Learning and Development at Workplace-Changing Paradigms and Emerging Trends
Learning and Development at Workplace-Changing Paradigms and Emerging Trends
Learning and Development at Workplace-Changing Paradigms and Emerging Trends
@
Contents
03 | Foreword
30 | E-learning in corporates
49 | About IIM-K
2
Foreword
We have all read numerous environment where technologies Companies with large employee
articles and heard economists and and customer needs change base and multiple locations can
industrialists suggesting India’s rapidly, therefore we need the impart training through the intranet.
workforce base and population workforce to constantly update A repository of training material in
in the right age bracket to lead themselves with new concepts, digital form can be created and made
the country’s growth phase over technologies and skills’. available to the target audience on
the next few decades. One often ‘anytime/ anywhere’ basis. Even
wonders if only the large young The theme of this paper is to online training can be imparted to
population is enough to achieve highlight the learning and the target audience at multiple
a growth trajectory which would development concepts and case geographies through satellite mode.
lead India to a super power studies in Corporate India. Grant
status? Thornton India, in This report has been developed by
collaboration with 24x7 Learning deriving the responses to an online
When we interviewed India’s and Indian Institute of questionnaire circulated to key
largest corporates regarding their Management, Kozhikode has L&D professionals at some of
growth prospects and the conducted primary surveys of India’s premier companies. We
predominant challenge which large organisations to understand would like to thank all those who
hinders such prospects, the the learning and development spared their precious time to
unanimous answer was initiatives being taken by dynamic contribute to this study.
availability of skilled workforce. businesses in India.
We also heard them talk about the We noticed that technology is the We hope that you will find this
void in white collar workforce. So key enabler to assist companies report thought provoking, and we
our logical next question was ‘are train its people. The use of welcome your feedback.
the education institutions in India learning management systems,
not imparting quality education digitised course content and
to create employable workforce?’ delivery through computer,
We again heard a unanimous tablets and mobile phones has led
answer; ‘we cannot blame the to a revolution boosting reach,
education system of the country, convenience and easing the
we work in a dynamic pressure on bottom lines of
companies by reducing training
costs.
3
Section I:
L&D industry in India: An overview
Our approach
The report intends to analyse the Learning and Development (L&D) industry in India with emphasis on the
corporate training market. During the course of our analysis we reviewed secondary literature such as
industry reports, news articles and white papers, which are available in public domain.
Thereafter, by working closely through the Industry Interaction Cell at IIM Kozhikode we surveyed the top
150 corporates in the country to understand the L&D practices being followed in their organisations. The
survey analysis was followed by focussed discussions and interviews with industry experts to gain insights
into recent developments and market trends. The information from the primary market was complemented
by secondary market analysis to prepare the final report.
Objective
Sources of Information
Industry Reports
E-learning in Corporates
5
Overview of the Indian L&D industry
• Corporate training
• Higher & Vocational Training
• K-12 & Pre-School Training
6
Evolution of L&D
Web-based learning
02
• With the advent of Internet, the CBT content transitioned into web-based
training (WBT) courses.
• However, during this period, the network speeds were slow and unreliable,
which made WBT an unpleasant experience for learners. This was the period
where intranet based, centralised repository of training programs were
created.
03
• During this period, companies began to combine ILT with WBT. This helped in
the evolution of varied types of learning modules to suit diverse situations.
• By testing the various modes of learning, companies realised that informal
learning was more critical than classroom or WBT for some sectors such as
manufacturing.
04
• Traditional learning is designed and structured to address specific knowl-
edge gaps. In contrast, span of collaborative and social learning is vast. This
has increased emphasis on e-learning and its forms such as mobile learning.
