Assessing Organisational Readiness for

e-Learning

Presented by: Keithea Beckford. November 22, 2013

About the CourseDescription:This self-paced course provide both theoretical concepts and practical tools for e-learning consultants, training executives and key stakeholders to strategically implement e-learning in organisations. It consists of formative assessment questions within the course to help you stay on track with the lesson and concludes with an assessment to determine how much you have learned from the course.

Duration: 1 hour

Learning OutcomeAfter completing this course you will be able to apply theoretical concepts and use practical tools to strategically evaluate an organisation’s readiness for e-learning. Assessment Criteria Recognise the importance of establishing a clear purpose for e-learning

implementation Recognise key aspects of e-learning readiness within an organisational Identify different types of organizational readiness tools Recognise the actions necessary to evaluate aspects of organanstional readiness Identify process steps decision points on a process flow diagram

IntroductionMany organisations are turning to e-learning as the modality of choice to deliver learning to their workforce. Unfortunately, a great number of these organisations have reportedly failed in their bid to implement successful programmes due to limited knowledge and understanding of all the requirements involved to drive its success.

What is e-Learning Readiness?

E-Learning implementation is a change initiative which requires an analysis of the readiness of the organization and individual learners within it. The readiness assessment process begins with determining the purpose of the e-learning venture and gathering a team to design, conduct and evaluate the impact of the various aspects of readiness. The results gleaned from any form of e-learning readiness assessment should help to mitigate losses in expenditure and productive hours on implementation where none exists.

E-Learning readiness involves the “men tal or physical preparedness” of an organization to implement e-

learning.

Statements of Purpose

Type your example here

To adopt e-Learning as a viable alternative or complement to classroom instructing

To Improve performan

ce in handling of customer

complaints

To improve knowledge

on regulatory complianc

e

Can You think of another

example?Type it in

below.

Aspects of ReadinessThere are many aspects or components of e-learning readiness. Organisational readiness is a major category with several readiness aspects including employee demographics. A thorough examination of each aspect follows.

Aspects of

eLearning Readines

s

Organisational Readiness

Learner Readiness

Technology

Financial

Content

Cultural Context

Human Resources

Management

Definition of Purpose and Team Identification

Aspects of e-Learning Readiness

Employee Demographics

Organisational Readiness Questionnaire

Learner ReadinessThis course places the learner as a critical readiness consideration. Even when training is mandatory, knowledge of individuals perceptions, capabilities and learning preferences will help the organisation to best meet the learning needs of these individuals.

Learner readiness includes the learners’ ability to effectively use technology and respond to technological Challenges. It also involves them having a clear understanding of the tools (colloborative, synchrounous or asynchronous) that will be used to deliver the learning or add value to the delivery. They should also be motivated and have the discipline to learn in a self-driven online environment.

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more

Employee Demographics

In this instant the employee demographics refers to employee readiness at the organisational level. It is a summary of the results obtained from the learner readiness survey and includes other information such as number of employees, job function, on the job training etc.

QuestionWhat are some of the things you need to know about the learner when assessing readiness for e-learning? Place a tick beside the correct answer(s)1. Education 2. Access to technology 3. Position within the company 4. Marital status

Cultural ContextsImplementing e-Learning can represent a significant change in an organization. Organisational culture is the first step in recognizing the necessary change. It has a significant impact on the goals and expectations for the program as well as the acceptance and the overall success of e-learning in an organisation. The decisions that are made regarding e-Learning implementation should be made in light of the cultural variables that exist..

Cultural Contexts

The training manager at Tropical Resorts Group of Companies knows that no programme can be successful without the CEO’s support. To help ensure the success of the e-learning initiative he has arranged for the CEO to directly communicate with the employees before and after the launch of the initiative.

The sales Staff at ZJ’s Bottling Company is used to being rewarded for their achievements. To encourage their participation in the elearning programme, the training manager hs budgetted for and included a course completion incentive in the programme.

