E-Learning Delivery: The Four Steps

We work with many national and international organizations in the delivery of learning.  Learning can take many forms but for the purposes of this discussion I have chosen to focus on E-Learning medium.

The lessons we have learned about E-Learning, and that are reviewed here can be applied to any form of learning.

There are four unique components that must be addressed when considering a new education, awareness or communication initiative.  Such initiatives can include delivering specific knowledge to the general membership of an organizational body, communicating guidelines and protocols to employees of a company or even informing a broad public audience. Regardless of the audience, the four steps of delivery must be observed if the project is to be successful. The four steps in order of implementation are Strategic Planning, Content Development, Implementation and Promotion.   

Strategic planning for E-learning, on the surface appears relatively simple but I would suggest that it is far from it. As I have mentioned in previous blogs, E-Learning is not a layered on delivery medium it is unique, and it combines all previous delivery methods of information and education delivery into one medium, i.e., video, text, images, simulations, interactivity, threshold learning imperatives, etc., and as a result is must be include both a short term and a longer term strategic plan since its implementation demands changes in administration, policies and protocols and responsibilities within the organization responsible. While this may seem daunting it can be implemented in a phased in approach that allows the originating body to learn as it implements and to allow learners to participate in that process. Strategic planning also includes one additional important aspect and that is it helps define what content will be included and what level of expertise is required to help define that level of knowledge.

The next step is fairly simple, content development has utilized the same basic methodology since the industrial revolution.  The body implementing the learning brings together a committee or group of experts that have a broad cross section expertise directly relating to the content as defined by the strategic plan. Usually they represent a fairly academic group depending on the industry and knowledge being delivered.  The one trait most subject matter experts share is a lack of understanding of the medium they are working in -  and a general uneasiness in dealing with instructional designers or those providing the interactive experience that engages learners.  This is often the result of having to allow developers to work with the content where subject matter experts cannot exercise direct control over content.  This is usually overcome once the subject matter experts have an opportunity to view the results of the interactive process.  

The implementation is standard for the most part but as well, however, in the case of E-learning there can be, “a few curves in the road” so to speak. Organizations typically have to grapple with defining an effective way to manage and administer learning in a way that can include a dialogue with learners and include learners input and feedback. This can be difficult with reduced budgets and increased staff responsibilities.  This is where longer term planning has a more direct impact on delivery; and understanding that budgeting and staff responsibilities can be streamlined when E-Learning is implemented as a replacement for traditional learning as to realize better cost management and knowledge retention.

The final step in the delivery process is promotion and I have blogged about this a few times in the past. Promotion is often overlooked and under-appreciated. Most organizations whether we are referring to a membership body or a corporation believe that “if we build it they will come.”  Have faith brothers and sisters – we put it on our web site, we have announced it in the newsletter and we even sent them an e-mail with links.  All must do steps, but these fall far short from inspiring or engaging learners; and it does little to encourage them to buy into the benefit of that very specific information you are providing. If an organization has spent all that time and effort to create information, why is there no plan to promote the value of the content and its benefits to learners above and beyond the standard methods?  Organizations must employ what ad agencies have known forever, an event around the delivery of a valuable product.  Gaining participation in advance from your potential learning audience through events and teasers helps create awareness and anticipation. Using social media forums, contests and rewarding participation creates a buzz around the delivery creating a general groundswell of support for the information and awareness and its underscores the value that the organization places on information.

Synchronous E-Learning: Simulation, Video or Animation?

As synchronous and a–synchronous learning become more entrenched in transferring knowledge from one source to the other, ideally through such tools as E-Learning, a number of complex issues begin to emerge in setting the bar for comprehension.

How to effectively delve into the content and communicate it in a meaningful and cost effective way is essential to understanding what tools offer the greatest efficacy. The later part of that statement is key since up to this point E-Learning has grown at snail’s pace, largely due to cost.

