fresh, CEO-like approaches to their return on investment in e-Learning, analyzing return on their existing investments in real people – not their anticipated investment in training technology. Some are calling this strategy Human Capital Management (HCM).
HCM, which also encompasses recruiting and compensation, is a $150 billion industry in the Unites States alone, according to research by First Union Equity. When maintaining an HCM focus, companies don’t make their e-Learning initiatives conform to technology. Rather, their technology investments emerge organically from a plan to strategically develop and manage their employees’ skills, knowledge and abilities in line with strategic corporate goals.
Lockheed Martin epitomizes HCM’s potential. Last year the company faced the task of developing a global e-Learning strategy maximizing the workforce assets of 45 separate divisions. Instead of shopping for technology, Lockheed inventoried its intellectual assets, examined its existing learning processes, and outlined desired outcomes. From this effort grew a plan to make exiting learning initiatives work better and faster, and to introduce some carefully targeted new ones. At that point, the company forced 35 hungry technology vendors to conform to Lockheed, not the other way around. As a result, Lockheed has produced a model, blended e-Learning program yielding an impressive return on its investment in intellectual capital.
In this session, Lockheed’s chief learning officer will share secrets of the company’s e-Learning success and lessons learned. Attendees will learn the fundamental tenets of Human Capital Management, plus how to:
- increase enterprise productivity;
- evaluate learning technology against HCM principles;
- focus productivity on desired business outcomes;
- capture and manage intellectual capital;
- save money by extending existing investments; and
- achieve ROI to sell back to the CEO.
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