Management Aspect – Mission and Vision

Management is another key aspect of e-learning success in organisations. To be ready the organisation must have a clear mission/vision and supporting policies related to the delivery of e-learning.

Management Aspect –Stakeholder Involvement

Top management’s buy in to the concept of e-learning serves well in the appoint key stakeholders at the operational level to help with the planning and implementation process. At least they know they have his/her support. In the instant where operational level mangers have the autonomy to make strategic decisions, the top management must be kept in the loop in order for the implementation to be successful. An examination of the way top managers get involved and facilitate recommendations from the operational level management in the organistion’s business is an indication of their overall willingness to adapt to change.

Human Resource (HR)Training usually falls within the ambit of the human resources department either directly or through a training depart which generall falls under it. With regard to readiness the HR department role involves strategically ensuring that the elearning implementation have the right number of personnel to carry out different aspects of the job (administrators, support, vendor management, tracking and reporting on results etc.)

TechnologyAn organisation’s technology readiness will dictate how successful e-learning implementation proves to be. Even without the very latest technology employees must have at least these basic necessities: O Compatible hardware and softwareO Easy and fast, reliable and secure access content hosting

networkO IT technical supportO User friendly ICT infrastructure

There are also other capabilities that will prove useful. Some of these are:O Collaborative toolsO Learning Management System to track learner activity

Financial AspectReturns on investment (ROI) is a key outcome of business initiatives in organization's. E-learning implementation is no different from any other initiative in this regard. The cost of transitioning from face to face learning to e-learning must be weighed. What are the costs for installation and maintenance of hardware and for the purchase of the latest versions of software as they are updated?

ContentO Content refers to all learning resources whether

in digital format or paper based format that are presented as part of a training curriculum. It may be developed in-house or provided by an external vendor.

O Organisations who conduct in-house face-to-face training programmes usually are likely to have content such as course outlines, programme plans and course core content in the form of presentations and handouts.

ContentO When transitioning into e-learning

these materials need to be assessed to see if they can be used as a framework (as with a general course outline) or be digitized and incorporated into a newly designed e-learning course.

O Multimedia content such as audio and video may also be considered.

MethodologyThe main methods used to determine readiness is descriptive/survey research to identify and describe the characteristics of the various e-learning readiness aspects utilizing instruments in the form of:O Printed surveysO Online/(web-based)

E-Learning Readiness Instruments

This course refers to two major instruments.O Organisational Readiness O Individual (Learner) Readiness

These instruments are used to gather the needed information.

Process FlowchartsA flowchart is also a diagram that show the steps in a process. On slide 23 there is a simple flowchart representing a process for determining an organisation’s readiness for elearning.

As implied in the process flow diagram decisions has to be made regarding the feasibility of specific areas of readiness contained within these instruments. If there are serious gaps then the overall purpose for e-learning need to be redefined. Where there are no serious gaps, recommendations should be made for implementation.

E-Learning Readiness Process Flowchart

Refin

e

Assessment Questions

Go to Assessment

Please take some time to evaluate the course

Go to evaluation

Resource LinksOnline Readiness Survey

Summative Assessment

Evaluation Form Learner Readiness

http://captech.edu.jm/copies/organisational%20readiness%20survey.docx

http://captech.edu.jm/copies/Assessing%20Organisational%20Readiness%20summative%20quiz.docx

http://captech.edu.jm/copies/Course%20Evaluation%20form%20ereadiness%202013.doc

http://captech.edu.jm/copies/learner%20readiness%20questionaire%202012.docx

References

Aydin, C. H., & Tasci, D. (2005). Measuring Readiness for e-Learning: Reflections from an Emerging Country. Educational Technology & Society, 8 (4), 244-257. Retrieved from http://www.ifets.info/journals/8_4/22.pdf

Haney, Debora. Assessing Organizational Readiness for E-Learning: 70 Questions to Ask. Performance Improvement • Volume 41 • Number 4. Retrieved from http://www.qou.edu/arabic/researchProgram/eLearningResearchs/assessingOrganizational.pdf