Often in Learning in general and E-Learning in particular, these methods of communicating knowledge are designed to inform us about the correct or preferred way to do something. They help us understand the decision making process that support a best practices and allow us to think through a process. If it is truly interactive it allows us to make mistakes and learn from those mistakes by visualizing what might occur and how we might handle unique situations or barriers to completing a task.

The current pantheon of tools has grown in ease of use, cost of deployment, penetration in the marketplace and feasibility in general. Let’s have a quick look at each to better understand their strengths and weaknesses. The first we can review is simulation. 

While simulations can take many forms they generally include still images, coupled with audio. These can include illustrated characters, or drawn figures, as well as real people that are animated to some degree. Using such imagery and motion helps us break down a process and are often more generic in nature so as not to skew the learning process with gender, age or ethnic biases. A simulation helps us control the environment down to the smallest detail and can be cost efficient. Its weakness is its strength, it can appear very simplistic to a well educated audience and appear to be “taking down” to learners while the technology that controls these figures often introduce slight delays. I must also say that in many professional environments, given the wide range of opinions, there will be some very positive and some very negative reactions. Simulations can be very effective when using inanimate objects and illustrating a process.

Video has been around for awhile and of course it is often the preferred means of illustrating a scenario.  Its strengths are that it shows real people undertaking specific processes that most of your audience can relate to. It often employs the willing suspension of disbelief in that its displays scenarios that may not have been experienced by the learner.  Its strengths are that audiences have become accustomed to video and recently in reality TV and now accept working professionals portraying their day-to-day roles much more so than actors. This allows us to cut costs by using real people doing their jobs, but it introduces complexity by demanding more careful planning, places more responsibility on the client as participant in developing the scenarios. Costs have some down dramatically for videotaping and editing as low cost, high definition technology is now readily available with a skilled workforce to support it. Since the decisions around using real people relate to availability, cost and knowledge we have to remain vigilant about stereotyping.

Animation remains a fairly high cost alternative since it utilizes more specific software and hardware and there are fewer skilled technicians to undertake production. Animation can offer some very dramatic and effective illustration of scenarios and it excels when trying to demonstrate three-dimensional images.  Its weaknesses are that it is still relatively costly to deliver on a consistent basis  and like the simulation it can over-simplify a scenario.

My experience suggests that each of these technologies has a place in the development of synchronous learning but the parameters of any given assignment will dictate which technology to use. The three main parameters used to determine which technology is most appropriate to illustrate protocols and techniques are cost, available resources and comprehension. More often than not comprehension is the least considered parameter for supporting the choice and cost is the most important.  



E-Learning – Not an Additive …An innovation!

 All too often administrators and managers see new technologies as add-on elements to their existing continuum of learning. Not so with E-Learning …rather than layer on E-Learning to existing learning processes such as classroom training, lectures,  print materials, workshops, video, internet etc. We really have to begin thinking about replacing existing learning with E-Learning as the cornerstone of an integrated learning process.

As the increasing demands of maintaining up to date knowledge overwhelm us in an avalanche of information we need to adopt strategies that allow us to cope with it. Many theories suggest that the total human knowledge doubles every five years and every two years in health and medicine.

Developing a unique strategy for implementing learning that utilizes new technologies, addresses changing social norms and considers human interaction and communications as it relates to learning will help organizations be more effective and deliver a better return on investment for each learning dollar spent. This can be a significant undertaking but testing the implementation of unique learning environments and validating that test allows us to understand how to develop new learning standards and implement administrative protocols that are applied across an organization. Layering on E-Learning onto existing learning process simply drives up the cost and does not hold the learner responsible for comprehension. 

