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INTRODUCTION
It should not be surprising that corporate management, training departments and end users, has not yet wholeheartedly adopted e-learning. ... Many employees just cannot imagine learning at a computer and are reluctant to try. This is understandable given that our very first experiences with learning have always involved a teacher in a classroom setting. ... It touches something very deep in our collective learning experiences.
Yes, e-learning may be the buzz word in training and everybody seems to be jumping on the bandwagon. ... It is still just a tool for training so all the basic principles that guide training are applicable to e-learning also. The enormous changes that e-learning requires mean that an organization undertaking this shift should be prepared to help all employees with the transition and undertake to make a major cultural overhaul.
Our team’s approach in this paper is to identify the challenges in launching an e-learning programme, analyze them and offer solutions or actions for the e-learning programme to be used as effectively as possible. ... We will instead be more focused on the people aspect; their perceptions and attitudes towards e-learning. After all, we believe that at the end of the day, the success of any e-learning program depends on the people using it. ... One way to accelerate acceptance of e-learning is to identify those areas in the organization where training is specifically supporting business strategy. When e-learning is clearly used to help achieve business objectives and the link is made clear, managers, executives and employees will have a greater incentive to support e-learning and take the courses. ... ESTABLISH A PLAN
In committing to a new way of learning, in this case e-learning, the organization must address some fundamental issues as there is a true shift in learning styles and delivery. Though there are many substantial benefits in shifting to this new style of learning for an organization, just commanding or instructing people to use it will not work. Recognizing this, highlight the importance of the need to “sell” e-learning to both the line managers and end-users through a marketing campaign to encourage them to actually enrol for the courses. There is also a need to address and manage attitudes towards e-learning. Trainer must be prepared to deal with people’s fundamental resistance to change in the manner in which they engage training and the anxiety that managers may have at seeing their staff at the desktop learning instead of doing work. ... MANAGE THE CHANGE
It is important to carefully and thoughtfully manage the change from traditional classroom training to e-learning at the desktop. ... Some specific actions to manage the change to e-learning are:
· Get managers on board first
Identify a few key managers to be your champion for e-learning and offer them the best courses to try first. Enlist support of a high level executive who believes in the benefit of e-learning - “E-learning needs a vocal, respected advocate.”
· Foster consensus among managers
Start by helping the company to devise a list of objectives for e-learning that everyone agrees upon. Make sure that all managers understand why the organization has decided to use e-learning tools and the associated benefits. ... Team members who become believers will help spread the positive word about e-learning. ...
· Market Training to the Organization
Communication is critical in changing both people’s perceptions about e-learning and, at a later date, their active participation in new training programmes.
Approximate Word count = 2901
Approximate Pages = 11.6
(250 words per page double spaced)
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