Page 193 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Training and Development System

Notes Infrastructure: After designing the programme structure, the training managers have to create
the E-learning infrastructure like computers, broad band connectivity, video conferencing and
other devices. The other functionaries like finance managers, facilities managers and technology
managers have to be involved at this stage because of the costs to be incurred, facilities to be
developed and specifications to be determined. Simultaneously, decisions have to be made
about the programmes to be developed in-house and those which are required to be purchased.
The general rule at this stage is ‘buy the generic programmes like training on MS Office and
develop specific programmes like product features of the company’. But in-house development
of programmes also depends upon availability of expertise within the organization.
Launching: Once all the development work is completed it is now time for launching the
programme. Always start with pilot programmes to test the suitability and understand the
bottlenecks, if any. Once the programmes pass through successfully at the pilot stage the full
scale programmes can be launched. Remember to include employees from the top first if the
programmes have got to be made popular among lower rung employees. There would be
initial resistance by many of the employees to learn by interacting with machines. After some
time the employees start liking it. But for continuity, e-learning outcomes should be appropriately
recognised and be linked to career progression. Keep measuring the periodical progress of
learners and finally evaluate the programme outcomes against the programme goals.

Advantages

 Reduced cost and saved revenues: This is the single most influential factor in adopting
e-learning. The elimination of costs associated with instructor’s salaries, meeting room
rentals, and student travel, lodging, and meals are directly quantifiable. The reduction of
time spent away from the job by employees may be the most positive offshoot.

 Learning times can be reduced, an average of 40 to 60%, as found by Hall (1997).
 Increased retention and application to the job averages an increase of 25% over traditional
methods, according to an independent study by Fletcher (1991).

 Consistent delivery of content is possible with the asynchronous, self-paced e-learning.
 Expert knowledge is communicated, but more importantly captured, with good e-learning
and knowledge management systems.

 On-demand availability enables students to complete training conveniently at off-hours
or from home.
 Self-pacing for slow or quick learners reduces stress and increases satisfaction.

 Interactivity engages users, pushing them rather than pulling them through training.
 Confidence that refresher or quick reference materials are available reduces burden of
responsibility of mastery.

11.1.4 Developing Effective Online Learning

1. Have a clear objective.

2. Carefully plan and prepare the audiovisuals to achieve the learning objective.
3. Build in interactivity to keep the participants interested and periodically test their
comprehension level.

4. Encourage hands-on practice: Wherever possible, incorporate a lab exercise to consolidate
learning.

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