I hear it all the time! Training and development teams offer e-Learning within their organization without much result. They are then left wondering how to get the return-on-investment (or ROI) they are expecting. In my experience the most successful e-Learning programs start with a corporate culture that has established employee development as a foundational cornerstone. I plan to use this article to explain not only why this is so, but also what it takes.
Webster’s dictionary defines culture as, “A set of shared attitudes, values, goals, and practices that characterize an institution, or organization.” Is culture within an organization something that just happens based on these dynamics, or should culture be created? Can culture be established?
Have you ever witnessed a small, seemingly nondescript company come out of nowhere to establish itself as a leader in the field? How does a company like this attain premier status? What makes these companies so successful? Is it ideas and motivation? Do they have a product in demand? Is it perhaps that they are forced to compete with giants in their field and, as a result, have to be more flexible? If so, where does that flexibility come from? Does it have something to do with their general way of thinking? Is it something that can be attained by others?
E-Learning and the art of war
To
examine these factors and understand how it relates to e-Learning I have chosen
as a comparison the Continental Army of the
What gave the Continental Army the edge? A visionary who harnessed their strengths and talents to create a necessary culture! This visionary was a captain in the Prussian Army named Wilhelm von Steuben. He arrived on the scene at Valley Forge, Pennsylvania, in the winter of 1777-78. General George Washington later appointed Captain von Steuben Inspector General.
What a General knew about culture
General von Steuben set out to create a new culture within the United States military. He did this based upon his knowledge of the field and of this raw material – the American soldier. He instilled professionalism, focus, and direction. For the first time these men felt like one coherent and strong unit. They had a sense of belonging to a larger cause. Von Steuben’s reorganization was the turning point the Continental Army needed to face the British Army and win. With a continuation of the culture that came about as a result of chance, the United States may likely have remained a conglomerate of British Colonies.
By the same token the British military appeared to have static expectations of their competitor. It would seem that the men of the British Army had become comfortable in their ability and standing. Had they stopped learning as a result? Learning drives change and the ability to adapt to new challenges and demands; to survive and succeed.
To translate this comparison into the present and relate it to e-Learning, let’s examine some challenges faced in today’s corporate training arena. Perhaps we may apply a few of von Steuben’s techniques to help overcome them.
What does this have to do with us?
The world economy has taken several hard hits recently. Training can be the first to be examined when it comes to necessary budget cuts, and often e-Learning can be the only remaining solution. There may be employees who show resistance to Web-based solutions in favor of traditional ones. There may be employees who have taken on new skills and responsibilities as a result of organizational downsizing. Today’s organizations frequently have national and even international office locations. And some have a growing population of remote (or home-based) employees. A generation raised with home computers is slowly taking over the workforce. This means a possible, but natural, shift from traditional classroom training into more virtual methods.
Managers and training administrators also play a role in challenges. Often managers are promoted into a position of leadership due to the level of excellence they demonstrate as a contributor. However, this may be their first time to have ever managed a group of people. They may lack basic management skills. They may see projects as more important than people. As a result, they may possibly view training as an intrusion or burden, a luxury. Some managers may flat out not see the value in training and development. Lack of manager buy-in will put a lid on the success of any training program.
Likewise training administrators who see e-Learning as a threat to instructor-led training (ILT) can also be a hindrance. Some may see e-Learning duties as just one more “hat” among the many they already wear. Some may view it as a threat rather than as a complement or solution. The level of awareness necessary to maintain required usage will need to be driven through a communication plan. This means the program will only be as successful as the administrator allows it to be. To be driven, it must be embraced. See Sidebar 1 for challenges, simply stated.
- Employees have little or no time to take off work to attend a formal classroom offering. You are faced with overcoming a time management issue.
- Because of additional responsibilities, these same employees are often lacking experience and forced to learn new skill sets. Lack of experience could slow production time and create frustration on the part of the employee. You are faced with maintaining the bottom line.
- Because ILT is often not an option, employees who prefer this method have no desire to learn any other way. You are faced with helping them understand the value and benefits of a new learning style.
- The de-centralization of corporations can sometimes translate to more locations scattered throughout the country and/or other nations. Gathering employees together for a formal classroom offering is sometimes just not possible. You are faced with blending different cultures, methodologies, ideas, and languages.
- Mergers and acquisitions may require standardization of technology. You are faced with finding a solution that will reach across a variation of applications and equipment, training, policies and procedures.
- Lack of manager buy-in. You are faced with the challenge of either motivating your managers or going at it “alone”.
- Administrators do not fully embrace the program. You are faced with overcoming low usage due to a lack of awareness.
