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15 steps to increase the impact of e-learning
The management of many companies invests heavily in the acquisition of distance learning systems, but cannot properly make these programs work effectively, resulting only in frustration, not achieving the desired result. Traditionally, distance learning implementation plans focus on technical aspects, but do not take into account the fact that it is the human factor that determines the successful or unsuccessful learning outcome.

The hardware can always be updated, but changing the perception is much more difficult. Experience shows that in order to achieve success in the application of distance learning and fully integrate the system into the work of the organization, additional efforts are needed to promote the ideas of e-learning - "internal marketing".
Below are a few steps that will help you manage your e-education programs effectively:
  1. Make sure that the e-learning courses are fully adapted to the company's tasks, meet the needs of the trainees and provide them with the necessary information almost instantly. E-learning is successful when it is able to deliver information that is critical to the work of the staff at the moment when they need it. First of all, you need to make sure that you have chosen an initially entertaining and interactive course content.
  2. Involve trainees in the process of developing and developing an e-learning system. Connecting with them and participating in the process will give them a sense of self-importance and reduce resistance to implementing the system.
  3. Enlist the support of senior management to implement the course, create positive motivation among other staff. Businesses are likely to take the e-learning program more seriously if they have visible evidence of this. It is even better when senior management recommends an e-learning program; it often brings great results.
  4. Establish contact between line managers and trainees within the distance learning system. E-learning can suffer because of the formal approach, but this is real training, and the employee needs time and support to complete it. The active participation of line managers in training is one of the most significant areas that organizations often forget about.
  5. Invite you to the required e-learning courses as "scheduled appointments"in Outlook (or similar). In this case, a note about the event will appear in the user's calendar. The event can of course be rescheduled, but this will require a conscious decision by the user to revise his schedule.
  6. Make an e-learning event to "enroll" delegates in their courses. For example, create a virtual classroom by enrolling delegates in an introductory class (for example, via Webex) that explains how to use the e-learning program and why the organization chose this particular training option. At the end of the session, indicate what results you expect from the training course and arrange a discussion.
  7. Connect loyalty schemes (such as those used by airlines, for constantly flying passengers) to the courses. Trainees who successfully complete the courses will have an increased number of points that they can exchange for goods or vouchers.
  8. Provide trainees with online mentors who will train trainees according to the plans developed for them, including e-learning modules.
  9. Talk to the trainees and find out what they think about the real benefits of e-learning. Advertise these messages, especially any stories about success, such as, for example, promotion, achieved through the new skills and abilities acquired through e-learning.
  10. Increase the value of e-learning in the eyes of trainees by explaining to them that e-learning is not a second-rate and cheap way of learning, but "real" learning that solves its goals and objectives. In parallel, carefully use branding and marketing to create and maintain interest in e-learning.
  11. Set a standard process for the e-learning program. For example, sales staff must follow a product training program. Each month, at the meetings, announce the next courses and issue certificates of completion of the completed courses. Monitor the activity of the trainees and send them reminders. At meetings, you can also name the underachievers and shame them.
  12. The mixed solution component of e-learning is also well received. Students can be explained that this is a necessary analysis of the material passed in the classroom, and that the information of these classes will not be repeated in the future, that this day is for repeating and consolidating the skills acquired in the learning process. Many organizations require trainees to complete successful course assessments before they can be admitted to the classroom.
  13. Although this is contrary to the speed and spirit of e-learning, many organizations organize joint events for groups of students, where groups of students study together and discuss the learning process.
  14. Assignment of training – If an employee needs to complete a course in order to effectively perform their job functions, do not rush to assign training as soon as possible. Experience shows that employers often sin this. Employees start training, but under the pressure of work, training slides to the last place on the list of priorities. The reasoned purpose of the training will ensure the success of the measures applied by the manager.
  15. Assign the cost of distance learning to the budgets of the departments. Since e-learning projects are often paid for from the central budget, people may not feel a sense of ownership, do not use e-learning, because it still "costs nothing". Sharing costs across individual budgets will create that feeling.