7
L&D delivery methods
Instructor-led
E-learning classroom learning
L&D delivery methods
E-learning
One-on-one
Seminars
learning
Lectures
Portable Workshops
Online Learning Mobile Learning (Guest faculty)
storage device
• Online • Tablets
content • PDAs
• Workshops • Games and
• Lectures applications
• Seminars • Mobile phones
8
Key trends in the L&D industry
9
M-learning Rise in social learning - for the first time in over 25
years, ITC is set to evolve its
• m-learning involves training • social learning is defined as a training methodology for
through personal electronic form of collaborative learning frontline managers into a
devices such as mobiles, with and from others theatre and drama-based
tablets, handheld computers, • social learning, which is an programme
etc important component of - a selected batch of
• benefits of m-learning: e-learning, is gradually being management trainees at
- access: Access to learning adopted by Indian academia Hindustan Aeronautics will
material from virtually and corporates prepare a script centered on a
anywhere • the rise in social learning has management book. Thereafter,
- convenience: Engage with disrupted conventional a 45-minute play will be
mobile-based learning learning styles, driving presented along with this
content as per one’s learners towards self script
convenience, much faster initiatives - to cater to the growing need
than a laptop or desktop • State-Sponsored Social of Indian corporates to evolve
computer Learning: During 2011, the their L&D methodologies, a
- retention: A powerful tool Rajasthan government number of theatre-based
for training to enhance invested in a social learning training firms have come up
recall or refresh memory platform with the intent to such as STEPS Drama. This
- overcoming resistance: improve access to education. UK-based firm, which
Instead of long, drawn-out The initiative included all the specialises in corporate theatre
classroom sessions, which standard features of a social programs, recently opened a
many employees resist, networking platform with the subsidiary in India, it’s first
mobile learning provides central focus on education, outside the UK
nuggets of information as collaboration and real-time
per one’s ease and learning
convenience. Mobile learning provides nuggets of
For example: the popping Use of alternate methods for information as per one’s ease and
training convenience.
up of a short help message
For example: The popping up of a
when a user is working on short help message when a user is
an app or going into a sales • theatre-based training
- over the past few years, working on an app or going into a
call sales call.
- acceleration: Mobile theatre-based corporate
devices can be excellent training in India has evolved
portable job aids, providing from ice-breakers and
learners with instant access team-building activities into
to topical and contextual a serious tool for developing
learning and support diverse skill-sets. This
material. Further, they can method of training involves
also help learners manage behavioral adaptation and
their time and improve change management
competencies
10
• increasing use of spirituality - IIM Indore has
in training: incorporated sessions on
- Maruti Suzuki is training the Bhagavad Gita as a
its leaders in self- part of the course
management and time module on ‘Ancient
management. The two-day Oriental Philosophy
course module, which is and Spirituality’
based on the Bhagavad
Gita, seeks to improve
efficiency and effectiveness
- Escorts has roped in a
motivation trainer and a
Bhagavad Gita-specialist to
inspire its 20 union leaders.
The leaders have to work
with the management and
workers, aligning their
priorities with both the
parties. This makes their
job tougher, as the
company is known to have
one of the strongest unions
in India. Teachings from
the Bhagavad Gita are
expected to ease the task
- B-schools are also
increasing the spirituality
quotient in their courses:
- SP Jain Institute has
started a course on ‘The Over the past few years, thea-
tre-based corporate training in
Science of Spirituality’
India has evolved from ice-breakers
under its executive and team-building activities into a
MBA programme serious tool for developing diverse
skill-sets
11
Section II:
L&D in corporates: An analysis
Overview of corporate training
• corporate training is a key • there is an increased focus The following three models are
segment in the L&D industry from organisations to measure being deployed:
• to meet the divergent training their Return on Investment • in-house training: training
needs, priorities of (ROI) in terms of their conducted by an in-house
organisations are shifting training programs training team
from standalone training • from simple technical • outsourced training: training
programs to a comprehensive training, organisations are conducted by a third party
one-stop shopping approach shifting their focus to service provider
• organisations are management and leadership • hybrid training: a blend of
increasingly demanding training in-house and outsourced
value-added services such as training
assessment, curriculum
design, reporting and
tracking from third party
training service providers
01 02
Growth drivers of L&D Challenges to growth
• knowledge driven economy • multiple languages
• personalised learning
80%
67% 64%
60% 60%
45% 49%
40% 33%
20%
0%
Salaries Fixed Training Hiring Books, External
for costs technology external training courses and
in-house consultants materials, conferences
trainers and trainers etc.
