triostl.blogg.se - Between idea reality falls shadow

Think and talk ‘business’, not ‘training’ or ‘learning’.

So – regardless of the learning delivery mechanism used – the environment continues to discourage encourage line managers from becoming involved in, or committed to, developing their staff’s skills. In addition, very few organisations claim to reward their managers for developing and improving the skills of their staff – and, when it comes to the reasons for not supporting learning and development, most organisations cite competing business pressures. Moreover, while a small majority of organisations in the UK claim to train their managers to support learners, there’s no data on the quality of the training these people receive. There are the barriers of cost, a lack of interest in e-learning from senior staff, employees’ reluctance to engage in e-learning and a lack of high quality e-learning content. And any number of surveys and studies continue to say that ‘traditional’ learning methods are still preferred to technology-delivered learning.

Others are buying it, using it and then not benefiting from it. Some people have bought e-learning and aren’t using it. If this industry is to be taken seriously, then suppliers need the courage of their convictions to say ‘no’ when asked to do things with e-learning – and its more modern derivative, mobile (m-) learning – that won’t produce a successful outcome. But if you ask an e-learning provider to produce an unreliable programme – especially for a lot of money and even more especially in the current economic climate – he might do it!

If you ask an engineer to build a bridge which everyone knows to be unsafe, the engineer will say ‘no’ – even if you offer him a large amount of money to build it. Over the last 20 years or so, if the idea has been to harvest the promise of e-learning in every aspect of corporate learning, what has obscured that reality?’ Before that, it was ‘computer based training. The term ‘e-learning’ was first coined in the mid-1990s.