Elearning - February/March 2008 - (Page 34) establishinganenterprise-wideLMS/LCMS stage, organizations attempt to use the LMS/LCMS to align with business goals and objectives. There is an increased focus on integrating with human resource and other business applications, consolidating the data and using business analytics. In terms of content, the goal is to find ways to link learning activities to compentencies, ensure the learning is job-related and on-demand (such as just-in-time, justenough, just-what’s-needed). In some cases, there is an acknowledgement that the traditional concept of courses — instructor-led or online — must be complemented by new learning modailities and approaches (such as communities of practice, coaching, social networks, mobile learning and other forms of online performance support). The fourth stage in this evolution is integrating the full range of human resource development applications and processes into one application, including — but not limited to — recruiting and hiring, competencies and job profiles, performance planning and management, learning and development, and succession planning. These systems are now being called Integrated Talent Management Systems (ITMS), as they represent the strategic use of technology to manage learning and the organization’s greatest resource, its people. BENEFITS In recent research reports by both Bersin & Associates and the e-Learning Guild, the top benefits organizations reported were: >> tracking and reporting; >> facilitating e-learning strategy; >> managing enterprise-wide initiatives; >> improving efficiency; >> complying with regulations; and/or >> reducing training costs. SELECTION AND GETTING STARTED Selecting an enterprise LMS/LCMS is really no different then the process an organization uses for any other enterprise software application. The most typical steps are: >> Step 1. Develop a business case to clearly state the business purpose(s). >> Step 2. Define requirements by gathering input from all people, departments and units that will be involved to ensure the key functions are identified based on use cases specific to your organization. And also determine “must-have” and “high-want” criteria. >> Step 3. Identify potential vendors by drawing upon industry research and references. >> Step 4. Create and distribute a RFI (Request for Information) to narrow down the number of vendors. >> Step 5. Create and distribute a RFP (Request for Proposal) to make sure the vendors understand your requirements and can meet them. >> Step 6. Conduct reference checks by talking to current and former customers identified by the vendor and through professional networking. >> Step 7. Conduct on-site meetings to ensure vendors can demonstrate — in front of you — how their system will handle each use case. >> Step 8. Select the vendor that best demonstrates the ability to meet the requirements and is aligned with your organizational culture. >> Step 9. Negotiate the contract with your selected vendor. >> Step 10. Begin the technical installation and application configuration phase. THE PATH TO INCORPORATION Successful organizations know from their experience with other enterprise applications that thorough up-front planning and following a systematic approach helps to avoid the “ready-fire-aim” and “re-workre-work-re-work” syndromes. Careful management each of these three stages is therefore critical. The organization as a whole is not aware, engaged or supportive — nor understands why it should be. >> Stage 1: Installation and Configuration 34 February/March 2008 Elearning!
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