Content about e-learning

Imagine your mission for 2013 is to expand your corporate e-learning and training programs to include employees in Mexico and French-speaking Canada. Reproducing your training program from scratch in Spanish and French would be too costly. You have at least two other options to consider: voiceover and subtitling. An understanding of the technical process, advantages, and drawbacks of each technique will empower you to make an informed choice. 

Action learning can be used as an activity or key learning strategy within an e-learning course or live virtual training. For example, you may design your training so the action-learning project is used as application practice following the presentation of structured learning content.

Although computer-based e-learning has been established as an efficient and cost-effective way to train a large group of employees spread across the globe, bad training can end up costing more than good training when you calculate the time, resources, and opportunity cost wasted on training that does not provide the desired ROI. Here are seven best practices, to help your organization provide high-quality technology training.

One of the most common ways to reinforce key content is to make it available in a bite-sized format that’s easy for participants to review, useful for managers to reinforce, and easy to integrate as pre-work into related programs.

In September 2010, ESL Federal Credit Union added both Business Banking products and services to its financial services portfolio and small and mid-sized businesses to its membership mix. The new business processes, procedures, and offerings were foreign to front-line staff and support functions. So before launch, the company’s learning and development (L&D) team delivered a blended curriculum that included instructor-led training, a custom practice database, and a comprehensive CBT module.

While most senior executives realize learning is critical to achieving meaningful change, many don’t realize what it takes to achieve the level of learning necessary to make the difference between success and failure. True change can only be achieved through a process of targeted learning that does two things: sells the desired change to the people who have to make it happen; and teaches those people (and gets them to adopt) the new behaviors required to make the change happen.

Many employees claim they learn best while doing, so they prefer to dive right in and learn as they go when they get a new job or take on new responsibilities. But the most successful and quickest learning on the job takes place when there is a formal on-the-job training (OJT) program—a fact many organizations and managers fail to take into account.

I worked in Australia, Japan, and China for most of November last year. In seminars in each of those countries I asked participants to create a list of what I call “magic phrases” during the training. These are short phrases that capture the essence or “magic” of a key training concept.

Lessons learned about Learning Management System implementation, software training, internal marketing, and user adoption from the Training & Organizational Development manager at Multi-Chem.

Recently, a Training & Organizational Development manager implemented the first Learning Management System (LMS) in his company, Multi-Chem. He says it has been a rewarding venture, providing functionality the company has needed for some time. The experience yielded many lessons that might be helpful for others. Here are some of the lessons he learned along the way.

Real training requires more than binary feedback. But how can such complication be reproduced in elearning?

Few of us would want to go back to high school, but there are some lessons we were wrong to leave behind.