When planning for e-life, empower trainers and learners to engage in e-life. Concepts and methodologies of elearning will have to take into account the needs of the small business environment and its learners in order to achieve a wider learning application. A learner driven pedagogy rather than a product driven one could be experienced as the real challenge as it may confront equal opportunities and the democratisation of learning environments, be it blended learning approaches or others.

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Executives today know that business depends on well-skilled and knowledgeable employees who make the right decisions, work effectively and efficiently, and keep their skills up-to-date. Especially in today’s economy, executives want to make successful financial investments when deciding what methods to use to keep staff well trained. Therefore, they demand to know the data and case studies that support new learning approaches like eLearning. This document addresses five key questions that senior executives ask about eLearning benefits and challenges.

Recommended reading, this is part one of a two part post suggesting some ways to use elearning to enhance relationships with your customers. In some ways it would be better titled “12 ways to use an LMS…” as some of the ideas – particularly in part two of this post have very little to do with e-learning as such.

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In this very succinct download, key lessons from Nestles experience upskilling its global workforce using elearning are described. The importance of learning as an integral part of organisation culture is identified, and the link between elearning and culture is also hinted at when this brief case study mentions internal branding for example.

In customised elearning programmes, good instructional design will consider and reflect the culture of the organisation. It should tell the myths, speak to the ideology and advocate key values of the organisation. It should be integrated into design from the very early stages.

The relationship between organisation culture and learning is a critical one. The same considerations extend to elearning specifically. In the New Zealand context elearning is still a relatively new phenomenon. Many organisations, and their people, will not have had widespread exposure to elearning provision. This places even greater importance on understanding how organisation culture and elearning depend upon, strengthen and influence each other.

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This brief research report looks at e-learning in small and medium enterprises in Canada to provide an overview which hints at some key factors in utilising this effectively.Though this report was published in 2004, the findings are pertinent, particularly in New Zealand where SME adoption of e-learning is lagging behind the North American experience. The report also outlines very succinctly some of the perceived advantages of elearning – both in theory and in the experience of the SME’s which participated in the research.