PROViDiNG AN AMAZiNG

CUSTOM
ELEARNiNG
SOLUTiON
FOR CORPORATE TRAiNiNG

THE COMPLETE GUIDE FOR

L&D MANAGERS
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LiST OF CONTENTS
DEVELOPING CUSTOM ELEARNING FOR CORPORATE TRAINING 3

6 ELEARNING TRENDS TO INCLUDE IN YOUR CUSTOM ELEARNING SOLUTION 7

WHEN COMPANIES SHOULD INVEST IN CUSTOM ELEARNING 10

5 FACTORS TO DETERMINE THE APPROPRIATE LEVELS OF INTERACTIVITY 14

9 STAGES OF THE CUSTOM ELEARNING DEVELOPMENT PROCESS 18

STRATEGIC PLANNING FOR CUSTOM ELEARNING DEVELOPMENT 24

6 TIPS FOR REDUCING THE COMPLEXITY OF CUSTOM ELEARNING DEVELOPMENT 27

3 TIPS TO MEASURE AND ANALYZE THE ROI OF YOUR CUSTOM ELEARNING 31

5 FACTORS TO CONSIDER WHEN CHOOSING AN ELEARNING COMPANY 35

CONCLUSION 38

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DEVELOPiNG CUSTOM
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ELEARNiNG FOR CORPORATE

TRAiNiNG
WHAT TO CONSIDER AS AN L&D MANAGER
Taking on development of a custom eLearning project is an exciting opportunity for a learning and development
manager. It’s the chance to create content that is uniquely suited to meet organizational needs and perhaps push the
boundaries of design and delivery models. But any experienced L & D Manager will also tell you it can be fraught
with peril. We’ve all experienced pain points in this type of complex project. It’s easy to develop a myopic view,
focusing only on content and delivery and forgetting the broader aspects of the project. Consider the following 5
points before kicking off your project. These concepts are critical to addressing the most common pain points which,
IF addressed, will ensure success. Let’s take a closer look.

STRATEGIC PLANNING
What does the culture of learning look
like at your company? Does leadership
place a high value on the continuous
development of employees? Or is
learning purely reactive, implemented
because of a compliance requirement
or crisis? Individuals thrive in
environments where continuous
development and innovation are
valued. So how do you create this kind
of culture of learning at your company?
Integrate learning into employee development plans. Provide
1 opportunities for employees to become better at their jobs or more
innovative in their fields.
Convey the value of learning at your company and create
2 excitement for the learning opportunities that are provided. This
could involve internal marketing campaigns that communicate your
investment in employees’ continuous development.
Focus on every detail when creating eLearning opportunities. Will
3 most employees access via a mobile device? Make sure design
takes this into account. Does everyone have easy access to the
delivery platform and all the updated browsers or plugins?

Recognize new acquired skills or completed competencies by

4 employees. This helps employees see how their accomplishments
feed into the success of the company as a whole and reinforces the
importance of continuous learning at your company.

Seek regular feedback on instructional materials and develop a

5 formalized revision process. Great eLearning can become stale
quickly, but with good feedback and some simple changes, it can
stay relevant for a long time.
 COMMUNICATION
Most companies spend large budgets to market their
Optimize design for delivery
products to consumers with just the right message
and clear brand standards. But how much time and
energy are spent creating learning materials that make
employees feel valued in the same way? eLearning, Provide quality feedback on assessments
in particular, reaches employees where they are in
a just-in-time manner. But how many are aware of
what materials are available and the fastest path to Personalize the delivery module
access them? When proper excitement is built with an
internal marketing plan and constant communication
follows with access information, FAQ’s, and problem
Honor your champions
solving support, employees are far more likely to take
advantage of available eLearning opportunities.

People who work in a culture of learning Value learner evaluations of content and revise
understand that their company is invested in them.
Communication about learning opportunities should
reflect this investment. To the right are just a few ways
you can communicate this value to your employees.

PROJECT MANAGEMENT
Team projects can get bogged down if proper planning is not put into place; that much is true for any business
project. A solid project plan, to which both parties agree, can help guide the design and development process.
But developing eLearning can pose some particular challenges. Whether you’re working with an internal team
or an external vendor, the review and revision processes are typically the greatest challenge. No one likes to be
caught in an endless revision cycle, yet no one wants to produce less than quality materials.

Since it is often hard for stakeholders to visualize eLearning content (without seeing at least a basic version in
context), an iterative process usually works best. Determining stakeholders and SMEs, agreeing on the number
of review cycles, and assigning one person to be responsible for curating review and final sign-off all help the
project flow more smoothly. Finally, make sure to communicate the timeline and number of review cycles clearly
at the project kick-off, and determine timeline modifications if those aren’t met.

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DESIGN
Great eLearning content presented poorly will have minimal impact on performance. Your content should be
memorable, engaging and practical, and presented in a way that is immediately useful. And this only happens
with good design.

Design affects the ability to learn and apply what is presented. We all know that a good story will grab our
attention and stay with us, but a list of facts is immediately forgotten. Make sure to use a wide array of methods
to ensure that your learning solutions not only cover the content required but present it in a way that facilitates
genuine comprehension and allows the learner to practice new skills in “real-life” situations. Custom graphics,
eye-catching animations and engaging interactions can make your learning experiences come to life.

So, before you start your next project, spend time thinking about using design to enhance learning
engagement and retention. You’ll be surprised how small design changes can improve the overall impact of the
project.

LEARNING
Don’t skip this paragraph! It might seem obvious (after all, the title of this article is Developing Custom
eLearning) but before you dive right into storyboarding and writing scripts, make sure eLearning is the correct
form of delivery for your audience.

It’s easy to make assumptions or to skip this step because you work with the same populations all the time. But
if you take the time to listen and ask a key question, you’ll likely find a surprise or two. These surprises may lead
you to change the focus or even the learning experiences you decide to create. By asking this question as you
develop learning materials, work with internal stakeholders, or write eLearning content, you should find yourself
changing the way you work. So let’s ask it.

WHAT DO YOUR LEARNERS NEED?

Sometimes figuring out the needs of your learners begins by intentionally listening. Traditional needs analysis
methods are great and proven tools, but here are a few unconventional suggestions that will help you discover
the needs of your learners by listening.

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 LISTEN FIRST THING IN THE
MORNING:
How do they get to work or school? Do they commute?
Would mobile learning be a better solution? Do
you know that content should be designed (not just
delivered) differently for a mobile device? It should look
different, depending on if it’s being viewed on a cell
phone versus a tablet, because users hold them at a
different eye level.

LISTEN ON THE FLOOR:

In the office, or out on the manufacturing floor, what
frustrations are expressed? Do learners struggle with
mastering skills, or are there personal productivity
needs? Would team building and relationship skills
strengthen the climate of your organization?

LISTEN ON MONDAY:
What did they do all weekend? How do your learners
spend their leisure time? Are they engaged in active or
passive activities?

