Learning Management as an Operation
By Denny Panakal

Extending the conventional LMS to cover more then just e-learning.

Historically, it has been quite common for organizations to view training as a necessary expense rather than a capital investment. In response to the challenges within the global economy, however, companies are beginning to view training as an investment. The knowledge and skills of an organization’s human capital are now being held on equal basis with the organization’s monetary assets.

As a result of this shift, many companies report an increase in annual spending on formal training for employees. This increase in funding has spawned an increase in the demand to show accountability—ultimately demonstrating how training initiatives can bring tangible benefits to an organization. 

In addition to e-learning, training can be imparted to employees through a variety of modes, ranging from classroom sessions to third-party classes from external vendors. Most conventional learning management systems (LMSs) cover only a small portion of what is needed to create a successful learning management operation (LMO).

To be effective, an LMO should consist of the following components:

Online enrollment system

An enrollment system typically includes 

• an online interface that users can use to view the course catalogs and enroll for courses offered
• a highly configurable enrollment interface that can be modified to display department specific courses, layout, and branding
• features that cater to enrollment approval workflow and transcript viewing
• built-in email capabilities that send out confirmations and notifications
• an interface that integrates with external learning vendor systems for auto roster transfers and seamless authentication for online training.

Process automation

An effective LMO should provide the capability to develop and manage coursework for an organization, enabling the training staff to strategize programs and manage the logistics of learning operations. Some tools that are essential for running an efficient operation are

• learning process workflow automation. If the training process follows a defined pattern, then building a system to automate workflow reduces the time and effort required to manage such factors as the class roster and training logistics. A system that automates functional processes may be integrated with an underlying LMS, and should be able to leverage enterprise data to automate training operations workflow, including enrollments, email notifications, study materials shipment, and data flow between systems. In addition, this system may be integrated with an external vendor's learning system for auto roster transfers and seamless authentication for online courses.
• attendee management system, which simplifies the tedious task of managing the logistics for conducting on-site instructor-based classroom training. The system helps facilitate and streamline factors associated with the logistics of training-related travel, classroom allocation based on participant strength, and hotel room allocation.
• event management system supports scheduling of off-site training events and meetings across regions, and tracks contracts with such vendors as hotels and conference centers.
• shipment system to track the training material inventory and manage shipping orders and logistics of training materials prior to the learning event. This can be integrated with LMS, automated workflow, and the shipment center.

Course content management

Course content management should consist of tools that streamline and facilitate course provider management and third-party training services, as well as integrate third-party software tools. 

To conduct e-learning operations, the LMO needs to include components for launching online courseware and managing the contents for other CBT options. To ensure compatibility with course materials developed by external vendors, the system must adhere to standards and guidelines, such as SCORM or AICC.

Testing and assessment

Gauging and monitoring the progress of learners is crucial to the development of human capital. An effective LMO should not only be able to connect to ERP assessment systems, but also should be able to provide parallel capabilities in concert for pre- and posttesting capabilities, 360 degree feedback, and overall evaluation.

A typical assessment system should provide options for course developers to build assessment questionnaires from a data pool of previous assessments. The LMO needs to be able to integrate with the LMS to fetch roster data and assign online assessments to a specific course. Additionally, the LMO must be able to access data sources, such as a LMS and HR databases, to gather business intelligence for building and analyzing statistical reports.

Collaboration

Any LMO will require tools that facilitate better collaboration among learners and instructors. Virtual classroom tools and discussion/online meeting modules that facilitate mentoring and blended learning will enhance the learner experience by extending the conventional classroom.

Competency management

Tools that better facilitate the management of skill libraries, competency maps, and career planning will ultimately help in the development of a full-fledged LMO.

An LMO should gather and analyze education and training histories of employees to create a management dashboard. The dashboard needs to depict graphically employee strengths within an organization in terms of skill sets and competencies, as well as areas that need additional training efforts. In addition, the LMO needs to be able to integrate with an LMS to gather training and assessment data. The application can then prescribe customized learning pathways that cater to an individuals training pathways.

Performance management

Applications that are specifically designed to measure performance, whether integrated with an ERP system or as a bridge between an ERP and LMS system should include goal management capabilities and incorporate performance evaluations, talent management, and succession planning.

Performance can be measured using a business intelligence tool that

• generates reports to support training-related decision making for senior managers
• includes a multitude of reports related to class management, course feedback, financial impact, and co-relation of training on sales force capability 
• analyzes feedback and data reports from other applications.

Knowledge management

Applications that extend the conventional LMS are specifically designed to cater to the needs of knowledge management, as well as deal with repository management, electronic performance support systems, advanced search and navigation, and streamlining of workflow.

Bottom line

The implementation of different applications that compliment and extend the current LMS can enable the learning operation to move beyond conventional thinking and a restrictive separatist mentality—creating a system that facilitates learning operations across technological barriers and throughout the enterprise.

Companies that understand the advantages—and drawbacks—will build customized component applications that interact with an LMS to create a more robust enterprise-wide solution. When all the components and their appropriate satellite applications are deployed, organizations can realize an increase in their competitive advantage. 

As a senior project manager and certified PMP for DATA Inc., Denny Panakal  has managed software development projects dealing with learning management, business intelligence, and other platforms within the financial and pharmaceutical industries. Since 1983, DATA Inc. has delivered innovative IT Solutions to some of the biggest Fortune 100 clients. For more information, visit www.datainc.biz.