Business Essentials: Will staff embrace e-learning or will it land with a 'FUD'?

The march of high technology has brought with it a quick and convenient way of acquiring new skills on the job: e-learning. But it has yet to take off because it isn't cheap. Research has found that smaller firms are unlikely to have enough surplus profit to plough into e-learning platforms or courseware.

The march of high technology has brought with it a quick and convenient way of acquiring new skills on the job: e-learning. But it has yet to take off because it isn't cheap. Research has found that smaller firms are unlikely to have enough surplus profit to plough into e-learning platforms or courseware.

However, given the reduction in costs associated with a maturing market, suppliers and developers are beginning to approach small and medium-sized enterprises (SMEs) - and employers like Synergy Connections are seriously thinking about investing in it.

"We are tempted by many aspects of e-learning, but are anxious about others," says Gill Curran, managing director of the telemarketing company, based in Fareham, Hampshire. "As an expanding business, now employing 28 people, we are ready to develop a robust training programme. But we want to make sure we get it right."

Although Synergy Connections was founded eight years ago, the priority for Ms Curran in the early years was simply keeping the business afloat. "Unfortunately, nine months into setting the firm up, my co-founder got an illness that precluded her from working. I suddenly found myself on my own and, what's more, I then suffered some family bereavements," she explains. "It's really only been in the past couple of years that I've felt able to take the reins again, and things are going from strength to strength."

Indeed, Synergy Connections doubled its turnover last year, reaching £500,000. "But because the growth has been so significant, and at times extremely fast, our staff have not always been ready for it," she admits. "That's the chief reason we want to focus on training. In telemarketing, turnover is a direct result of the people who make the calls at the centre."

The company is also about to become a two-site centre - another reason for Ms Curran's growing interest in training. "We want the quality of our service delivery to remain consistent."

Ms Curran is particularly attracted to e-learning courses in creating and managing teams. "People can take this to NVQ diploma level, so they get a recognised qualification," she says. "It's also very important for us because we often promote good 'phone' people to lead their teams and they need to be trained in those additional management skills." In addition, she is interested in courses in interviewing and recruitment.

The pros of e-learning are clear, she believes. "It is flexible and time-saving - important issues for us because time away from the job can cause problems. People can also immediately apply what they've learned back at their desk. And because the courses are often short - the interviewing and recruiting one is just six hours - they give staff a flavour of an area; they can then decide if they want further training in it."

But cost is a worry and she is concerned that participants miss out on shared learning. "In more traditional classroom environments, people feed off each other."

In addition, because Ms Curran is new to e-learning, she doesn't know how to ensure that the course content and delivery meet the firm's needs. Even more importantly, she isn't sure how to gauge its success. "I believe training has to be measurable. If you can't actually see the benefits to the business, I'd have to ask what the point of it is."

www.synergyconnections.co.uk

WHAT THE EXPERTS SAY

Martyn Sloman, adviser - learning, training and development, the Chartered Institute of Personnel and Development (CIPD). Also author of The E-learning revolution

"There is a simple answer to Gill Curran's question: don't. At present, e-learning is simply not an appropriate option for Synergy given its stage, size and needs.

"Make no mistake - e-learning has arrived. CIPD surveys indicate that it is used to deliver up to 10 per cent of current training by time - and that is set to more than double. But it is most effective when it has been developed as customised material for the particular needs of an organisation. Moreover, it needs to be embedded firmly in the other business and human resource processes.

"The topic that Synergy Connections has identified - creating and managing teams - seems just right for this stage in the firm's evolution. However, this requires a sharing of experience and role-play - precisely the things that e-learning cannot deliver. Far better to commission a short, off-the job, training event. Involve your employees and listen to what they say. For now, go bottom-up rather than top-down."

Denise Candy, chief executive, Hampshire and Solent Learning Hub

"The 'FUD (fear, uncertainty and doubt) factor' is a normal reaction to new technology, and implementing such a new way of training does sometimes seem to require a leap of faith.

"However, nationwide 'learndirect' business centres - backed by the Government - are there to help managers identify the right courses for their firm, to show them how to get started, and to ensure they maximise the return on their investment.

"E-learning does not try to replicate the classroom, but provides personal online tutor support, plus chatroom facilities for peer discussion."

"In evaluating e-learning, excellent feedback is available through online surveys, and pre- and post-training assessments which demonstrate actual learning achievement. Behavioural change will typically be observed back at the workplace, when students have had the opportunity to implement their new skills."

Brian Merison, general Manager, The British Learning Association

"E-learning offers a solution to many business needs. However, it is not a panacea and it is important to clarify what you are looking for before implementing a strategy to meet it.

"Ms Curran's interest in creating and managing teams assumes a team structure and the need to develop leaders. Human resource issues need careful consideration and she might appoint a company 'champion' to take this forward. How many team leaders are needed? What should their attributes be? And what are the performance criteria? This is an essential starting point for evaluating any training.

"E-learning brings flexibility and potential time savings, but with small numbers the solution is not necessarily onsite. Using local providers such as learndirect or further education colleges might be more cost effective; these adopt the 'any time' aspect of e-learning to offer courses at times convenient to businesses and their staff, together with appropriate advice and support."