LISTEN WHEN LEARNERS

ARE ASSIGNED A NEW TASK:
Where do they go as a first step? Do they ask others,
do a quick Google search, view videos on YouTube or
reference a how-to guide?

LISTEN TO HOW LEARNERS

SOCIALIZE AT WORK:
Do they prefer groups or individual activities? Have you
created a climate that values sharing knowledge and
practical applications but also provides opportunity for
individualized learning?

So dive in! Take on that new eLearning project and the opportunity to create custom
materials for your organization. Just make sure to address the points above, and you’ll
be on your way to success.

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 iStock.com/silverkblack

6 ELEARNiNG TRENDS TO
iNCLUDE iN YOUR CUSTOM
ELEARNiNG SOLUTiON
AND THEIR IMPACT IN L&D
It isn’t possible to talk about trends in digital learning without talking about the “digital” part first. It is what
everyone expects. Most articles on trends discuss mobile, augmented reality, virtual reality, LMS options, apps,
and authoring software. The most forward-looking articles make the case for hologram technology that will
soon be available. Imagine what could be done with that. There is no doubt that the technology available at
affordable prices will be fascinating in the next 5-10 years.

But technology, at its core, is simply a set of tools. And tools need a context and a plan. It is too easy to focus
on the flash of the tools and ignore the core of learning fundamentals. In the coming years, it will not be enough
that content builders master the available tools and create learning that is aesthetically pleasing and interesting
to watch. It won’t be enough that gamification and AR/VR can make learning engaging. As a result, there will
likely be a return to some core learning fundamentals.

Here are some of the more important trends coming to digital learning in the coming years:
1 A RETURN TO STRATEGIC PLANNING:
Digital learning, well done, begins with a strategic plan focused on learners and organizational objectives. It
is easy to move past this vital stage and focus on the technology, but knowing which technology matches the
overall objectives means having crystal clarity on objectives right at the beginning. Think of it like building a
home. The tools and construction materials – nail guns, bricks, mortar, lumber, etc. – will all be needed. Of course,
they are essential. But gathering the tools and materials is not the first step. Homes that are beautiful, functional,
and meet the needs of future occupants always begin with a blueprint and a thoughtful and compelling design.
Learning experts will need to have a deep understanding of instructional design principles and thinking.

2 RETURN ON LEARNING:
Too often, people involved in learning and development quote former Harvard president, Derek Bok, to defend
the expense of training. He famously said, “If you think education is expensive, try ignorance.” While there is a
lot of wisdom in his words, they don’t make for a compelling business case. In the coming years, C-Suite leaders
will raise the expectations on learning leaders to develop, clarify and track their KPIs. Attend a conference on
learning, and you will find that any session on ROI (or better, ROL-Return on Learning) will be standing room
only. It is the hottest topic in learning for good reason. Every organization, no matter its size, faces the scarcity of
resources. We simply cannot do everything we might like to do, in learning or anywhere else. So, making the case
for spending valuable resources on learning will be one of the top demands on learning professionals.

3 REVISION PLANNING:
Successful learning leaders will formulate a good set of objectives and a solid strategy for achieving those
objectives. They will make use of the best technology that supports their objectives. But one element that is
too often missed in initial planning is creating a revision cycle. It is an easy thing to pass over, given budget
limitations and tight turnaround times. When there is pressure to “just get it built and released,” little thought
it given to keeping the material fresh and up-to-date. Even the coolest module in the moment can quickly
become routine, outdated, and, dare we say, boring. Building a budget and a timeline for revisions will be a key
trend in the coming years. Learning will be thought of less as an “event” and more as a process through which
communication, pre-learning and multiple releases of smaller learning bites via micro-learning are all reinforced
with social media. Deep learning takes time and a planned, thorough approach.

4 LARGER AND MORE COMPLEX PROJECTS:

When digital learning became commonplace a few years ago, some cutting edge companies moved quickly
and fully into the space. But most companies are not cutting edge and move much more cautiously. Their first
foray into digital learning was likely a small test project or a pilot – something not core and integral to the overall
success of the company’s business plan. As digital learning has proven its worth, companies are committing to
larger and more complex learning projects. Moving from a test module of 8-10 minutes on non-core learning to
a complete solution for a large, geographically diverse workforce means that complexity will greatly increase.
Custom digital learning, ILT, VILT and off-the-shelf content could all be part of the solution.
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 5 STRONGER PROJECT MANAGEMENT SYSTEMS:
Growing complexity and sophistication can lead to chaos, and chaos will serve no one well. The project
management and quality systems that exist today will need to evolve to a more professional standard that will
exist across the learning space. There was a time when each automaker had its own project management and
quality system. Over time, more technology was added to vehicles, margins got tighter, production became
leaner, and industry standards became more common. Anyone in the automotive chain will instantly recognize
ISO/TS 16949 as the industry standard. Digital learning is still in its infancy. Although it is a huge market and tens
of billions of dollars are spent each year, quality standardization is lacking.

6 LARGER AND MORE SOPHISTICATED VENDORS:

There are thousands of small vendors, made up of 2-3 people, who often provide services to larger companies.
Many of them once had successful careers as learning leaders within large companies and now have started their
own businesses. A likely trend in the coming years is that large corporations will primarily work with a smaller
number of increasingly large and sophisticated vendors. These vendors will develop larger internal teams who
are local so that instructional designers can fully function as teams along with artists and graphic designers. The
best digital learning will come from larger, more professional teams with specialized skills and greater available
resources.

The explosion in available technology will likely bring about a beneficial change in
the way digital learning solutions are planned, developed and executed. Larger, more
sophisticated training companies will emerge to take on undoubtedly more complex
learning projects. More complex projects will necessitate a renewed focus on strategic
planning to and the introduction of project management systems that can handle
blended learning scenarios and track KPIs. The result will be customized learning
solutions that better meet learners’ needs while achieving stated objectives.

