All modern organizations strive to create innovative avenues to provide training, which educates, enables and inspires its people. But training initiatives have to often extend beyond the confines of the organization and create an effective, relevant and uniform way of learning.
While most organizations try to arrange instructor-led training sessions for their external partners on a regular basis, this approach often falters on many levels. Instructor-led trainings are often arranged sporadically, as they are dependent on the availability of trainers, learners, as well as the availability of required resources, such as classrooms and other equipment.
This leads to large gaps in the competency of the external partners. The trainings also do not have a uniform efficacy, as most organizations employ external trainers to do the job. With varying expertise, the efficacy of the trainer-led session also varies. Moreover, there is no real measure of training efficacy, to understand how much the learners have understood and the areas that need special attention. The learning content itself is also not updated, reducing the relevance of training. Together, all these factors result in high attrition rate and low morale among the external partners – a concern for many organizations.
For an automobiles company, we created a customized learning solution, which was aimed towards fulfilling the needs of their external partners. Here’s how we did it:
Identifying the right platform: The external partners were adept at using hand-held tablets for delivering sales presentations as well as for creating and submitting reports. Since this was their device of choice, G-Cube created a learning solution that could be accessible to them on their hand-held tablets. Being multi-device compatible, G-Cube’s WizDom LMS could be customized and made available to the learners for all their learning needs.
Identifying learning needs: The learning program began with an initial online test and gap analysis, where the competency of the learner was gauged. Accordingly, a learning plan was created, as per the profile of the learner – with suitable courses assigned for online learning as well as classroom sessions. After logging on to the system, the learner can proceed to the ‘Learning Center’, where the allocated courses available to him or her are presented, as well as the progress made in each of them.
These courses are allocated as per the learners’ role in the organization, and are thus customized as per individual needs. This helps the learner gain relevant knowledge, which can be used instantly during the course of work. The learner can also choose to click on the ‘Available e-course option’ to choose from the entire catalogue of e-courses. The entire catalogue of courses is search-enabled and this too helps the learner find pertinent learning content within the system.
Identifying ways to ‘push’ learning: The cycle of continuous learning was suitably strengthened by periodic assessments – both online as well as offline. This provided a suitable push for learning and encouraged the learners to aspire for better scores and come up as winners. In addition, certificates were also issued for chosen courses. This provided a sense of achievement to the learners. The certificates were made time-sensitive and had to be renewed over time. This assured that there was perceivable knowledge retention and learners had the opportunity to refresh, as well as revise, from time to time.
Using Learner Analytics: A variety of reports were customized to churn out maximum utility of the learning portal. The LMS was able to track a variety of data and create logical as well as relevant reports that could provide a lot of pertinent information on the effectiveness of the training initiative. The reports could be churned out as per the requirement of the administrator – as per chosen criteria of department, region, area, job title, dealers and so on. The reports gave out data about knowledge consumption, through Usage Data, and assessment reports, through the tests that the learners took on the portal as well as offline. In addition, other pertinent reports could also be taken out, which provided a larger picture of the training efficacy, including manpower and competency index reports, attrition reports and sales target reports. This created a measure of accountability of training efforts.
The e-learning initiative was not only successful in creating an easily accessible platform of learning, it also increased the overall satisfaction of the external partners. They were more connected to the organization and had access to the latest learning content. They were able to apprise themselves on newer products as well as schemes for their prospective clients. They were also able to learn better techniques and skills for selling through the courses on body language, people management, time-management and so on. This provided well-rounded knowledge that helped them better themselves as true professionals. This increased work satisfaction, and provided better sales figures as well.
If you want to discuss more about how you can align your eLearning initiatives to your business success, please contact us via [email protected]