There is a cost and the only way that this cost can be rationalized is by reducing budgets and expenses on traditional learning processes that are not as effective.  We first have to look at existing learning processes and ensure we understand the costs involved with having instructor led programs, the cost of having a group of people sitting in a room, the cost of preparing tools and learning assets, the travel expense, the cost of qualified instructors, the follow up costs and the administration of these traditional learning initiatives. Overhauling an entire system may seem daunting but if we select a unique project based on priorities we can test the scenario and mange the parameters to ensure a firm understanding of the learning’s effectiveness in terms of comprehension and cost. Such tests can include both a-synchronous learning and/or blended learning but parameters and protocols have to be defined in advance to ensure we can benefit from what we learn in such E- Learning tests.

One of the most important protocols in implementing such a test is that existing traditional methods of learning such as classroom, instructor led or simple printed information presentations must be removed as an option in the learning process.  Once we have taken the time to design and implement a learning process that responds to our needs, we have to ensure that learners cannot not fall back into familiar patterns of learning.  The new strategy must be championed to ensure the new learning standards are implemented effectively and that and the initiative can be measured for effectiveness of comprehension, ease of administration and return on investment.

The Basic Press Release

One of the most important lessons that beginners need to learn is that writing media releases is all about developing a persuasive communication within the framework of a traditional news story format.

Editors will quickly trash media releases that make outlandish promotional promises -- "the best ever," "everyone wins," "one-of-a-kind," "changing humankind forever." You get the idea. Instead, press release writers must think like a reporter. Media releases must follow journalistic style in order to be given any kind of consideration. How do you accomplish this task? Here's the basics.

1. The Headline: In about ten words -- or less -- you need to grab the attention of the editor. The headline should summarize the information in the press release, but in a way that is exciting and dynamic; think of it as a billboard along a highway -- you have just a few words to make your release stand out among the many others editors receive on any given day.
2. Opening Paragraph: Sometimes called a summary lead, your first paragraph is critical. This paragraph must explain "the five Ws and one H" of the story -- the who, what, when, where, why, and how. This paragraph must summarize the press release, with the following paragraphs providing the detail.

The opening paragraph must also contain the hook: the one thing that gets your audience interested in reading more -- but remember that the hook has to be relevant to your audience as well as to the news media. A hook is not a hard sell or a devious promotion -- it's just a factual statement.

3. The Body: Using a strategy called the inverted pyramid, the body of the press release should be written with the most important information and quotes first. This inverted pyramid technique is used so that if editors need to cut the story to fit space constraints, they can cut from the end without losing critical information.
4. The Closing Paragraph: Repeat the critical contact information, including the name of the person, his or her phone number and/or email address.

Something to Enhance

Add Video or Images to the press release to offer other media outlets package materials that they can use in writing articles about the content of your press release. It may cost more but it is worth it.
Include a spokesperson who is available for post-press-release interviews with the media and can speak about the contents of the press release in detail. Finally, try and i
nclude observations and comments by respected industry peers that confirm the contents of your press release.

Calling All E-Learning Champions

Video, for many years and even in this day and age was and is considered, somehow, to be the preferred means for transferring information or teaching.  Video is a static presentation offering little opportunity for the leaner to interact but it does do some things well in that it is able to illustrate things very succinctly and that is why it remains so successful.

MacDonald’s has made an empire based on consistently delivering the same product and customer service to its customers while consistently trainings their employees using video. This is an example of a training video from 1972 … seems antiquated but you might be surprised to learn that many organizations continue to use some form of video to inform customers and train staff.  

As training has progressed over the years, interactivity has been added through such programs as PowerPoint, and in-classroom instructors which offer greater learner engagement and comprehension but at a significant cost in terms of labour and time.  While the comprehension levels have increased with more hands-on  or in-classroom training  the real cost of learning has continued to escalate in recent years since learning incorporates new and different kinds of media, increasing labour costs and more in classroom technology.

. E-Learning has been around for some time, and the technology has matured and become cost effective  when compared to traditional in-classroom training  but most organizations remain entrenched in the use of legacy learning practices  and tend to defer to the IT gatekeepers to help rationalize the initiative rather than champion  its merits. Surprisingly, most organizations, who have significant learning needs such as in health care, continue to use in-classroom training, along with their video and/or PowerPoint presentation and some handouts even though they know that this method is not cost effective nor does it result in enhanced comprehension.