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WHEN COMPANiES SHOULD
iNVEST iN CUSTOM ELEARNiNG
AND WHEN THEY SHOULDN’T
For a lot of companies, the decision to invest in custom
digital learning is risky. Ines, Director of Learning and
Development, understood that risk. Her company hires
3,000 seasonal employees each year and Instructor-Led
Training was no longer viable. Costs for hotels, travel,
venues, staff, and per diems were consuming significant
resources that would be better used in other places.
The C-Suite, while not familiar with the intricacies of
digital learning, believed there was opportunity to
maintain the quality of their training and greatly reduce
the annual cost. Some of Ines’s company leaders
believed. Others had serious doubts.
Making the investment in custom eLearning, of course,
isn’t the only option. Ines could have looked for off-the-
shelf software training that could have been combined
with an Instructor-Led component. It likely would have
been more efficient and required fewer classroom
hours. But there was more to consider.
Branding mattered to her company. Efficiency was not
the only concern. Since learners would be customer-
facing, they needed to become brand ambassadors as
well as master the material in a short period of time.
Ines needed the company’s brand to shine through,
and she needed to ensure a nervous C-Suite that her
custom eLearning solution was the right one. The
stakes were high.
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So how do you know when it is time to invest in
custom eLearning? Maybe the question is better asked
in reverse: when doesn’t it make sense to invest in
custom digital learning? Companies usually don’t make
the investment in custom digital learning for material
that is low-priority, generic or focused mostly on
compliance and checking a box that training has been
completed. Smaller companies can accomplish this type
of training with classroom presentations, often using
PowerPoint slides from 2002, followed by a written
test. The test gets filed, the team member is compliant,
and the company can say it provided the training as
mandated.
Larger companies, or those with a geographically
diverse workforce, can easily and inexpensively obtain
courses on topics like blood-borne pathogens or
lockout/tagout, which can be delivered digitally with
records being stored in an LMS.
For more complex learning, a more complex solution is
needed. Moving past generic compliance will require
mapping learning objectives and determining not only
whether or not digital learning is the best choice, but
actually which form of digital learning will work best.
Blended learning, with some ILT and some digital, may
make the most sense. Digital scenarios, micro-learning
or augmented reality might be the right digital tools.
Gamification may also play a role.
 It isn’t as simple as merely deciding between custom digital learning and something else. The audience will
determine a lot about the format. For instance, millennials learn differently than baby boomers. Are there
language barriers to consider? Will the learning be global? Does localization matter? What is the education level
of the learners?

It’s no secret that eLearning is cost-effective. From regained employee productivity to decreased instruction
expenses, the cost savings alone make the choice between eLearning and pure ILT a no-brainer. So let’s
concede that digital learning wins the budget discussion. When it comes to learning, however, cost isn’t the only
consideration. Let’s take a look at some of the value-drivers of eLearning beyond cost.

CUSTOMIZABILITY
When you choose to create custom digital learning, your
own materials are used to create engaging learning that
can be accessed any time, meaning several things:
1 Your employees are learning the right
information for their specific roles, not generic
information that might be inaccurate for your
company.
You can print far fewer–if any–physical materials
2
like manuals or binders, saving on material costs.
In addition, customizing eLearning to your
organization means you can keep branding and
messaging consistent with other aspects of your
employee experience. Your employees should know
exactly how to represent their company to friends
and customers alike, and your training materials
should reinforce the image you are conveying to
the world. After all, if your employees don’t know
your brand inside and out, how do you expect
consumers to ever care?

3 Modules can be built with your industry,

company, and learners in mind, making it more
effective and increasing your ROL (Return on
Learning).

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FLEXIBILITY
Customizability is great and all, but the idea of such an individualized module probably calls to mind two things:
price and rigidity. What happens when you need to add more materials, or you want to tweak your brand
messaging, or some part of it isn’t working the way you expected? Is it worth making the investment if you’re
just going to outgrow it? Thankfully, eLearning modules are far from static, and the flexibility a custom module
affords you is worth, well, a lot more than its weight in gold. (Fun fact: data does actually weigh something!)

Modules built for your organization can be translated, added to, changed, and updated without having to go
back to the drawing board, and without the time and expense. In this way, you can extend the value of your
investment for years.

eLearning is also flexible on the learner’s side. Cloud-based eLearning modules can be accessed from
practically any device at any time, giving employees the ability to learn when it’s convenient and without
disrupting productivity. They can also use eLearning modules to quickly access information exactly when they
need an answer to a question.

TRACKABILITY
One of the common arguments against eLearning is the loss of accountability and personal interaction that
comes with ILT. There are two things wrong with this argument: first, ILT and eLearning are by no means
mutually exclusive; and second, a well-designed eLearning module should offer greater accountability and
insight into an individual’s learning than an instructor could.

Like any method of delivery, eLearning does not exist in an information vacuum. We are constantly learning
from each other, from our environments, and from our own initiatives and interests. Adaptable eLearning
modules can allow learners to test out of content that they already know or go further into a topic that’s
particularly relevant to them. Management and L&D can track their efforts, follow up on areas where they’re
having trouble, and factor their learning into their performance—and with the data to back it up, it’s a pretty
sure thing that you’re going to get better insights than an instructor alone could offer.

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 SCALABILITY
The scalability of eLearning modules is related
to its flexibility, but in terms of value, it offers
a look into the ROI that’s a little easier to
calculate. Say you create a module for your
US-based office of 1,000 employees. Then,
your company grows and adds another
thousand. Or, you expand to another location
with 500 more. Or, you start to look overseas
and add another 1,500 who conduct business
in another language. With classroom-style
delivery, you’re looking at a logistical and
financial nightmare.

With custom eLearning, you can deliver

consistent information in a consistent manner,
making employee development seamless as
your organization grows. From a numbers
standpoint alone, that’s a tremendous long-
term value.

LET’S GO BACK TO INES’S STORY

When the first completed modules were

presented to the HR team, Ines received
a standing ovation (true story). She made
the right choice. She hit her KPIs, saved her
company a lot of money, and convinced
some C-Suite skeptics that, in the right
circumstances with clear objectives, custom
digital learning worked best.

When it comes down to the

value of eLearning, it’s not all
about the cost. Its true value
goes far beyond the numbers
to the ability to develop a
culture of learning within your
organization with the power to
help everyone succeed.

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5 FACTORS
TO DETERMINE THE APPROPRIATE
LEVELS OF INTERACTIVITY FOR
YOUR CUSTOM ELEARNING
SOLUTIONS

The difference is great. At one time or another, you’ve

probably had to trudge through eLearning that was as
riveting as moss growing on bricks. On the other hand,
you may have been launched inside a full immersion
module, with elaborate environments that look and feel
like real life, where you maneuver by making decisions
within sophisticated scenarios. Learning may even
involve gamification, which allows learners to compete
against other participants and tracks their progress with
a leaderboard. So, what is the fundamental difference
between passive eLearning and immersive eLearning?

The difference is interactivity.

Like every aspect of custom eLearning, interactions are

designed to increase learner engagement, retention,
and application. Interactions occur when the learner
responds to or directs the eLearning module. The most
basic action is clicking the “next” button to advance
the slide, but there are so many other possibilities:
assessment questions of all sorts, click-to-learn hotspots,
layers of videos, and reflection journals. The variety of
interactions is so vast, we are forced to ask: how do we
decide which interactions to use? How much is enough?
Can a module have too many or the wrong kind of
interactions?

A competent instructional designer

follows a plan. One doesn’t just toss
around interactions like a weekend
gardener flinging grass seed in the
yard. Every interaction should be
thoughtfully placed in the right
spot for a specific purpose. There’s
science behind it with a method to
the madness, and it all stems from
the learning objectives, audience, and
content.

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 LEVELS OF INTERACTIVITY
Before we jump into which level of interactivity is right for your custom eLearning, let’s review some key characteristics
of four basic levels of learner interactivity, ranging from passive to immersive.

LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:

PASSIVE MODERATE COMPLEX IMMERSIVE

• Passive learning
through reading and/
or listening
• Minimal learner control
• Linear progression
• Little or no assessment
or practice
• Stock photos and
graphics
• Active learning with
learner engagement
• Basic learner control
• Nonlinear with flexible
navigation
• Simple quizzes,
practice and feedback
• Simple scenarios
• May include custom
photos and graphics
• Active learning • Highly active learner
with high learner
engagement • Highest learner control
• High learner control • Multiple paths and
branching
• Nonlinear and may
include simple
• Complex simulations
branching
and realistic work
environments
• Advanced practice with
instructive feedback
• Life-like scenarios with
high level decision-
• Complex scenarios making
with decision-making
• Remedial instruction
• May include remedial
instruction • Custom video and
animations
• Custom photos,
graphics and/or
• Possibly virtual or
animations
augmented reality

SO, HOW DO YOU KNOW WHICH LEVEL OF INTERACTIVITY IS MOST APPROPRIATE

FOR YOUR TRAINING SOLUTION? LET’S TAKE A LOOK AT SOME FACTORS THAT
CAN HELP YOU DECIDE.

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 FACTOR ONE: HOW MUCH RISK IS
INVOLVED?
A fighter pilot will not engage in combat without
first having logged many hours in successful flight
simulations followed by non-combat practice
maneuvers. Similarly, an explosives engineer doesn’t
practice on live bombs until she has mastered disposing
of them in virtual reality. These training programs
demand Level Four Interactions because of the danger
involved. The element of risk is too high. But personal
danger is not the only kind of risk. Asking the finance
team to learn a complex new data tracking system may
be a critical step in the survival of your company, with
no room for errors. In each of these cases, because of
the high level of risk, custom Level Four eLearning is the
only acceptable solution.

FACTOR TWO: HOW COMPLEX IS THE

CONTENT?
We don’t expect students to learn to solve 3rd year
calculus problems by casually listening to a podcast.
They need to see examples worked in front of them,
practice solving problems themselves, and receive
instructive feedback if they get stuck. For complex
content, learner engagement is critical, requiring at least
Level Two Interactivity. The more complex the content,
the more engagement is necessary. In addition, custom
graphics and animations will be needed if your subject
matter is detailed or unique to your company. If your
content is complex but with only a moderate amount of
risk, custom Level Three eLearning is the one you want.

FACTOR THREE: WHO IS YOUR

AUDIENCE?
Remember to look at your learner profile when deciding
on interactivity. For example, if your learners are mostly
above 40 years old, they might be comfortable learning
with less interactivity, while learners younger than 25
years old will likely expect more. High engagement
keeps younger learners motivated to pay attention.
You can’t go wrong with Complex or even Immersive
Interactivity with Generation X and beyond. Other
audience considerations include technical ability and
current knowledge level or skill in the content. The kinds
of interactions as well as their frequency need to fit the
learners.

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FACTOR FOUR: DO THEY NEED TO
MASTER THE CONTENT?
Take another look at your learning objectives. What are
your desired end results? If you only expect learners to
be introduced or exposed to the topic, then Passive or
Moderate Interactivity may be enough. However; when
you want learners to knowledgably respond to a complex
scenario, make value decisions based on the content, or
analyze conflicting hypotheses, you will need a high level of
interactivity to get the job done. Mastering a topic requires
significant practice in complex and immersion scenarios
with high level feedback as well as remediation. The extent
to which your learners need to master the content dictates
the level of interactivity required.

FACTOR FIVE: WHAT ARE THE PROJECT

CONSTRAINTS?
Unfortunately, sometimes the best choice of interactivity for
the content is not feasible due to project constraints, such
as development time, availability of subject matter experts
or budget. While not ideal, a reasonable compromise
can often be made to create learning materials that will
enable learners to reach your objectives while staying
within project constraints. It is important to acknowledge
constraints from the beginning, and sometimes it is better
to wait until a larger budget can be allocated rather than
create a less-than-ideal program.

Higher engagement done well equals

faster and deeper application of
content. Although it is tempting,
interactions should not be used just
for their appeal. They should always
be tied directly to learning objectives,
or they may become distracting
instead of an impetus for learning.
Save the lower immersion levels for
modules that introduce topics and
put Complex and Immersive Level
interactions to good use for content
that must be immediately applied
with a high level of success. Finding
the right fit for your next custom
eLearning takes a bit of analysis
and planning, but the rewards of
a successful program are worth it.
Sometimes a mossy brick pathway is
exactly the approach you want!

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 9 STAGES OF THE
CUSTOM ELEARNiNG
DEVELOPMENT
PROCESS

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Jacky, an L & D professional, just received word that she will be managing the complete overhaul of her company’s
current onboarding curriculum. She’s only been with this company for two years and has never overseen
development for such a large custom eLearning program anywhere. What process should she use? How long will
it take? And where should she begin? If Jacky follows the 9-stage process listed below, she’ll be well on her way to
creating her first successful eLearning curriculum.
 1 Stage 1: Program Objectives and
Constraints
As with any complex project, the first step in eLearning
development is to plan where you’re headed. Start with the
big picture: what will the program accomplish? what will be
gained? and how will you measure these gains? Clearly written
program objectives provide stakeholders with concise statements
of expectations to which they can respond. Their feedback to
the objectives should shape your best course of action. Plus,
starting with the right objectives means you won’t have to make
substantial changes later in the process.

As you specify the program objectives, also make a list of

possible project constraints, such as budget, timing and
scheduling. By compiling these two lists simultaneously, you’ll
have a complete understanding of your training needs, and
which obstacles may stand in your way.

2 Stage 2: Cultural Fit

Now that you’ve determined the program objectives and
constraints, it’s time to think about your company’s culture.
You want this new curriculum to fit in well with the learning
landscape of your organization. Think about your company’s
vision and values and how the eLearning modules can reinforce
these foundational messages. And what about other learning
initiatives? Will this curriculum fit in or conflict with them? If there
will be opportunities for subsequent learning, what segues need
to be established to connect with those? This is also a good
time to do some benchmarking, both internally and externally.
What has been tried before? What can you learn from previous
attempts?

And finally, what kind of resistance to the learning opportunity

might you expect? Stage 2 is when you begin to seek buy-in
from stakeholders and leadership. Too often learning is rolled
out before anyone has bothered to ask coaches or managers
their opinions on the learning gaps and resources needed. The
results of even the best eLearning will falter if middle managers
are against the program. Good internal communication and
marketing starts by making sure the curriculum fits within cultural
expectations and existing frameworks.

iStock.com/Kritchanut
iStock.com/edhar

3 Stage 3: Learner Needs

The learner is the shining star of Stage Three. Take adequate
time to study your learner population. What is their key problem
or knowledge gap? How is it measured? What hinders them
from learning or applying what they know? Consider their
demographics, technical ability, experience with the content,
and motivation to learn. And how should content be delivered?
Will they make use of just-in-time microlearning segments or
prefer an extended learning time away? Departments and teams
may appreciate gamification, where they compete against other
divisions or individually to top a leaderboard. Fitting the content
to the culture and the learner are two of the best benefits of
custom eLearning, so be thorough at these stages. Establish your
expectations for the learner experience and decide how you will
evaluate the experience in the end.

