Authors: Short, H., and Greener, S. Reference number: 130
Date of publication: 2014 Key findings
E-learning has a number of advantages over traditional delivery for workplace training including being more flexible and allowing savings in time, money, and travel. E-learning also removes the scheduling and funding constraints that hinder training in small and medium-sized enterprises (SMEs). However, much workplace e-learning provision does not align with organisational goals and individual needs; rather it focuses on technology and generally delivers low-quality, badly designed training that does not achieve its goals.
Many of the problems associated with workplace e-learning stem from the fact that in the main these courses are attempting to replicate traditional delivery in online environments. This is not a good use of the technologies. And it shifts the problems associated with traditional delivery such as poor pedagogies, a lack of learner engagement and accessibility into e-learning environments.
Most employers have a negative view of e-learning’s effectiveness and prefer traditional delivery. But nearly all employers think that e-learning is most effective when it is combined with traditional delivery in a blended approach. This appears to be the case in practice as well with little sole e-learning approaches occurring outside of compliance and induction training. Despite this support it is unclear what the most effective integration mechanisms and approaches are to support learning environments that improve on approaches that only incorporate traditional delivery or e-learning.
Some research suggests that informal learning supported by e-learning is more important than formal learning. It is becoming apparent that the really important relationships and interactions in workplace e-learning environments are between people not between individuals and technology. In an e-learning context these relationships can be formalised through communities of practice which are particularly useful for SME employees who often lack sufficient numbers of co-workers to share ideas, knowledge, and resources with.
E-learning has had a greater impact in larger companies than SMEs where it is hindered by the available technologies and the attitudes of owners and their employees. Even where there are clear advantages for SMEs in introducing e-learning such as overcoming infrastructure constraints and training remote workforces the costs may be prohibitive.
Recent surveys suggest only about a tenth to a third of employees actually complete their e-learning courses. This low figure is largely attributed to employees’ reluctance to complete training on their own time and/or at home. However, learner motivation is critical. And these low completion rates could also be due to the content which mainly relates to refresher training and where there may be a higher expectation that employees will drop out. Learner support is also critical in improving learner outcomes in workplace e-learning environments.
E-learning
Author: Teasdale, R. Reference number: 139 Year of publication: 2013 Introduction
Organisations need to consider three things when introducing e-learning: the type of Learning Management System (LMS) to be used; the tools used to develop the materials; and that learners will have access to a suitable internet-enabled device.
Key findings
Deciding what content to develop first is essential and this can be established through focus groups. Because e-learning is delivered remotely it is really important that organisations determine their learning objectives, identify what they really want employees to be able to do following the training, and understand their audience and what motivates them.
E-learning should be part of a blended approach where some traditional delivery components are retained. When considering whether e-learning is the appropriate solution organisations need to consider the following questions:
1) Is it cost effective? 2) Is the content suitable?
3) Does it fit the audience profile? 4) Can it be implemented effectively? 5) Is it feasible to produce?
Some of the common benefits of e-learning are: reduction in travel costs; the marginal cost of delivery post development (in short it can be delivered to as many people and reused as many times as necessary); less employee time off-job; delivery of more consistent learning, and it is easier to assess, schedule, and track training.
However, there are also caveats that organisations need to be aware of: it must be well-designed to be effective; it requires new skills in the teams charged with developing and delivering it; and there needs to be an avoidance of the overuse of technical jargon.
The author recommends the following for organisations commencing their e-learning journey: • think return on investment from the start
• get buy-in from senior management and leadership teams
• build a support network to assist and encourage the organisation’s e-learning development • careful selection of vendors/suppliers carefully especially the LMS ones and any consultants
hired
• allow for ‘slippage’ in project timelines and budgets
• develop good relationships with IT and graphics staff and/or departments • document decisions
• collect stories to support the development of scenarios whether they are developed and designed in-house or externally.