La apuesta por el e-learning implica el reto organizacional
Article by Redacción de Capital Humano
- Published
- Publisher : Revista Capital Humano
- Name of issue : Capital Humano
- Date of issue : 2004
- Language : Spanish
Subjective Assesment
This article is in itself a review of a report by Forrester Research. Much of what is published in this context in Spain are in fact articles of this type, which interpret or transfer insights from the English-speaking context to the Spanish context. The content is important, especially in the context of SMEs, who have to get it right first time since their size often makes pilot experiences impossible.
Overview
Many organisations have attempted to use e-learning in order eliminate, or at least reduce, the costs that are associated with traditional face-to-face training; and it is the evidence of this tendency that is the basis for the estimates that forecast growth of at least 5% in online training in 2004. E-learning is clearly a key area, but many of the companies planning to implement an online training system will encounter difficulties unless they can avoid a series of specific problem areas. These are the conclusions of a recent report by Forrester Research in which the five most common errors which lead to failure in this kind of project are described.
Methodology
Results
The five most common errors the lead to failure in e-learning projects are:
· Failing to take into account organisational aspects. The keys are to align training to the business strategy, guarantee financial support, ensure the commitment of users to changing the learning model, and the establishment of a controlled team for the project.
· The disastrous effects of poor or boring content. It is vital to associate the content to key competences of the employees of the organisation.
· The use of unstable technology or technology that is difficult to use, since this focuses attention on the functioning of the system, and learning becomes secondary.
· A culture that is not receptive or has no knowledge of the e-learning experience.
· Lack of objectives with measurable results. To avoid this it is suggested that the e-learning plan for each for each employee is designed, with experiences that will involve differences in the way they carried out their activity, and that a system is developed which will make these results measurable.
Conclusions
As much as a list of problems to be avoided, this list may constitute a diagnosis of some of the key reasons why uptake of e-learning has not been more widespread in SMEs.
Issues
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-Last Updated: Sun-12-December-2004
