By Elizabeth Gardner

USA – 1st March, 2008 – Walk into a City Furniture store in Florida on a slow morning and you’re likely to find a store associate at his computer. It may look like he’s web surfing, but he’s probably brushing up on his knowledge of couch construction or crib safety standards using the retailer’s e-learning system. For the past year, the 15-store chain has been moving its employee training away from classrooms and paper manuals and onto the Internet.

With stores all over south Florida, City Furniture’s 1,100 employees are far flung. “Imagine how challenging it is to get people to come an hour north, or two hours south, or an hour west, for a full-day training session,” says Janet Wincko, director of recruiting and learning. “Every moment they’re driving here and sitting in a class, they’re not selling.” And for employees in the 24/7 distribution center, scheduling classroom training to fit everyone’s odd hours is an additional challenge.

With e-learning, employees can complete little chunks of training; anything from five minutes for a quick briefing on a new product to a 20-minute module on store procedures, whenever they have a spare moment. Their reward is anything from lavish praise to bonuses or promotions. City Furniture’s reward is more training completed at less expense and potentially lower employee turnover and higher sales.

Internet-based e-learning is transforming how stores train their employees, whether it’s how to fold a sweater, how to deal with an angry customer or how to work the point-of-sale system. And sometimes that point-of-sale screen carries the lesson of the day.

“First-tier retailers: those with more than $2 billion in annual sales, all have embraced e-learning”, says Sunita Gupta, executive vice president at the LakeWest Group, a retail consulting firm. It recently completed a survey of 100 top retailers, and more than 70% said better training of store personnel was their top priority.

“Among second tier retailers: those with $500 million to $2 billion in sales, adoption of e-learning varies, and it’s most often used to introduce new technologies or programs”, Gupta adds.

Because e-learning systems are often available as a hosted solution and companies can pay per user, retailers of any size can potentially benefit, says Don Cook, senior vice president of marketing at Learn.com Inc., which includes about 30 retailers, including City Furniture, among its 500 e-learning clients. “We target the mid-market, between 10,000 and 30,000 employees is our sweet spot, but our biggest growth area is companies with less than 1,000,” he says. “Small companies should take training seriously. When you have three stores, it’s easier to develop a training system than if you wait until you have 50 or 100.”

Computer-based training has been around since all screens were black with green letters. The rise of the commercial Internet has made networked computers ubiquitous and inexpensive, giving retailers the ability to easily link trainees with centralized training. And the evolution of Internet technology has spawned a toolbox of presentation techniques as useful for developing training materials as they are for creating flashy web sites. Course developers can choose online video, Internet gaming techniques and other tools that appeal to the young people who form the backbone of many retailers’ sales forces. And those forces can take their training at any Internet-connected computer whenever it’s convenient, whether during a lull at the store or at home in their jammies.

“Retailers realize that e-learning offers a better toolset than traditional training,” Gupta says. “It’s interactive. They can add remedial sections if someone is taking longer than usual to understand something. They can be creative with learning protocols. And they can test as they go to gauge a person’s progress.”

Last year, Hudson’s Bay Co., one of Canada’s largest retailers with more than 580 locations and 50,000 to 70,000 employees depending on the season, realized a two-fold increase in the number of online training courses completed by employees, says Jason Hubbard, senior manager of e-learning and virtual classroom.

His in-house staff of five has produced dozens of e-learning courses over the past four years, not only on specific products and store procedures but also on personal growth topics like dealing with stress and improving language skills. Each course takes about three weeks to create and 15 to 20 minutes for a learner to complete. Hudson’s Bay employees completed more than 160,000 courses in 2007.

And often they revisit those courses for a refresher. “Any trainer will tell you that when someone gets training for a whole day, they’re overwhelmed and don’t remember everything they’ve learned,” Hubbard says. “With this system, you can go online to review specific things. If I do a spreadsheet once a month and I’ve forgotten how to do a PivotTable, I can use the Excel course as a reference tool.”

The courses run on a learning management system from GeoLearning Inc. GeoLearning hosts the system, which provides a platform not only for delivering the courses but for tracking participation and assessing the overall “skill health” of individual employees. The learning management system can serve as a general employee development tool for human resources departments, says Will Hipwell, GeoLearning’s senior vice president of product development.

E-learning can help geographically dispersed organizations develop a common corporate identity, says Angela Vazquez, director of instructional design at AMC Theatres, which operates 300 movie theaters throughout the U.S. and Canada. The company has been using e-learning for about four years. Its system provides courses for about 2,700 employees, including line managers at theaters. Vazquez plans to roll out courses this year for the 20,000 crew-level employees, the ones who pop the popcorn and clean between the seats.