13
Overview of corporate training
01
Coaching programs will draw greater scrutiny
Coaching will continue to be a key tool for executive and leadership development. Organisations expect
to see clear success criteria as a part of any engagement to get real returns on this type of a
development investment.
02
Demand for basic skills training is expected to re-emerge
Due to volatility in the business environment and budget constraints, programs devoted to developing
basic skills often take a back seat. Highly focused training modules designed to meet specific short-term
needs or pressing business challenges take prominence over such programs.
03
Globalisation will shape more leadership programs
While some organisations have had a global dimension in their leadership development initiatives, most
companies realise that they must play catch-up or lose ground in an increasingly integrated, competitive
global marketplace.
04
Companies will turn to training to build employee loyalty
As attrition rates increase, senior management is expected to turn to the Human Resources (HR) teams
to build closer relationships with high-performing workers. Organisations will increase their focus on
leadership and personal development programs in order to improve retention and engagement.
14
About the study – Corporate Survey
• 24x7 Learning.com and Indian Institute Of Management Kozhikode conducted a survey to analyse the
recent trends in the learning and development sector and the level of relevance of e-learning tools in
L&D for industries
• a comprehensive questionnaire was sent to leading corporates in various sectors in India
• the survey was designed to seek responses to the following key questions:
- how do organisations perceive learning and development
- methods of training and skill development
- relevance of executive education and leadership training programs
• With responses from top 150 companies of the country, we tried to interpret the findings
58% 43%
in-house Subject Matter Experts believe that face-to-face training
(SMEs) showing that in-house SMEs is the most effective tool to help
continue to be the primary source groom employees
for content development
54% 21%
organisations had higher education self-paced, anytime, anywhere
programs as part of employee learning is the main reason for an
benefit schemes organisation to adopt e-learning
The findings of the survey reinforce the importance of e-learning in L&D, which needs effective planning
15
Survey results
training Trainers
• career builders are the Career Builders
next most favoured type Strategic Business
of instructors, followed by Partners
21% Curriculum
strategic business partners, 10%
Developers
curriculum developers, and
Educational
educational specialists 18%
Specialist
Key takeaway:
16
Q3 – What is the contribution of the L&D team in creating value for the organisation?
teams in organisations.
Q4 - Can e-learning be used as an efficient and cost-effective alternative to other traditional methods of skill
development?
• 84% of the respondents
believe that e-learning is an
efficient and cost-effective
tool for organisational
16%
learning
• 16% of the respondents still
consider traditional learning
No
methods to be more useful for
Yes
skill development
Key takeaway:
17
Q5 – Why are organisations adopting e-learning?
Key takeaway:
In our line of work, continued professional education
Quick and easy update of content, is not only mandated by statute but is also essential
tracking usage patterns to improve to keep ourselves abreast of the latest technical
decisions, and self-paced, anywhere, developments which enable us to offer distinctive
anytime learning are the top three client service. We have made significant investments
reasons why organisations adopt in creating a virtual learning platform for our staff and
e-learning. partners which includes a dynamic training calendar,
an online record of trainings that are mandatory and
recommendatory of each personnel and their actual
participation. This platform is also a repository of all
trainings held across service lines. These trainings
target both professional and personal development
and are a key differentiator for us to attract and
retain staff.
