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The e-learning Festival
Case study 3: Unilever
Ron Edwards, Head of E-Learning at Unilever, provided a pragmatic
view on how to roll out a global e-learning platform. Their choice
has been to outsource the delivery of their learning using an ASP-based
LCMS platform to standardise the build and presentation of the learning
content internationally. With a single development platform, localised
content has been made much simpler to develop and faster to deploy.
A key design consideration is the use of simple, plain English as
a starting point. This supports learners who have English as a second
language, especially as it is policy not to translate all elements
of a learning programme, but just the core concepts - and only where
economics allow.
Interestingly, no LMS is used to track and assess learning. Instead
the model is for local managers to determine whether their employees
have derived benefit and whether new behaviour and skills has led
to business improvement. This approach, I think, gives a strong
glimpse into the future for many organisations once they realise
that the true measures of success centre around existing business
performance. Having said this, there remains the need to build management
data, however qualitative, to attempt to determine to what degree
a learning intervention was responsible for improved results.
Additionally, Unilever offer a Learning Community space online,
which is used to encourage collaborative work prior to and post
residential/classroom courses.
Typically, learning content is designed for 56K modem access, so
is limited in its presentation (some Flash animation and audio is
allowed).
Unilever follow their own Learning Value Chain, which drives the
learning initiatives they undertake. The cycle runs as follows:
- Business Need
- Learning Need
- Design / Delivery
- Application / Transfer
- Evaluation
An example programme was Sales Training in Latin America. This
started life as a local initiative which gradually grew to a global
project. Core learning was developed in English for use internationally
while the contextual elements were developed locally in the language
of choice.
A key lesson is the need for face-to-face marketing of the e-learning
services. Distance marketing (emails, brochures etc) has failed
to bring the learning service alive for the audience or to help
employees understand the impact it can have on their day to day
productivity. Also, external press releases managed to catch the
attention of managers more than internal marketing!
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Introduction
Case study 1: Shell International
Case study 2: BP International
The Future View
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