“Having a centralized training function at the home office really helps us standardize and share our culture with remote locations,” Vazquez says. Each course uses the same branded template to give a consistent look and feel.

Face to face?

However, some subjects are still best taught in person, especially if they involve role-playing or lots of personal interaction, says Hudson’s Bay’s Hubbard. But even then, e-learning can streamline the process.

“A class that might have run a full day before can now run half a day because you can play around with the material a little bit online before the course and do follow-up online,” he says. City Furniture, Hudson’s Bay and AMC all use some classroom training in addition to e-learning for a blended approach.

Costs for e-learning vary widely, and the return on investment is sometimes difficult to identify, especially in the first few years when a company is incurring substantial expenses to set up a system and develop courses.

When City Furniture’s Janet Wincko was selling management on e-learning, she stayed away from squishy projections on increased sales or reduced turnover and stuck to the obvious. “Paying a dollar to an instructional designer is comparable to paying a dollar to an instructor,” she says. “But I have to pay the instructor every time he teaches a class, and I only have to pay the designer once.”

For Hudson’s Bay, direct return on its overall e-learning investment isn’t a primary concern, Hubbard says. Sales and management staff have to be trained one way or another, and his most important metric is successful course completions (defined as not only being exposed to the course, but passing the post-course test with an 80% score or better). Nonetheless, he can point to cases where introducing a course on a specific product: for example, digital cameras has resulted in increased sales. “Associates are much more likely to sell something when they’re knowledgeable about the product.”

In general, benefits from e-learning are significant, especially when viewed enterprisewide, some experts say.

“It’s hard to measure what you get back from having sales associates who can actually assist customers,” says LakeWest Group’s Gupta. “But many corporate initiatives fail because the execution doesn’t happen at the store level.”

Source: InternetRetailer.com

Elizabeth Gardner is a Riverside, Ill.-based freelance business writer.

Learn Skills aims to have a comprehensive range of essential skills and compliance training for the Retail Sector available soon, for both individuals and large groups of employees and learners.

Without a doubt, today’s world is knowledge-based and depends on the rapid exchange of information. Countries that are equipped with the technology and knowledge to participate in the new electronic world are major players in its socio-cultural and economic developments. Education is changing, too. With the advent of multimedia technologies and the Internet, it is now possible to reach people who would otherwise have no access to certain courses or educational opportunities.

Electronic learning, or e–Learning as it has come to be known, makes use of the Internet and digital technologies to deliver instruction synchronously or asynchronously to anyone who has access to a computer and an Internet connection.

By some estimates, between 800,000,000 and 1,500,000,000 people world-wide understand English. Approximately 350,000,000 people use English as their mother tongue (mainly in the United Kingdom, the USA, Canada, Australia, New Zealand, Ireland, and South Africa). Some 400 million use English as a second language (in countries such as Ghana, Nigeria, Tanzania, Pakistan, and the Philippines). At least another 150 million people use English with some degree of competence. Furthermore, it is an official language in more than 60 countries (Crystal 1992, p.121). With such a large number of people using English, it is not surprising that English has become the lingua franca of the modern world.

In the current state of affairs, the global dominance of English in commerce, science, and technology has created the need for an ever increasing number of people to learn to communicate in the English language. There is a market demand for English courses on a global scale, and the English language teaching industry is thriving.

As English is experienced across different linguistic contexts, it may be experienced primarily as a language of education, or higher education, as well as in official contexts, popular culture, and the local vernacular. It may be regarded as a language of social and economic advancement, or it may be seen as an imposition or a necessary evil. However it is seen, the English language is used across the globe in countless contexts to very different effects.

Thus, proficiency in English is seen as essential for participation in the global arena, particularly in the economic domain, in which transnational corporations conduct business and trade beyond the national borders. In addition, the global spread of the English language is further facilitated by American media products of mass communication such as videos, music, news, magazines, TV programs, and so on. The dominance of English on the Internet reinforces the flow of international information in English, and affirms the structure of global communication. English is the most widely used and taught language in the world, and it is accepted easily almost anywhere.

Second-language acquisition and intercultural learning can be greatly facilitated through e-Learning. At present, e-Learning is itself becoming an important global business not only in the commercial sector, but also in the support that national governments are giving to educational institutions to increase their export income. There is a drive for change brought on by technological innovation to which governments and institutions of higher learning are responding at a rapid pace.