Recent studies have shown that E-Learning is 40 % more cost effective than in-classroom training.  This was proven by researchers from the University of Chicago and the University of Washington who confirmed that a 30 minute multimedia CPR training program was more effective at training adults between 40 and 70 years of age than the traditional 4-hour instructor led classroom training.

My own experience has taught me that one hour of E-Learning is equivalent to about 4 hours of in-classroom training.  This is a result of removing the social interaction that typically occurs in a classroom that does not contribute directly to the learning process, disruption caused by people entering or leaving the classroom, instructor’s lack of focus or preparedness and lack of consistency in the lesson plan and testing process.

By enlarge most company and organizational leaders will agree with the concept that E-learning is more cost effective and more efficient as a learning strategy …yet there seems to be little appetite by professionals organizations and businesses to employ E-Learning. True self-paced learning (E-learning) learning has been slow to be adopted despite its many advantages. This has largely been due to the demand for significant initial investment required and the ongoing need to administer and manage learning.  This boils down to the  investment in time and effort by administrators in setting up policies, procedures and long term benchmarking practices that will guide the evolution of E-Learning and maintaining records and updating content within an organization.  

Today’s E-Learning utilizes the best of video, so-called speaker support, audio narration, interactive forums, chart functions, questions & quizzes and simulations to present concepts and test your comprehension.  Video has become a tool set within the E-learning environment as have the PowerPoint presentation and other forms of media information presentation. E-learning has become fairly easy to implement and there are plenty of flavours to help organizations manage and administer E-Learning through Learning Management Systems where there isn’t a significant investment required in hardware or software and organizations can evolve into E-Learning strategy that works for them at an affordable price.

Want to learn more ..stay tuned or give me a call.

Product Knowledge & Training as a Marketing Strategy

Educating existing and potential clients on the unique benefits of a product or service or simply creating awareness for your brand is poorly understood by many companies and organizations. The process of offering your clients information that for free - they can benefit by - without a clear ROI has long been considered a benefit that only large scale organizations can afford to entertain.

This has changed dramatically as new online technologies make the process more cost effective to implement in a broader geographical marketplace. The one thing , however, that has not changed is the focus and investment that has to be made on the part of the delivering organization to ensure that the information is professional, responds to clients needs and is valued by clients.

The most cost effective manner to implement “Knowledge Training as a Marketing Strategy” is to create an interactive “on-demand” presentation or “live-event” online event.  These events help your customers understand how your products benefit them and helps recognize their unique needs through such ancillary assets as case studies, frequently asked questions and live interactive question opportunities.  Once such a marketing tool is developed it can be delivered repeatedly with little cost and can be revised to respond to changing customer needs.  In this discussion I will focus on the “Live Event:” scenario but many of the same steps apply to the “on-demand” scenario.

The 11 steps to “Knowledge Training as a Marketing Strategy” are as follows:

1. Define one product or service that will define your brand in the marketplace
2. Write it down in a brief overview - the features and benefits and the “how-to’s”
3. Develop one statement defines the unique selling feature or allows the client to relate to your message best
4. Visualize: how this story can be made easier to understand through video, images, simulations, etc.
5. Determine if this can be passive interactive information or live interactive information online
6. Consider a budget for marketing channels: this tends to be online - complemented by other mediums
7. Create a marketing plan & database for the live event:  PR, e-mail, print awareness, follow-up, etc
8. Create a database to capture contact info: use existing database, online invitations, meetings, calls, etc.
9. Define who are the players in implementing a live event online: script the event from beginning to end
10. Determine what assets: such as images, video, documents, interactivity, questions, etc
11. Pre-plan and implement follow up on the event with phone calls, e-mails, in person presentations

The only drawback to producing such “Knowledge Training as a Marketing Strategy” events is that you do have to focus resources on developing a complete professional presentation to maximize effectiveness. However, this is an elegant solution that allows small and medium sized businesses to reach into the marketplace like never before. The cost of acquiring (qualified) contacts, developing the media event and following up can be managed easily and can be very cost effective.

