Summary of Nick Van Dam's The E-Learning Fieldbook

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 In 1996, the first article on Internet-based training was published in Training Magazine. That year, the e-learning market grew from a few million dollars to $3. 4 billion worldwide. But in 2002, the stock market crashed, and the e-learning industry experienced a trough of disillusionment.
#2 The last event in the time flow is the merger in the e-learning industry between SmartForce and SkillSoft in 2002. This merger created the largest global e-learning vendor, and it is viewed by CLO magazine as the beginning of the trend toward Enlightenment and Productivity.
#3 Today, e-learning has proved itself to be a credible opportunity and approach to learning, though it has been hurt by some less-than-stellar implementations. Many believe that there is no doubt about the importance of applying e-learning when and where it adds value.
#4 E-learning has proven to have a significant business impact, as you will find in Chapter 2 of this Fieldbook. Many organizations have successfully implemented e-learning initiatives that were well aligned with specific business goals.

Sujets

• Éducation

Informations

• Publié par: Everest Media LLC
• Date de parution: 01 mars 2022
• Nombre de lectures: 0
• EAN13: 9781669349303
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on by Nick van Dam's The E-Learning Fieldbook
Contents Insights from Chapter 1 Insights from Chapter 2
Insights from Chapter 1

#1

In 1996, the first article on Internet-based training was published in Training Magazine. That year, the e-learning market grew from a few million dollars to $3. 4 billion worldwide. But in 2002, the stock market crashed, and the e-learning industry experienced a trough of disillusionment.

#2

The last event in the time flow is the merger in the e-learning industry between SmartForce and SkillSoft in 2002. This merger created the largest global e-learning vendor, and it is viewed by CLO magazine as the beginning of the trend toward Enlightenment and Productivity.

#3

Today, e-learning has proved itself to be a credible opportunity and approach to learning, though it has been hurt by some less-than-stellar implementations. Many believe that there is no doubt about the importance of applying e-learning when and where it adds value.

#4

E-learning has proven to have a significant business impact, as you will find in Chapter 2 of this Fieldbook. Many organizations have successfully implemented e-learning initiatives that were well aligned with specific business goals.

#5

E-learning can be used to achieve many business goals, such as expediting the time to market of new products and services, implementing new information systems and business processes, and complying with legal and regulatory mandates.

#6

The future of online learning will include online learning management, which refers to the online guidance, facilitation, and management of all the learner's experiences. It creates the overall learning experience and supports the learning process.

#7

The integration of e-learning solutions will involve learning programs, which are currently deployed through a variety of media, being converted into e-learning solutions. More online courseware will be available for various industries, applications, and functions. Customized content development will require more than just people skilled in authoring tools. For the design and development of more sophisticated e-learning courseware, it will be necessary to have people with a strong background in instructional design.

#8

There are many trends in the deployment of e-learning. For example, organizations have become more knowledgeable about and smarter in selecting the best vendors for their e-learning technology infrastructure, courseware, services, and implementations. Moreover, more emphasis will be placed on making the e-learning event part of the overall workflow.

#9

The business alignment, content, and deployment trends will continue to support a significant growth in e-learning worldwide. The focus will be on integration issues, maintenance, and a new level of benefits.

#10

The shift in the industrial nations toward a strong services economy moves knowledge front and center in meeting customer needs, at the same time as baby boomers are beginning to retire. This creates a huge talent vacuum in companies and industries, which requires an increased need for training and education.

#11

e-learning can be taken any time and is a just-in-time approach to developing important knowledge and skills. e-Learning can be taken at any place, which eliminates the travel needs and costs.

#12

There are two types of business impact: hard and soft. Hard benefits are easy to quantify in dollars, such as a reduction in expenditures for travel, classroom instructor, facility and equipment, training administration, and course logistics. Soft benefits are more difficult to quantify in dollars, but they can be just as important.

#13

Sales and marketing teams should be able to acquire common knowledge of semiconductor technology, processes, and company solutions. Provide critical methodology skills for all practitioners in a globally consistent matter.

#14

The application of e-learning has been found to not be solely driven by cost savings, but also by the business impact of the dollars spent. E-learning initiatives provide both hard and soft benefits that improve stakeholder value.