4 Stage 4: Content and Strategy

You’ve looked at your organization as a whole, as well as your
population of learners. The next stage is to focus on content.
What topics and subtopics need to be taught in order to bridge
the learning deficit? It is important to ask these questions to
the right people, so engage your subject-matter experts to
brainstorm a list of topics and then sort and consolidate the
topics into concise units of study.

Next, write a learning objective for each of these topics and use
an action verb. Look for results such as recall, apply, achieve, or
value. Using action verbs provides a basis from which to measure
results later in the process. Assessments tie directly to the
learning objectives: did they recall the information or were they
able to demonstrate a specific skill?

This is also when you begin to uncover any existing resources or

content. What has been used before? Even poor resources are
a better starting place than working from scratch. Make a folder
to house any source information that will be used to create the
storyboard and share it with SMEs and developers.
 5 Stage 5: Storyboard and Design
All your work analyzing, planning and organizing up to this point
will influence the instructional design of the storyboard. Learners’
previous experience with the content will dictate the entry point
they need. From that entry point, content follows a logical
progression through the topic and sub-topics, peppered with
examples, real-life scenarios or interactions to increase learner
engagement. Visual graphic elements further enhance learning
as do animations and video. How content is delivered is critical
to the success of your eLearning module.

When you storyboard a module, consider the following key

elements:

Audio script for narration

Graphics, animations, video, and photos

Onscreen text

Sound effects and music

Learner interactions

Assessments, feedback and remediation

Scoring and next steps

6 Stage 6: Development
Before your storyboard comes to life at the development stage,
think about how the learner will view the module: laptop, mobile
device, or both? Then, using your preferred course-writing
software, input the onscreen elements, create interactions
and assessments and align any animated objects to the audio
narration.

At this point, your LMS specialist should be in contact with the

developer to discuss publishing preferences and how the course
will be set up in the learning management system. For example,
will it be published in Tin Can, SCORM or something else? What
kind of description of the module should appear in the LMS and
instructions to learners about the curriculum? When development
is complete, the module is ready for the revision process.

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iStock.com/nathaphat

7 Stage 7: Testing and Revision

Depending on the needs of your organization, you may begin
with a soft rollout of the curriculum to a focus test group. Before
this, stakeholders should review the developed modules and give
feedback. Be careful to provide detailed instructions as to what
kind of feedback you want. Conflicting personal opinions, which
seemingly change with the weather, can keep a module in review
for months. If you anticipate this with your stakeholders, appoint
one person to review all feedback and then make final revision
decisions to keep the project from stalling.

8 Stage 8: Internal Marketing and

Launch
Preparing for your launch is a critical stage that is sometimes
overlooked. You’ve worked hard, and it’s time for you to share
your excitement! Learners and their coaches need opportunity
to form accurate expectations about the curriculum. Incidentally,
either false buildup or no buildup can squelch a good program.
Through internal marketing, let their anticipation and excitement
about learning new things build over a few days. Enthusiasm is
the kind of draw you want, which will propel learning from the
start. Treat your people like prospective customers, and woo
them into a curious state of mind, eager to learn something new.

9 Stage 9: Revision Cycle and Return

on Learning (ROL)
Even before the launch, you’ll need to establish a revision cycle.
How long do you anticipate before some of the content will
become obsolete? Will roll out to future learners be cyclical?
Providing a channel for learner feedback allows you to make
informed decisions about how to improve your eLearning.
The results of the assessment checks you determined in the
storyboard will guide your next moves.

In addition to an ongoing revision cycle, you will want to evaluate

your return on learning. ROL should include both quantitative
and qualitative measures, so don’t ignore the impact to your
organization’s culture. For example, learners’ promotions and
overall satisfaction with their work may not immediately affect
profitability, but over time they will keep turnaround to a
minimum. Compile both the ROI and qualitative factors to give a
complete-picture evaluation of your eLearning program.
iStock.com/monkeybusinessimages

Jacky, our L & D professional tasked with overseeing a large, complex eLearning curriculum, was right to feel
overwhelmed. The process can be long and detailed, but with a solid framework, each stage flows into the next and
all is manageable. One important tip she should keep in mind is not to get bogged down at one stage but keep
driving forward. The last thing she wants is for content to change before rollout because development took too
long. If she adheres to the 9 Stages of Custom eLearning Development Process and keeps progressing through it,
she should receive the desired outcome – a great return for her efforts. Her custom eLearning will be the right fit for
the company’s culture and learners, while delivering relevant and engaging content that meets established goals.
 iStock.com/Rawpixel

STRATEGiC PLANNiNG
FOR CUSTOM ELEARNiNG
DEVELOPMENT
4 FACTORS L&D MANAGERS SHOULD CONSIDER

SEEING THE LARGER PICTURE IS KEY FOR STRATEGIC PLANNING

Suppose your son comes to you complaining that he can’t see and his eye hurts. You look down at him and
notice that he has a stick in his eye. Realizing you have an emergency, you rush to the phone to set up an eye
appointment for some glasses. Then you immediately call the school and ask that your son be moved closer to
the front so he can see better. Last, you offer him medication to ease his pain.

While this may be a ridiculous example, it makes a good point. In the world of learning and development,
stakeholders often act like the parent in this example. They completely miss the real problem in their
organization. It’s easy to do, and it’s often a natural reaction to crisis. But this kind of reactive approach can lead
to much larger problems down the road. And it’s why Strategic Planning is so very critical.

Strategic Planning is key to the success of any project, and that much is obvious in any industry. But it can also
take time to step back and look at the whole picture, and time is often of the essence. Seeing the larger picture,
though, is key for development of effective, goal-driven learning experiences, regardless of how long you’ve
worked within an organization or how well you think you know your learner or the content.

Below are 4 key questions to ask your stakeholders. Their answers will shed some light on the culture of learning
at your company and inform your strategic planning process. You’ll also find some specific tips to aid you in the
development of your plan based on the answers you receive.
 QUESTION:
What is the culture of learning in your division or entire
organization?
WHAT THE ANSWER TO THIS
QUESTION TELLS YOU ABOUT
YOUR ORGANIZATION:
• The motivation, or lack thereof, for the learner
• The value the company places on learning and
development
HOW THIS QUESTION INFORMS
THE PLAN:
There is always a culture of learning within every
organization but it may be unsupported or not fully
developed. If you find yourself in this kind of situation,
you’ll need to make sure your strategic plan clearly
identifies incentives. It should also over-emphasize
communication with participants to build excitement for
the event and motivation to attend.
iStock.com/Nattakorn Maneerat
QUESTION:
Is there an overall learning program, curriculum map for this
year and how does it tie to company goals?
WHAT THE ANSWER TO THIS
QUESTION TELLS YOU ABOUT
YOUR ORGANIZATION:
• Depth of planning needed to make sure learning solutions
meet the needs of the organization as a whole
• The approach to learning as an organization: is it proactive or
reactive?
HOW THIS QUESTION INFORMS
THE PLAN:
In many organizations, learning events are created as a
reaction to a problem or crisis. They are merely reactive.
If this is what you’re finding, you may need to lobby
your leadership team for a more proactive plan or the
opportunity to create one. Certainly, reactive training can
still be designed as a quick response to issues, but at a
higher level, you’ll want to begin mapping out a learning
plan across the entire company for multiple years. Here
are some categories to consider mapping out: safety and
compliance, leadership, soft skills (such as team building),
communication, and specific skill training. If you map
these carefully and align them to company goals, you’ll
also make a strong case for the continued existence of
your learning and development team because these
plans show a clear path to return on investment.
QUESTION: QUESTION:
What was the most recent learning experience implemented? How are opportunities for learning experiences
How was it received? communicated internally to your learners?

