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Implementing e-learning in a large organization:

Implementing e-learning in a large organization:. The critical role of information sharing. Grete Netteland 1 , Barbara Wasson 2 , Anders Mørch 3 1 Sogn and Fjordane University College & InterMedia, University of Bergen, Norway

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Implementing e-learning in a large organization:

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  1. Implementing e-learning in a large organization: The critical role of information sharing Grete Netteland1, Barbara Wasson2, Anders Mørch3 1Sogn and Fjordane University College & InterMedia, University of Bergen, Norway 2InterMedia & Department of Information Science and Media Studies, University of Bergen, Norway 3InterMedia, University of Oslo, Norway ICELW 2008, June 12-13

  2. Based on the article: Netteland, G., Wasson, B. & Mørch, A. I.: E-learning in a large organization: A study of the critical role of information sharing. Journal of Workplace Learning, 19, 392 - 411, 2007 ICELW 2008, June 12-13

  3. Workplace e-learning literature • Focuses on successful implementation processes, and on identifying success factors • Refers mostly to implementation processes limited to one or a few units in the company • Takes seldom a critical view • Recommends to a large extent a standardized implementation approach in all organizational units ICELW 2008, June 12-13

  4. This case study • Studies an enterprise-wide, large-scale implementation process • Focuses on the bottlenecks and dillemas • Data capture from all main units in the company • Emphasis is on the role of context • Longitudinal study: Sustainability of e-learning rather than design experiment ICELW 2008, June 12-13

  5. Geographical setting: Telenor Fornebu • Relocation of approx. 6-7000 employees from 35-40 different regional offices to new headquarters at Fornebu outside Oslo • Four-phased process, lasting from Nov. 01 to Aug. 02 • During this time: Focal attention on knowldge sharing, improved communication, and increased innovation ICELW 2008, June 12-13

  6. New modern building New ICT-solutions New advanced equipment New ways of working ICELW 2008, June 12-13

  7. Why e-learning? Slogans • Pedagogical need • Strategic initiative • Cost reduction • Show case ICELW 2008, June 12-13

  8. Implementation of e-learning at Telenor Main focus of presentation Company slogan: Future competence, Efficient learning 2001 1.1.2002 1.1.2003 1.1.2004 1.1.2005 Introduction of e-learning by the moving to Fornebu (e-learning project) Expoitation to the business areas (Learn@Telenor) Exploitation within the business areas (line organization) ICELW 2008, June 12-13

  9. One shared implementation model • Learning Management System (LMS) • 8 compulsory e-learning modules – 3 before moving and 5 afterwards • Shared roles in the implementation team (Training Administrator + Top Manager) • Shared rules and principles (individual learning + support + control + strict division of labour) • E-learning to be integrated with work ICELW 2008, June 12-13

  10. The user interface of LMS: Learning Catalogue component The Learning Catalog Shopping Basket Metapher Downloadable e-learning modules in the Learning Catalogue ICELW 2008, June 12-13

  11. Compulsory and optional e-learning modules ICELW 2008, June 12-13

  12. Description The e-Learning program gives an introduction to the PC solutions at Fornebu, in addition to an introduction to how to take care of the most important personal files when moving to Fornebu. Files that have to be secured, are files connected to outlook (.pst og . pab), your favourites connected to Internet Explorer, and other personal files stored locally on your hard disk. Topics PC models Personal PC Portable PC Securing of personal data Securing of Outlook files Securing of Favourites Securing of other personal files Securing – printable procedure About the Relocation day PC – Introduction to relocation ICELW 2008, June 12-13

  13. Sample descriptionof task The leading innovative workplace in the Nordic region is a challenging vision. In the e-learning module Vision and reality at Fornebu you will be presented with five dilemmas you most probably will meet in your new working day at Fornebu. You will be presented with different challenges where you have to decide what to do in a similar situation. Have you for instance considered that mobility and flexibility may produce resulting conflicts between your working hours and your spare time? Or that open-floor-plan solutions may make your private life more visible for your collegues? ”Your creative universe” introduces you to practical methods and tasks, for how you can contribute to Telenor’s vision as an innovative company. Themes The work – a state From mine to ours Working time and spare time Privacy at work Knowledge and work Your creative universe Vision-Dilemmas during everyday work ICELW 2008, June 12-13

  14. Docu Live – Document management and document storing Index ICELW 2008, June 12-13

  15. Each module had progress bar ICELW 2008, June 12-13

  16. The interface for administration Report from the unit R&D from 1.1.01- 24.04.02 Number of completed e-learning modules given the selected search criterion Number of unique users ICELW 2008, June 12-13

