Training is a El Salvador Phone Number List issue for an organization. The cycles are now compressed: it took 50 years for half of its skills to become obsolete a generation ago, today it can take only 2 years. This is both an opportunity and a threat, whether for training organizations or for their clients. The job market is tight in some sectors (who can find enough skilled Java developers?), While at the same time the unemployment rate remains relatively high in France. The e-learning or e-learning is just one tool among others to meet these needs, but it was the focal point of this exhibition . How to successfully implement e-learning in your organization?

Here is an overview of good practices Build relevant metrics A sliding ruler measures the thickness of a sandwich I would say between 500 and 1200 calories Dedicating resources to training is justified if the organization can derive sufficient benefit from it. We must therefore think about the indicators that would be impacted positively or negatively during and after the implementation of e-learning tools . This will strongly depend on the sector of activity, or even the types of training taken: Saint-Gobain, for example, started with training on conflicts of interest, and one of the important metrics was the number of questions asked by

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employees to the Compliance department , indicating greater awareness of the issue. In the case of language training, 7Speaking advises to map the level of its employees, and to establish a map of the target of linguistic needs necessary for the profession. This makes it possible to have a starting point, an objective and a series of intermediary meetings which make it possible to check whether the gap between the current level of employees and the target is indeed closing, and at what pace. Galeries Lafayette measures the success of its approach in part thanks to the reduction in the time-to-market for new products, for which e-

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learning training is beneficial. Generate adhesion to the project: What if we started by thinking about those who train? Introducing a significant part of e-learning not only has an impact on the employees who follow the training courses, but it has above all on the employees whose job it is: the trainers. If many of them work in a room, with a whiteboard, chairs and a lot of discussion, the business is incorporating a greater part of the creation of modules and online training courses. The objective is often that in the long term, the load devoted to repetitive face-to-face training is reduced to make way for pedagogical engineering work, which

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is perhaps more intellectually stimulating. In any case, it is a change to be understood and managed. Trainers must be made to understand that appropriating a tool only represents 20% of the work. There remains 80% of pedagogy, which is their strong point – Isabelle Boisard, Director of Training, L’Académie – Galeries Lafayette; BHV Marais The rate of release of new training and updates According to Charlène Berneau, Corporate Learning Innovation & Transformation Manager at Saint Gobain, the content related to the group is relatively stable, with a lifespan of 4-5 years. However, business content is much more variable and evolves as needed. It is therefore a priori that the workload will be concentrated. How to successfully

launch new modules and training courses? This is where the philosophies diverge, with top-down approaches or models of viral transmission. Galeries Lafayettes relies on the role of the manager, who acts as an incentive to train; he must adjust his speech accordingly. Conversely, Saint-Gobain relies on interesting profiles: influencers, the best learners, role-models. They receive new content as a priority and are better able to immerse themselves in it and talk about it around them. But all agree on one thing: we must mark the launch of the operation. Some devote a week a year to training throughout the company and

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