WHAT THE ANSWER TO THIS WHAT THE ANSWER TO THIS

QUESTION TELLS YOU ABOUT QUESTION TELLS YOU ABOUT
YOUR ORGANIZATION: YOUR ORGANIZATION:
• Potential pitfalls to avoid • Mental preparedness of learner at the beginning of
• Potential instructional or deployment strategies that training
can be built upon • Attitude towards training

HOW THIS QUESTION INFORMS HOW THIS QUESTION INFORMS

THE PLAN:
The answers to this question speak to communication
and delivery method. You may find that you need
to allow more time for build up to a learning event,
communication across multiple channels and an easier
path to participation. You may also discover participants
were highly critical of the delivery method. Perhaps,
an eLearning course could be broken into smaller
micro-learning chunks or made available in a mobile
format. Or you could also be excited to learn that the
last learning experience was very well received. If so,
make sure to do a thorough project debrief to discover
what communication method, delivery strategy and
deployment made it so successful and build on that.
THE PLAN:
This topic cannot be emphasized enough; an internal
communication/marketing plan is critical to the success
of a learning experience. You want your participants
to attend the eLearning with a sense of excitement
and anticipation. Maybe you’ll need to add some
pre-work or discussion across company internal
communication platforms to build that anticipation or
sense of accountability. Make sure to clearly communicate
incentive for completion of the modules and, if
possible, offer additional incentives beyond the obvious
professional ones. eLearning can feel very isolating and
individual, but with a proper communication plan and
additional opportunities to share among participants, you
can create an exciting buzz about the opportunity.

STRATEGIC PLAN
Once you have the answers to these questions, you can begin to strategically plan informed by your answers.
Every organization has their own way of scoping projects, but you’ll want to make sure you’re including the
following items:

Company values and goals for the year Optimal delivery methods

Stakeholders’ needs Measurements for Return on Investment

Audience characteristics Potential revision issues or concerns

Content requirements

Carefully ask the four questions above, listen well to the answers and
use them to inform your strategic planning. When you do, you’ll be in
proactive mode, preventing issues and taking advantage of opportunities
with a clear plan for long-term success.

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 iStock.com/g-stockstudio

6 TiPS FOR REDUCiNG THE

COMPLEXiTY OF CUSTOM
ELEARNiNG DEVELOPMENT
You are the head of Learning and Development at a large manufacturing company that employs over 3,000
people. The executive team is reporting that, with the latest hiring initiative 6 months ago, productivity has
taken a dive. They are placing the blame on poor training. People don’t seem to know how to do key parts of
their job, and even when they have been trained, performance is often inconsistent, with multiple people doing
the same task in different ways.

You have a small team, 4 people including yourself, who mostly help with the administration of your Learning
Management System (LMS), run reports to ensure that everyone is compliant with regulatory requirements and
conduct classroom training on basic onboarding topics, such as corporate compliance and workplace safety.

Your directive is to “revamp training” to an eLearning format so that it is relevant, consistent and cost-effective.
The executive team is also asking you to develop new training for tasks on the line to ensure consistency,
something that was previously done by each employees’ supervisor.

You go back to your office after the meeting and immediately feel the weight of the project on your shoulders.
Where do you even begin tackling such a project?

Take a deep breath.

And consider the following tips to help you reduce the complexity of the project.
 1 QUESTION, QUESTION, QUESTION
When beginning the process of developing a custom eLearning solution, you typically have some idea of
what it will look like in the end, so it’s easy to just dive in and get moving. But in doing this, you overlook a
simple, yet crucial, step – asking questions. Questions like:

What does the What

learner have to What are the Who is information can How will How will
Who are
know, believe goals of the the target be presented learners access success be
experts in
or actually do eLearning? audience? in job aids or the eLearning? measured?
the content?
on the job? supplemental
materials?

In documenting the answers to these important questions for each eLearning solution, the roadmap for the
project is laid out. Knowing the answers to these questions will help with virtually every decision you make,
including how information is presented, the tone in which it is presented, the development tool that is used,
and even the mode of delivery.

2 PARTNER WITH EXPERTS

There are two partnerships that impact the
success of any eLearning project and help to
reduce complexity: your partnership with subject
matter experts, or SMEs, who have a thorough
understanding of the topic at hand, and your
partnership with instructional designers and the
development team.
Carefully choosing the appropriate SME will ensure
that all the information that is pertinent to the
learning content is available. Think of the SME as a
warehouse of useful inventory. The warehouse may
include old PowerPoints, documents, job aids, work
instructions and articles, as well as a whole lot of
personal experiences and on-the-job know-how. It
even includes a gut instinct and natural ability to get
the job done. While it may be tempting to seek out
the supervisor of a specific department, consider
using a “front line” staff member who may have
more applicable hands-on experience.
Like many companies, you don’t have the luxury of a
large team of in-house designers and developers to
create your eLearning solutions. That’s where third-
party learning companies come in. The choice of a
company can make or break an eLearning project.
Choose a learning company that is as invested in
the success of the project as you are. How do you
determine this? At initial meetings, pay attention
to the types of questions the company asks. Are
they trying to really understand your company
and the content, or are they trying to pigeon-hole
your training into existing solutions that may not
fit your vision? Do instructional designers speak as
knowledgeably about the content as your SMEs, or
does it feel like they just don’t get it? A third-party
learning company does not just focus on design and
development. They can alleviate the pressure that
comes with complex projects by helping to outline a
strategic plan, providing a project manager to tend
to the tiniest of details, laying out a communication
plan, and using their expertise in learning theory to
design and develop impactful solutions.

iStock.com/scyther5
3 IDENTIFY THE BEST DEVELOPMENT TOOL AND
FORMAT FOR DELIVERY
Not all eLearning solutions are created equal. The selected development tool and the way that the
eLearning is delivered can mean the difference between learners walking away feeling confident in their
abilities and those who are frustrated because the eLearning “didn’t work” or they “couldn’t access it.”
Many third-party learning companies are experienced in a number of development tools and can make
recommendations on the best one to use, based on the vision for the course. In addition, a comprehensive
assessment of an LMS, in use or under consideration, should be completed to ensure that it meets the
needs of the company.

