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e-Learning Drivers
Organizations can drive e-learning by engaging leaders in their organization as sponsors and by increasing awareness through mounting a sophisticated and comprehensive marketing and promotional campaign
e-Learning Promotion and Marketing
Ideally learning should be embedded in work processes, and workers should be aware of how inthe-moment access to e-learning can enable them to improve their performance and effectiveness on-the-job. On-going marketing and promotional efforts associated with e-learning courses have been shown to be highly influential in attracting and retaining learners. Many programs have been successful only because of this type of intense marketing and promotion. Examples of e-learning promotion and marketing activities include:
e-Mails
e-Cards
Webinars
e-Newsletters, outlining availability of e-learning programs
e-Learning kick-off meetings
Videos
Learning portal communication
Learning posters in offices
Learning laboratories
Learning-related live presentations
Repetitive demonstration/ marketing videos in company lobbies, bistros, cafeterias
Direct networking with various stakeholders
Live and live e-learning training sessions
Frequent e-learner incentive programs
Some of the companies featured in the cases included in this Fieldbook present e-learning as just one part of the company's overall learning strategy, emphasizing it as an additional dimension in a blended learning approach, and not simply as a replacement for traditional classroom-based learning. Many prefer to feature e-learning as another communication vehicle to disseminate information quickly, with the aim of improving the effectiveness of the learner. Various studies have shown that a rich multimedia, multi-channel learning offering strongly appeals to learners, thus reducing the need to explain why a particular approach may be a good one. This positive spin in marketing and an emphasis on the personal motivation to engage in e-learning is important. Many different means can be employed to communicate and advertise e-learning messages to all levels in the Firm. One useful tip is to find synergies with other internal communications, and to utilize these as far as possible. Examples include using every meeting to communicate the message, advertising in internal newsletters and intranet Web pages, and employing e-learning tools in meetings. Some companies successfully utilize live e-learning tools in meetings, and this exposure encourages further use, as learners develop enthusiasm about their first exposure to the tool.
A few companies have achieved great success in e-learning initiatives by precisely targeting the learner with the right learning product at the right time. Deloitte Consulting targets the selection of courses to particular levels of the client service practitioner base, allowing the learner to choose to take only the learning they need at that level, when they need it.
e-Learning Promotion and Marketing at Oracle Corporation*
"The 18-month Oracle DBA certification usually has a positive impact on a person's earnings and position in the workforce, and personnel wanted to shorten the average cycle time to complete the program. Oracle based its value proposition on time-to-certification and the resulting e-learning Fast Track program took less time overall, and disrupted people’s schedules less." * See Chapter 17: Oracle
When launching a new e-learning program, it may be useful to target early adopters who will market a program on an ongoing basis once they are finished. Some companies find it useful to start the rollout of a program with a small pilot group, and later to extend it to a broader customer base.
Leader Sponsorship and e-Learning Champions
Learning should be related to a specific context, be challenging, and result in development and change. The business impact of an e-learning program needs to be very clear before commencement. To ensure top-level buy-in, establishing the business impact of a program should be a key element of the program marketing plan. Who best drives or assists with the marketing campaign? Various studies have found that the level of leadership commitment reinforces the strategic importance of the program. It is also useful to note that employees pay more attention to the person or people who are either their immediate supervisors, or well-known and respected individuals among the senior executives. These are the individuals who should sponsor e-learning initiatives, by leading, driving, and monitoring progress.
Gaining Leader Sponsorship of e-Learning Initiatives in INSEAD OnLine Client Programs*
Without top management support and sponsorship, any e-learning initiative will not succeed. When learners know that their leadership is backing a program, they will engage. * See Chapter 15: INSEAD OnLine
