When I have conversations with people about elearning, training, and all things related, it I find a curious similarity in the way these events are described.
All seem to be referred to as standalone, finite events.
While less common in the educational sector, I found this to be unanimously true with my corporate consulting engagements.
Leadership wanted to define the single learning event, creating training (both elearning and instructor-led events), schedule the delivery, and measure the results.
A logical sequence, but in my opinion is too narrow in scope.
Learning initiatives at any organization are not the same as implementing a new product or procedure. It’s not as simple as pressing “go” then looking at the numbers.
Learning programs require cultural buy-in and continuous message reinforcement.
Learning is all about the long-game. Sure there may be initial peaks and valleys after training takes place, but these are just preliminary (often unreliable) stats.
Assessment of any elearning or live training event has to be done over-time. The learning also has to be continuously reinforced, key stakeholders have to be on board, and the emphasis on the importance of training to real organizational goals should be consistent.
Companies that do this are successful.
Those that don’t just waste time and money – and oddly come to the conclusion that employee learning initiatives aren’t effective.
Whether your organization is planning to implement an internal training program, or even sell courses to consumers and businesses, your approach on implementation and evaluation cannot be finite. These programs are a marathon, not a sprint.