4 IDENTIFY A WAY TO MEASURE SUCCESS

You will not know how far you have come if you don’t know
where you started. One key question to consider is, how How will success be
will success be measured? Are there existing tools in use? measured?
Or does a measurement tool need to be developed? You
know that the dive in productivity precipitated this new
project, so use productivity as one of your measurements for Are there existing tools
success. Measurements are already taken weekly, so consider in use?
comparing the numbers before and after the eLearning
solution is rolled out. By doing this, you can get solid,
quantitative data that demonstrate the level of effectiveness of Does a measurement tool
your new eLearning solution. This way you can go back to that need to be developed?
executive team and provide solid data on how your solution is
impacting the company.

5 SHOUT YOUR SUCCESS FROM THE ROOFTOPS

Once you achieve what you initially set out to do, share the good news! Report your success, not only
at your meeting with executives but also on a shared company page or communication system, so that
learners and supervisors can own a part of that success as well. With your executive team, identify the
reasons why it was a success, so it can be replicated and held up as a best practice.

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 iStock.com/g-stockstudio

6 TWEAK, TWEAK, TWEAK

It’s a natural tendency to devote our greatest attention to the project at hand, so revisiting a project after
it has already been implemented can get overlooked within the scope of the project. When evaluating a
third-party learning company, pay attention to whether the project comes to an abrupt halt when it is rolled
out or if there are plans to continuously assess applicability, learner satisfaction and effectiveness. A good
learning company will help you to revisit your eLearning solution after a specified period of time to ensure
that it is meeting the objectives. This can be done through satisfaction surveys and analyzing measures of
success. Tweaking content to address any identified issues ensures that the content stays relevant and that
learners’ feedback is taken into account.

SO RELAX. YES, YOU HAVE A BIG JOB AHEAD, BUT IF YOU KEEP IN MIND THESE
TIPS, YOU’LL HAVE A SOLID APPROACH TO PLANNING AND A MAP TO SUCCESS.
3 TiPS TO MEASURE AND
ANALYZE THE ROi OF
YOUR CUSTOM ELEARNiNG
SOLUTiON
“That was the best program we’ve ever
had!” Ken went on to use words like
“creative,” “engaging” and “relevant”.

It feels great to have a win like this, so go ahead and

celebrate…but proceed with caution. A participant’s
excitement about an eLearning experience is certainly
important, but it may not affect bottom line like you
were hoping. If three months from now, Ken’s coach
hasn’t noticed a difference in Ken’s confidence and
independence in using the content from your custom
eLearning, your win may fall short.

TIP 1. MEASURE SUCCESS IN 5

LEVELS
So, what does success look like? Consider a full
picture evaluation in five levels, which is an expansion
of Kirkpatrick’s famous model. With ROI, you look
at quantifiable data, but with 5 Levels of Evaluation,
you consider both quantitative and qualitative data.
Learning can have a profound impact on culture,
job satisfaction and employee confidence, which are
all valuable assets. While they may not immediately
affect business metrics, they improve company
health and safeguard against increased turnover in
the long run. So, in addition to monitoring business
performance data, it’s a good idea to track qualitative
data, too.

With 5 Levels of Evaluation, you’ll see exactly where

learning excelled, and your celebration won’t be cut
short. Let’s take a closer look. Below you’ll see each
of the levels with a few questions about what can be
measured in that level.

iStock.com/Jacob Ammentorp Lund


LEVEL ONE
Learner Experience
• How did learners feel about
the opportunity?
• Did the experience match
learner expectations based
on the internal marketing?
• Was the material relevant,
interesting, and useful?
LEVEL TWO
Learning
• For each learning objective,
did participants gain the
knowledge, skills and values
identified?
• Did learners achieve
targeted assessment scores?
• Were assessment strategies
effective in measuring
results?
iStock.com/g-stockstudio
LEVEL THREE
Application
• Do learners know how to
apply what they learned?
• How many times did
they successfully make
application during the first
30 days?
• What hindered them?
• What supported them?
 LEVEL FOUR
Business Impact
• How did the implementation of the program
affect business metrics such sales, productivity,
operating costs, errors, job engagement,
employee retention, job promotion or other
targeted measures?
• What cost savings have you tracked?
• What is the reduced skills gap or increased
employee proficiency?
TIP 2. CREATE A DATA COLLECTION STRATEGY
“But when we’ve evaluated programs in the past, we couldn’t seem to move
beyond anecdotal evidence. We just didn’t see the validation we wanted.”
The success of an eLearning module depends not only
on whom you ask but when. If you wait to start planning
your analysis until after you’ve rolled out your program,
you may not have access to the data you need. As early in
scoping the project as possible, determine what numbers
are required to document success. How is your learner
currently performing? What gains do you hope to reach?
What metrics will verify the improvement? Being able to
compare before-and-after data is critical to tracking ROI.
That’s why you should use a Data Collection Strategy
with every large project. As part of your scoping process,
create objectives for each of the 5 Levels. At this
beginning stage, determine:
• What success looks like
• Which existing measurements to use
• What new information to collect
• How to collect it
• From whom
• When
LEVEL FIVE
Return on Learning
• Do the monetary benefits of the improvement
in business impact and culture measures
outweigh the cost of the learning program?
• What other benefits are important to include?
(For example: job satisfaction, collaboration,
creativity, ease of use, relevance to role, and
customization.)
Data comes in many forms, so what kind of data
should you collect? An in-course questionnaire
or quiz, skills-based testing following eLearning,
a performance contract, and business metrics
monitoring can be the designated tools from
which to figure ROI. The most relevant data is
often dictated by the content and the constraints
of the project. And timing is important, too. Some
application won’t be felt until one or two months
(possibly longer) after the learning opportunity. So,
it’s important to decide when data would best be
gathered.
If results are important to you, then a Data Collection
Strategy is the way to go. It will guide you as you
gather and sort the right kind of data to verify your
success.
iStock.com/HAKINMHAN
 TIP 3. TELL A GREAT STORY
“I was pretty happy with the results of our
learning initiative, but that’s what we expect-
ed. Why take the time to make a big deal out
of it? We’re all busy.”

Did I say, “Tell a story?” I should have said, “Throw a party!”

As strange as it seems, this is another area where companies
may fall short. They develop an engaging eLearning
program, track both quantitative and qualitative results,
only to prepare a report that gets filed before anyone even
reads it. No sharing in the success. No boost to morale.
No friendly competition between divisions. No incentive to
work hard and achieve new goals. No inspiration.