Learn Skills aims to address these needs outlined above through the provision of web-based language learning in English initially, and then to expand this range.

Courtesy: In Global Peace Through The Global University System, 2003 Ed. by T. Varis, T. Utsumi, and W. R. Klem, University of Tampere, Hameenlinna, Finland

UK – 5 September 2008 – This fact was highlighted in a  recent research study, funded by the Economic and Social Research Council and carried out by Sara Hennessy and Rosemary Deaney, University of Cambridge, Faculty of Education, 184 Hills Road, Cambridge, CB2 8PQ.

‘These IWBs(interactive whiteboards) have had a meteoric rise in popularity in schools,’ says Sara Hennessy who carried out the project with Rosemary Deaney of Cambridge University. ‘But, until recently, assumptions about how they have transformed teaching were not based on hard evidence.’

The system consists of a computer linked to a data projector and a large touch-sensitive board, which displays images, graphics, animations and videos. You can write captions directly onto the board and instantly convert your handwriting to type. You can create suspense by hiding and revealing text and graphics.  They can also be used with a special camera so that pupils can develop their own written ideas and images, and then share them with the class by projecting their work onto the IWB.

‘We explored how teachers might use projection technology to give space, time and status to pupils’ contributions to lessons. We wanted to look at the ways in which it could be used to challenge and develop pupils’ thinking,’ Dr Hennessy says. The research also discusses the dangers of technology-driven teaching and warns that time constraints can lead to superficial use of the technology.

In the study, English, history, mathematics and science teachers used interactive whiteboards and data projectors in various ways.

• Circling and highlighting make complex ideas more concrete and draw attention to particular features
• Spotlighting, enlarging and zooming can help to investigate detail and keep attention on key concepts
• Dragging and dropping are used to classify objects.

A unique strength of IWB technology is that it allows teachers and students to revisit previous sessions of saved activity, which helps to reignite and build on earlier learning. The researchers also found that using IWBs can:

• Provide new opportunities for learners to express themselves publicly, receive critical feedback and reformulate their thoughts.
• Stimulate discussion.
• Allow teachers to adapt to individual learning needs.

The project has provoked interest from academics, trainees and teacher educators. A series of 5 interactive CD-ROMs have been developed for teachers. These are designed to stimulate debate around key issues rather than offering models of ‘best practice’ and they are already proving influential in teacher education. The researchers are confident that the project will be welcomed by policymakers seeking a return on investment.

‘We have shown that in the right hands the IWB can be a motivating and immensely powerful tool,’ says Dr Hennessy. ‘It allows teachers and pupils to build and test complex ideas together, and supports active learning in new ways.’

Further information about this study can be found on the Cambridge University website, Faculty of Education by clicking here.

Most companies need to provide some sort of training or instruction to their employees, customers and suppliers.  This is especially true for technology-based organisations.  Typically these companies provide needed training by sending people to colleges, holding in-house training classes, or providing manuals and self-study guides.  In some situations it is advantageous for them to use e-Learning instead of the traditional training.

“Companies need to be aware of both the advantages and disadvantages of e-Learning”, according to Sean Griffin, Co-Founder of Learn Skills, the web-based skills and compliance training company.  “e-Learning needs to be understood for employers to maximise the benefits associated with this training.”

e-Learning, has many advantages over traditional classroom training for the employees in a company, customers using a product, or students in school. These advantages include:

• Better than reading the manual – more interactive and engaging
• Cost-effective – up to 60% more cost effective than traditional training
• Practical – where employees are based countrywide or globally
• Standardized learning – more consistent delivery of training

There are some drawbacks on using eLearning:

• Need access to computer – at home or at work
• Some need access to Internet and broadband
• Must know who to use computer – user must be somewhat computer literate
• Personnel resistance – phobias concerning using computers and tecnology
• Must be well-done – else it’s like being thought by a poor teacher

Businesses make most sound decisions based on potential return-on-investment (ROI). It is assumed that the company has already determined that training their personnel and/or customers is a value-added activity.   Now, the question is whether or not e-Learning is the best route to take.

Criteria for deciding on using eLearning include:

• Cost and practicality of sending learners to class
• Availability of computers and literacy of learners
• Development cost versus number being trained

Weighing these issues, an effective and informed decision can be made.  Companies should consider using eLearning when it is cost effective and practical and when they want standardized training.  PCs must be available, students must not resist using the PCs, and the e-Learning material must be informative and engaging to provide the best results.

Reference: School of Champions website, article by Ron Curtis (revised 4 April 2004)