#15

The effects of learning can be measured at different levels. The most well known learning evaluation framework is the work of Donald Kirkpatrick and Jack J. Phillips, who describe five levels of evaluation important to all learning investments.

#16

The most important reason for lack of ROI calculations in human resource development initiatives is that executives have not requested a ROI because it has been a traditional aspect of the investment/budget process for education and learning.

#17

The most important benefits of using ROI are that it: demonstrates the contribution of selected programs, earns the respect of senior management, and gains the confidence of clients. It also improves learning and the performance improvement process, and alter or eliminates ineffective programs.

#18

The first step towards creating a winning e-learning strategy is to identify and align with the key business goals and drivers that will enable the organization to succeed. Then, develop a new vision and strategy for e-learning that is aligned with the business goals.

#19

Enterprises have an increased need to enhance learning. It is critical to align e-learning initiatives with business needs. The value proposition for e-learning is very strong.

#20

While resistance to large-scale e-learning initiatives is not an insurmountable one for most organizations, it is a challenge that must be addressed. Sustaining, enhancing, and leveraging human intellectual capital to achieve organizational success has become widely recognized.

#21

To gain top management support for e-learning initiatives and projects, it is vital to integrate the evaluation and prioritization of those initiatives as an integral part of the organization's standard investment planning process.

#22

The value of an e-learning initiative is made up of three components: reduced expenses, reduced turnover, and increased productivity and employee commitment. It is important to assess each initiative's impact on the top line, which is sales.

#23

It is important to be clear from the start how your definition of success will be employed, in addition to the measurements that will be used to evaluate the success of the e-learning initiative and communicate it to top management.

#24

E-learning initiatives that are integral to high priority strategic initiatives and viewed as essential to their success have a much greater potential of surviving investment reprioritization and restructuring efforts.

#25

Select a strategy that will make everyone successful. In the initial launch of the organization's e-learning strategy, it is critical that the CLO and their team adopt a win-win strategy to ensure the success of initial projects.

#26

Select a high visibility, strategic pilot initiative for your launch into e-learning. The pilot project should include: a relatively short duration program, a high probability of success, support from e-learning-proficient stakeholders, and a finite and well-selected audience.

#27

E-learning can help organizations respond to changing market conditions, technological trends, and organizational priorities. However, the efficacy of the e-learning strategy depends on the flexibility and agility of the learning team itself.

#28

It is virtually impossible to implement a successful e-learning strategy without the support, cooperation, and even enthusiasm of the Information Technology department. Without a robust and well-tested technology backbone to support e-learning content and learning management systems, e-learning initiatives would surely fail.

#29

The roles and responsibilities of each team should be defined before the project begins. This will help avoid any level of assignment of blame if deliverables and milestones are not achieved in accordance with the project plan.

#30

It is important to have a high level of mutual respect between the teams that are responsible for learning and information technology. They must be able to defer to each other without turf battles.

#31

The need to establish standards and guidelines is highly dependent on the scope of the specific project. Some examples might include AICC/SCORM standards for content acquisition, minimum configuration required for content acquisition, standard user configuration to which vendor capabilities must comply, and testing standards/levels of compliance for sign-off on any given project phase.

#32

The prioritization of information technology resources for learning projects can be a barrier to success. Many IT departments are overwhelmed with the portfolio of development needs and priorities in their queue. The prioritization of learning projects should be clear to IT resources, but may not be understood by them.

#33

A formal communication policy and schedule should be established between the two teams. Project status calls and meetings should be conducted between the two teams on a regular basis, preferably weekly or biweekly for high priority projects.

#34

The support of the training group should be a given, since most e-learning initiatives are sponsored by and developed from the chief learning officer and his staff. However, there may be some resistance to change in training department structures and personnel.

#35

Emphasize the importance of the training department in the rollout of the overall learning strategy, and clearly define the role of e-learning in that overall strategy.

#36

The instructional designer today has a multitude of instructional methods, strategies, media, and deployment mechanisms available to create the ultimate learning experience. So many options that the choice can become overwhelming. This chapter focuses on the d