Of course, you want all these amazing results from effective

eLearning, so along with your ROI and quantifiable results,
be sure to tell a good story. Your story should show the
obstacles encountered, (including mental hurdles) and how
they were overcome to gain results. It should inspire others
and give them something to take away, showcasing the
successes without compromising authenticity. And when it
comes to custom eLearning, there is usually something to
celebrate, even if the ROI was less than desirable. Here’s
what to look for:

• Team building stories – prompting significant conversation

among learners
• Flexible execution stories – no travel costs, unlimited learners,
personalized pace and schedule
• Customized learning stories – core values reinforced, custom
scenarios and problem-solving, stratified entry for learners
• Standardized content stories – unified message that
eliminates confusion, company-wide vocabulary and process
• Business impact stories – changes in productivity, error
reduction, job engagement, promotion rate

To celebrate well, you’ll want to do it right away and

make it public. Plan to spread the news as soon as the
ROI results are compiled, and your story is created. The
kind of celebration should be in scope with the size of the
eLearning program: the bigger the program, the bigger the
celebration (and don’t skimp here). Celebrations of learning
help build momentum and inspire new creativity.

Evaluating in 5 Levels, building and completing your data collection, and telling a great story will
provide a full analysis of your next eLearning solution. From beginning to end, you will know how
well your custom eLearning succeeded and the impact it made. Using 5 Levels of Evaluation and
both qualitative and quantitative data could be a lifesaver as you plan your next awesome eLearning
opportunities. We all have an innate drive for curiosity and learning. Learning sets us apart, inspires us,
and shapes us into better versions of ourselves. Now that’s a story worth celebrating!

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 iStock.com/BongkarnThanyakij

5 FACTORS TO CONSiDER
WHEN CHOOSING AN ELEARNING COMPANY TO
DEVELOP A CUSTOM ELEARNING SOLUTION

When developing a custom eLearning solution, it’s likely that you will leverage the expertise of an eLearning
company to handle much of the development. Many people approach this partnership with trepidation. What
happens if it doesn’t work out? Will they really understand what we are going for? How can they understand our
culture if they don’t work here?

These are valid concerns. After all, when these concerns play out, it can lead to wasted money and time,
irrelevant and inaccurate content and a learning experience that doesn’t fit your company’s culture.

But what does it look like when you choose the right eLearning company? It’s easy to be drawn to companies
who create courses with beautiful animations or products that seem to be on the cutting edge. But there’s more
to it. A portfolio of eye-catching and interactive eLearning courses is just one factor that you should consider
when choosing the right eLearning company. Here are a few others:
STRATEGIC PLANNING
The right eLearning company is not only concerned with your content and the creation of learning solutions, but
also your strategic plan. They will help you answer questions like: what does the culture of learning look like at
your company?; does leadership place a high value on the continuous development of employees?; or is learning
purely reactive, implemented because of a compliance requirement or crisis? The right eLearning company will
immerse themselves in your culture to gain a thorough understanding of what drives your employees to learn and
how they learn best. Most eLearning companies are passionate about learning and will help you funnel that same
passion into your company’s culture by doing the following:

HELPING YOU INTEGRATE LEARNING INTO EMPLOYEE DEVELOPMENT PLANS

Providing opportunities to help employees become better at their jobs or more innovative in their fields helps
them to take ownership of their learning and development at your company.

CONVEYING THE VALUE OF LEARNING AT YOUR COMPANY AND CREATING

EXCITEMENT FOR THE LEARNING OPPORTUNITIES THAT ARE PROVIDED
This could involve internal marketing campaigns that communicate your investment in employees’ continuous
development.

TENDING TO THE TINIEST OF DETAILS WHEN CREATING LEARNING OPPORTUNITIES

Ensuring that classrooms are set up appropriately or directions on how to access the LMS are provided so that
employees know what to do may seem like small tasks, but they have a huge impact on an employee’s learning
experience.

Recognize employees for newly acquired skills or completed competencies. This helps employees to see how
their accomplishments feed into the success of the company as a whole and reinforces the importance of
continuous learning at your company.

SEEKING REGULAR FEEDBACK ON INSTRUCTIONAL MATERIALS AND HELPING YOU

DEVELOP A FORMALIZED REVISION PROCESS
Great learning can become stale quickly, but with good feedback and some simple changes, it can stay relevant
for a long time.

iStock.com/BongkarnThanyakij
COMMUNICATION
An eLearning company can help you translate your vision for a culture of learning into an effective internal
marketing campaign where employees feel valued and have ownership in their learning.

People who work in a culture of learning understand that their company is invested in them. Communication
about learning opportunities should reflect this investment. This may include helping you design fun challenges,
where employees compete to win a prize, or leveraging your LMS to create a healthy competition between
departments to achieve a learning-related goal.

PROJECT MANAGEMENT
Good project management is something you don’t notice when it happens. It just means that everything went
as it was supposed to go. Unfortunately, when there is poor project management, everyone sees it immediately.
Team projects can get bogged down if proper planning is not put into place. The right eLearning company will
help you create a solid project timeline, to which both parties agree, that guides the design and development
process. Good project management is team based. You’ll know that you are working with the right eLearning
company when their team feels like an extension of your own. Weekly check-in meetings, multiple opportunities
for content review, and sign-offs at various stages of the design and development process ensure that projects
come in on time and within budget.

DESIGN
Great content presented poorly will have minimal impact on performance. Custom eLearning courses should be
memorable, engaging and practical, presented in a way that is immediately useful. And this only happens with
good design.

Design affects our ability to learn and apply what is presented. We all know that a good story will grab our
attention and stay with us, whereas a list of facts is immediately forgotten. A good eLearning company uses a
wide array of methods to ensure that your learning solutions not only cover the content required but presents it in
a way that facilitates genuine comprehension and allows the learner to practice new skills in “real-life” situations.
Design elements may include custom-made graphics, eye-catching animations and engaging interactions.

LEARNING
Learning begins with a deficit. Someone needs to know, do or believe something. In order to create good
material, the right eLearning company will look closely at each of these elements: who are the learners?; what are
their needs?; how do we best fill that gap?; and to what level do we want to see change?

In ideal situations, learning is proactive, looking to prevent a problem before it becomes embedded or teach
skills that will be necessary in the future, but with many organizations, learning is reactive to a newly identified
problem or compliance requirement. Regardless of your situation, an eLearning company should be excited to
come alongside you, recognizing that the best instruction is custom-made for learners and their environment.

BY KEEPING THESE FACTORS IN MIND, YOU CAN ENSURE THAT YOU

FORGE A PARTNERSHIP WITH AN ELEARNING COMPANY THAT WILL
BRING YOUR VISION OF LEARNING AND DEVELOPMENT TO LIFE.

iStock.com/Cat_Mint
 iStock.com/LeszekCzerwonka

At Inno-Versity, we believe everyone

is created to learn. Our team of
Instructional Designers and Creative
Professionals provide a complete
360-degree solution to help you solve
your learning challenges.

Our tested learning process

examines your current learning
environment, measures current
learning effectiveness, executes
instruction, evaluates results, ensures
learning success and finally extends/
enlarges current learning based on
effectiveness.

Inno-Versity gratefully acknowledges the contributions

of the following team members who wrote these
articles: Lonna Jobson, Andrea Mikulenas, Miriam Taylor
and Dr. Jerry Zandstra.

1 (833) 532 7697 l INFO@INNO-VERSITY.COM l WWW.INNO-VERSITY.COM

5222 33RD STREET, SE GRAND RAPIDS, MI 49512