  17. Implementation of e-learning at Telenor Main focus of presentation Company slogan: Future competence, Efficient learning 2001 1.1.2002 1.1.2003 1.1.2004 1.1.2005 Introduction of e-learning by the moving to Fornebu (e-learning project) Expoitation to the business areas (Learn@Telenor) Exploitation within the business areas (line organization) ICELW 2008, June 12-13

  18. Exploitation from 2002- 2005 • Expansion – - e-learning activity expanded to new application domains mainly in one business area and at the corporate level - e-learning activity expanded to cross-organizational user groups • Contraction – - e-learning contracted in three of four business areas (two units stopped completely - one unit stopped using the LMS) • Integration – - non-integrated learning modules were integrated in the LMS - e-learning were integrated with other types of learning methods (e.g. workshops, meetings and classroom courses) - the previous e-learning portal changed into a company wide learning portal ICELW 2008, June 12-13

  19. Further changes during the exploitation • development of e-learning had changed from being primarily external to internal, using rather simple authoring tools • some of the new e-learning modules were essentially simpler than the advanced multimedia based modules developed for the moving (e.g. without noise or mere power point presentations) • some of the new e-learning modules were developed in English in order to be used in non-norwegian parts of Telenor ICELW 2008, June 12-13

  20. Field work and data gathering • More than 30 interviews with key actors in the e-learning process • Repeated interviews with the Training administrators and project leaders during the process • Direct observations of Telenor’s e-learning modules • Direct observation of two e-learning meetings • Document studies and studies of Telenor’s internal and external web pages • Statistics produced from the LMS at main unit level (completion rates) • Statistics produced from SAP (gender, age, partly also educational level) ICELW 2008, June 12-13

  21. Theoretical approaches in the analysis of the early implementation: ICELW 2008, June 12-13

  22. GT: Identified six main problemsin early organizational implementation • Hardware and software resources • Execution of implementation tasks • Management control • Information sharing (focus for presentation) • Allocation of time • Relevance to work and previous knowledge ICELW 2008, June 12-13

  23. Third generation activity theory • Supported the analysis of implementation process as a network of interacting activity systems • Deviations from ”normal” work flow represents types of disturbancs • The categories of problems are viewed as types of disturbances ICELW 2008, June 12-13

  24. Information sharing: Category description • Complaints related to the information exchange between different actors, for instance: - incomplete information about the e-learning activity at implementer level and employee level; - negative experiences related to misinformation, information overload and difficulties in finding the desired information; • Complaints about the written (or web-based) guidelines about the operation of the e-learning modules and access to the e-learning infrastructure. ICELW 2008, June 12-13

  25. Information sharing – Excerpt 1 “ …at first we [the training administrator] got to know that you were logged out of the LMS after three hours…Therefore we did not inform the employees. But then we got a message that people were thrown out after 45 minutes, that is something else…People go to lunch, take a break, and when they come back none of the e-learning activities have been saved and they have to start from scratch.” ICELW 2008, June 12-13

  26. Excerpt 2-5 ”When so much money had been spent, we expected that they [the e-learning project group] had prepared a dedicated site on the Fornebu intranet” ”For some of the units the attendance was high, in other units only a few showed up, and the leaders were almost without exception totally absent” ”I have said [to the e-learning project group] that maybe only four modules should be compulsory, but that was not accepted” ”The unit manager did not anchor the Training Administrator – role in the units as I meant it should have been” ICELW 2008, June 12-13

  27. Sources of tensions • A standardized information and communication strategy that did not take local conditions and factors into account • A missing understanding at company level for information sharing as a critical factor • A local need for a shared digital access point • A poor division of labour between the project groups and the units • A lack of attention towards existing work practices and work procedures and the need to prepare for integration of learning and work • A lack of understanding of the Training Adminstrator role ICELW 2008, June 12-13

  28. Recommendations based on study • The company should put an increased focus on information sharing as a critical factor and not underestimate the need for a shared understanding • The information and ways of sharing the information should be targeted towards specific user groups, local conditions and other contextual factors • The division of information tasks between the local and central levels is critical • The large span in work practices and work rules should be given attention • A new division of labour allocating enough time for learning should be prepared as well as new work tasks integrating learning and working • The role(s) responsible for coordinationg and pushing the e-learning activity is critical ICELW 2008, June 12-13

  29. Summary and Conclusions • A standardized information approach can slow down or hinder e-learning adoption in an organization • Implementations of e-learning at the workplace should take into account information sharing as a critical factor • Enterprise-wide implementations of e-learning in large organizations require a multi-level communication strategy targeted to the different user groups and work forms in the various part of the company ICELW 2008, June 12-13

  30. Thank you for your attention! Visit us at: www.hisf.no/en/internasjonalisering www.intermedia.uib.no www.intermedia.uio.no ICELW 2008, June 12-13

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