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Online Program StrategyJoseph P. Novosel California State University Hayward CSUH EDU-6701 – Online Teaching & Learning Abstract My goal in this paper is to lay forth a plan that will move my company (The Good Guys) forward to the next level in using technology to drive learning. What we currently have I call a “pull” model. We offer a range of company information about human resources, store operations, merchandising and training on the web. If you want the information, you simply “pull” it down. My goal is to move to a “push/pull” model where learning is also assigned, based on the learner’s assessed knowledge and skill level to maximize attainment of company goals and strategies. I believe that this can best be achieved by partnering with an e-learning vendor that will provide an e-learning administration platform, develop custom content for each basic type of class to be used (including appropriate assessment tools), provide authoring tools allowing self-publishing and re-purposing of content and advise on the most effective methods of using learning technology to drive company strategy. Vision (Introduction) The goal in moving Good Guys to a fully administered online learning program is to increase training effective (as measured by increased sales and margin, and reduced employee turnover) without initially raising the cost of training significantly. This will be achieved through a “blended” solution that implements an e-learning strategy to augment our instructor-led training and vendor training programs with the goal of creating synergies. Strategy (Key Elements)This blended training solution will be implemented in four phases that would include: · Implementation of a Learning Management System (LMS) to assign curriculum by a variety of metrics, such as by job description, geographical location (company region), store location or time in the job or in the company. The LMS will also automate the tracking of completion of online courses, attendance in Instructor Led Training (ILT) or in company vendor training events. In addition, it will track how well the learner did in all of them. Another function of the LMS will be to align assign curriculum to the attainment of required job skills creating a career-focused growth path for the learner. The system would provide extensive reporting functionality to support all training initiatives, including enrollment tracking and roster generation for ILT classes. · Current instructor led training (ILT) courses will be redesigned to focus more on putting knowledge into actions by teaching the learner how to translate knowledge into behavior. This will be achieved through extensive roll-play and simulation, in addition to live coaching sessions. · Asynchronous online training will be implemented through a Learning Content Management System (LCMS). The LCMS is a learning content repository where we will store a combination of courseware. Some custom content will be commissioned to form templates for later course development. The training department through the use of authoring tools and these templates provided by our e-learning vendor/partner will develop the majority of the content. Additionally, we will purchase so called “3rd Party” off-the-shelf e-learning courses (such as management training curriculum developed by are current training partner The Gallop Organization)[i]. This would lead to a consistent approach to managing by casting people to their talents. · In a later phase of implementation, synchronous online learning (live training classes delivered over the web) will be added. They will also be administered by the LCMS, but the barriers to implementation are greater. It involve greater start-up and operational costs, requires greater bandwidth and an appropriate learning environment in every store. However, studies show that with synchronous learning completions rates sore from 55% for self-paced, email and chat to 94% for self-paced and the virtual classroom.[ii] Another benefit of implementing a synchronous learning platform (such as WebEx) is that it can also be used for web meetings. This would enable more communication from senior managers to junior managers or staff so that everyone is aware of company goals and strategies. Organizational Challenges As identified in the e-Team’s group project, we identified these areas to address in implementing e-learning in a corporate environment.[iii] · Analysis of needs · Determining stakeholders · Developing an organizational strategy of costs and benefits · Gaining buy-in from decision-makers · Analyzing existing technology · Determining software models appropriate to the level of needs, benefits, and funding · Determining appropriate staffing · Developing implementation roll-out schemes · Measuring success While all of these steps are important to a successful implementation of e-learning, Dr. Deborah Blank[iv] said that the needs analysis is critical (Interview: Deborah Blank, Ph.D., Chief Learning Officer, One Economy Corporation, personal communication, April 23, 2002). Dr. Blank said that she has seen many e-learning implementations fail because they didn’t address the business need and were not aligned with the company’s strategy, goals and objectives. Since the intervention didn’t or wouldn’t have a measurable effect, the initiative looses support (and funding). Dr. Blank recommended that before selling the e-learning strategy, one must do their homework. First, research should be conducted to identify skill gaps that are preventing the company from reaching strategic objectives. Then, high achievers should be interviewed to determine best practices. Armed with that information, planning an e-learning implementation may begin. Impact on business (Opportunities) An obvious benefit is cost savings. The frequency of meetings and live classes can increase, without the added travel expenses associated with face-to-face physical classes or meetings. Additional savings can be realized through reduced production costs associated with publishing paper-based materials and through the reduction in instructor-led training days required to deliver current training programs. Another benefit will be increased market share and margin. By moving beyond initial sales and product training to a platform that affords continual learning, our associates will be empowered with the added skills that allow them to better match our higher margin products with the customer’s needs and to close more sales. Strengths Key strengths include a young audience that is receptive to technology-based training. As a young consumer electronics sales force, many are video gamers. As such, they are accustomed to and enjoy interaction. Another strength is that a thin client is already in place in the stores to distribute the electronic media and most of our associates have access to a computer with web connectivity at home. Weaknesses The store environment could be distracting. It would require a significant capital investment to provide a dedicated learning PC in every store. This means that until such an investment is made, the learner will be faced with demands for their attention that could interrupt learning. Summary By getting new employees up to speed rapidly – and helping current employees learn new skills, Good Guys can gain a competitive advantage through improved customer service and communication skills, greater product knowledge, and a sales force aligned with company goals and strategies. This investment in our human resources will result in fully engaged sales personnel who appreciate the contribution the company is making towards their success. This motivated, knowledgeable and strategically aligned work force will produce more and happier customers – and ultimately great profit. References: Buckingham, M., & Coffman, C. (1999). First Break All the Rules. New York, NY: Simon & Schuster Books. Fred, Charles L. (2001). Breakaway. Boulder, CO: Grand River Publishing, LLC. Meister, Jeanne C. (1998). Corporate Universities. Irwin Professional Publishing.
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