Trade Shows...is your USF Showing?

We’ve all read the many articles that offer tips and strategies for taking advantage of conferences or trade shows. Newsflash - most of this information is either inaccurate or just plain wrong.  These obvious strategies can range from recommending, “Use a Prize Draw or Contest” to, “Make sure you’re your booth is staffed at all times.”

While some of these tips can be useful if you are just getting started, they remain very basic and do little to differentiate you from your competitors. Trade shows and conferences will often have displays lined up, aisle after aisle; each jammed into a small space; each with its own colours. It can all be very confusing to visitors. For many of us the cost of registration, creating a display, allocating the time from a busy schedule, delivery and set-up and the cost of marketing before and after the trade show can be overwhelming.

As a result we don’t take the time to understand why people are attending, what they want to learn, and what attracts them to one display versus another. The psychology of trade shows and conference attendees crosses many boundaries and there are as many reasons for visiting as there are visitors; but one factor that is common to all attendees …the Human Factor. In the final analysis, a trade show or conference display is still primarily about…one-to-one selling with a focus on your USF!

Your Unique Selling Feature (USF) is the inalienable truth about your product or service that creates demand. This is what separates you from your competitors; and it helps create a focused message and profile for your company or product. One clear message, sparse text in large fonts and dramatic images that tell a story can bring a clear focus to your message.

Preparing a focused message means research before you attend the trade show or conference. It means taking the time to understand your customer’s challenges and distilling them down into a single statement on your display that engages them as they walk by. This lets them know that you understand their need and are not just trying to push product. If you’ve done everything right, the customer stops at your display - now what?

Having experienced, knowledgeable staff at the display that are passionate about the products and services is extremely important. Perhaps even more important is ensuring that the people you have at your display know how to listen. As David Ogilvy (Advertising Icon) once said “we are not selling ¾" drill bits . . .we are selling holes.” What he meant was that it is our responsibility to sell solutions and to do this we need to listen and ask probing questions that will help us understand a potential customer's challenges. Once we understand the challenges we can then propose solutions from our products and services that are tailored to overcoming challenges for each customer.

Taking notes while speaking with prospective clients can be an asset but it often leaves them feeling left out. Making good eye contact and engaging one customer at a time in a meaningful discussion can be far more effective than having many visitors flowing through your display, picking up trinkets. Staff who are attending a display should be able to provide notes for follow up at the end of the day. It is always a good idea to debrief after a trade show session and discuss each encounter and their prospective potential for your company. Often a gut feeling about a client can be just as dynamic as detailed notes. In a recent book, entitled “Blink”, Malcolm Gladwell discusses the concept of choices that are made in an instant. He brings together a number of research studies to help define the strength of the gut reaction in the decision making process. Make sure the trade show booth is staffed with experienced people – not just junior stand-ins!  

Another fallacy in trade shows and conferences is that the displays with the most traffic are perceived as more effective. The total number of potential visitors does not often support effective strategies at a trade show because it is not about the quantity of visitors to your display but the quality. You may go to a show and only get several visitors but if they are the right visitors they may help increase your sales significantly.
Consistent and timely follow up will help determine the ROI on your trade show. This, along with a marketing strategy that combines a well-maintained web site, professional collateral materials and frequent if not strategic ad placement make all the difference. A large client is always harder to bring to the table and takes much longer to do business with you as their business cycle can often take 1 – 2 years and so needs to be exposed to your consistent message over a longer period of time through a variety of mediums.
Is it luck when you finally land that large client – perhaps not – remember that luck is the combination of preparation and opportunity!