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.

Learning is critical to organisation and people development in any organisation. Elearning provides improved and innovative ways to contribute to this vital function. This is a broad and complicated subject, but let’s consider it in simple terms and link elearning with organisation development in plain english. Thorn and Mackey proposed the following checklist for developing people and organisations

Collaboration is key to the most effective models of e-learning. Well designed elearning programmes ensure there is opportunity for collaboration and interaction between learners, because it is in this aspect that elearning brings together the best of face-to-face and distance learning.

Distance education can be more stimulating and encourage more critical reasoning than a traditional large instructor-led class because it allows the kind of interaction that takes place most fully in small group settings. Studies have shown that students who take online courses are typically drawn into the subject matter of the class more deeply than in a traditional course because of the discussions they get involved in.

This commentary sets out the clear benefits of elearning for the not-for-profit sector. The link between stated advantages and real case studies illustrates what can be achieved. Creative approaches to building capacity in not-for-profit organisations are well served by the flexibility and customisation that elearning provides.

Elearning provides a cost effective solution to some key issues affecting many not-for-profit organisations. One example is how to successfully manage volunteers. Many community based organisations rely heavily on volunteers at some level. This might be people on the ground delivering service, or at governance level providing oversight as committee members or trustees.

Challenges can arise from the fact that volunteers typically come from diverse backgrounds and present with a range of skills and experience. In these circumstance elearning can assist.