Pallavi Bakhru
Director,
Grant Thornton Advisory Private Limited
18
Q6 - What are the modes of imparting training in your organisation and who develops the content for the
programs?
traditional induction
Seminars and conferences 35%
processes are still an integral
part of most organisations Blended learning 20%
and that is how functional
skill development is still done E-learning 26%
• the content for such programs
is majorly developed by Face-to-face 40%
in-house subject matter
experts 0 10 20 30 40
Key takeaway:
In-house subject 41%
matter experts
E-learning is still not a major mode of
delivery. This represents an 0 10 20 30 40
opportunity to increase the share
of e-learning by delivering focused
content to companies.
19
Q7 - Are higher education programs a part of employee benefit schemes?
• 54% of organisations
support employees in their
plans to pursue higher studies.
This also serves to motivate
employees to pursue higher
studies
• about half (46%) of the
organisations have not
included higher studies into 46% Yes
employee benefit schemes. 54% No
Since these organisations do
not offer any support,
employees need
self-motivation to pursue
higher education
Key takeaway:
Q8 - What type of higher education course is most preferred by organisations for its personnel?
20
Q9 - What are the reasons for nominating employees for training programs?
Key takeaway:
Q10 – Between performance and tenure, what is the criteria to nominate employees for training pro-
grams?
Key takeaway:
21
Q11 - In case employees are selected on the basis of tenure, what is the range of work experience for such
nominations?
Key takeaway:
17%
Since the preferred programs are
mainly from the management roles Entirely by the
organisation
and from a leadership point of view,
the companies are possibly more Part shared by the
motivated to pay for the courses, 16% organisation and
either fully or partly. This will also 57% part shared by the
employee
possibly motivate the employees to
Entirely by the
come back and contribute positively 10% employee
to the growth of the organisation. Other
22
Q13 - Is an online MBA program effective?
Key takeaway:
Q14 - Do Management Development Programs (MDPs) help groom employees for leadership roles?
Key takeaway:
23
Q15 - What kind of training is considered most effective to help groom employees for leadership roles?
Prashant Mehra
Partner
Grant Thornton India LLP
24
L&D in corporates
01
L&D at TCS
• TCS was among the 28 companies awarded by the American Society for Training &
Development (ASTD), for its efforts at creating an innovative and vibrant learning
environment
• the company spends around 15 million hours on L&D programs for its employees every
year. Over the past 5 years, the company has trained 1,43,000 Information Technology
(IT) professionals
• TCS is setting up the world’s largest corporate L&D centre with a capacity to train 15,000
professionals at one time and 50,000 professionals annually
02
L&D programs
• in order to build a quality talent pool, TCS has started multiple L&D programs:
- Academic Interface Program: The program was initiated in order to bridge the gap
between the campus and the corporate
- Initial Learning Program (ILP): The new engineering recruits hired by TCS are
initially given an ILP for a duration of six weeks. This program focuses on transforming
engineers from diverse disciplines into software professionals
- Foreign Language Initiative: The program was initiated keeping in mind the
importance of learning new languages to ensure cross-cultural sensitivity and tolerance
- Ignite: The learning program, which spans six months, helps newly recruited Science
graduates gain a firm footing in the workplace and imbibe the culture and values of the
IT industry and the corporate world
25
Cognizant Technology Solutions (Cognizant)
01
L&D at Cognizant
• Cognizant won the top position in the ASTD BEST Awards competition for its
commitment to drive an environment of continuous learning for its workforce
• Cognizant has a focused learning curriculum to help its employees develop role-specific
competencies and remain up-to-date with leading-edge technological advancements. The
company has an in-house training centre titled The Cognizant Academy
• The Cognizant Academy uses both classroom-based and online programs. Its four key
educational initiatives are: Continuing Education, Role-based Training, Executive Train-
ing and Certification
02
L&D programs
• in order to build and nurture a pool of successful industry leaders, Cognizant has started
multiple L&D programs as part of The Cognizant Academy. These include:
- Cognizant Career Architecture (CCA): The program maps individual roles and brings
in transparency in role-based expectations, goal-setting, and the competencies required
to achieve these goals. Besides, it also helps employees tailor their L&D needs to
accomplish their goals and further their careers. Cognizant currently has more than 150
tracks and 1,600-plus operational roles
- Lifecycle Intervention Series: This program has been developed exclusively for
employees who are transitioning from one career stage to the next
- Women Empowered Program: The program focuses on increasing the number of
women in management and senior leadership roles
- Completely Cognizant: It is a comprehensive diversity and inclusion program built
upon the pillars of people, culture, clients and community
26
Maruti Suzuki India Limited (MSIL)
01
L&D at Maruti Suzuki India Limited
• MSIL bagged the ‘Golden Peacock National Training Award’ for excellence in training
practices and expertise in unique ways to address training and development challenges
• the company’s training calendar comprises behavioural, functional, safety and
environment trainings. In 2012-13, a total of 48,300 man-days of training was conducted
for employees across all levels
• the company started a training academy - ‘Maruti Suzuki Training Academy’ in December
2012 for offering in-house training. The company has also adopted 21 Industrial Training
Institutes and plans to increase the number to 50 over the next 3 years
• the company has partnered with G-Cube, an e-learning solution provider, to offer L&D
to its employees using G-Cube’s online platform
• the company has tied up with Hughes Communication and leverages its satellite services
for offering ‘live’ training across 30 locations
02
L&D programs
• MSIL has started multiple learning and development programs, including:
- Functional training: Functional and technical trainings are important owing to their
direct correlation with the employees’ role and on-the-job performance. Some examples
of this program are design failure mode effects analysis, environment and product
training, quality control, etc
- Behavioral Training: It includes training for developing expertise in negotiation skills,
problem solving and decision making, presentation and communication skills, conflict
management, etc
- Workshops: These are designed specifically for women employees to help them
understand the challenges at work, and manage perceptions and stress
- Higher education schemes: This program helps groom and enable employees to fulfill
their career enhancement aspirations by undertaking courses such as an Executive MBA
Category-wise days spent on training
Overall 5.15
Associates 2.6
Supervisors 4.3
Executives 7.27
27
Hindustan Aeronautics Limited (HAL)
01
L&D at HAL
• HAL is a leading player in the Indian Aerospace sector. The company plans to invest
Rs 70 cores in employee training in the near future
• HAL offers its employees sponsorship for post graduate programs at Cranfield
University, UK; Management Development Institute (MDI), Gurgaon; International
Management Institute (IMI), Delhi; Indian Institutes of Technology (IITs), Kanpur &
Kharagpur; and Indian Institutes of Management (IIMs)
• HAL has collaborated with the National Law School of India University, Bangalore for
conducting training programs in the areas of contract management, dispute resolution,
business negotiation, and legal advice in management and execution of contracts
02
L&D programs
• in order to develop a quality talent pool, HAL has enforced efficient practices such as:
- Assessment Centres: Assessment Centres were re-introduced in the company during
2012 after a gap of more than three years. A third party will be overseeing the conduct of
the Assessment Centres
- 360-degree Feedback: It is a process of collecting feedback about a person’s performance
and capabilities from a wide range of sources such as co-workers, reporting managers
and customers
- Continuing Professional Education (CPE): HAL has established a Study Circle at
Bangalore for providing CPE to its finance executives. This centre has been approved by
the Institute of Chartered Accountants of India (ICAI)
- Inter Divisional Performance Award: The Scheme of Inter Divisional Performance
Competition and Awards was re-introduced to the best performing divisions for
honouring employees on the basis of Profit Before Tax (PBT), Value of Production
(VOP) and Quality Assurance etc.
28
Infosys Limited (Infosys)
01
L&D at Infosys
• Infosys was among the 28 ASTD BEST Award winners for 2013
• Infosys has developed the world’s largest employee training centre in Mysore, which is
spread over an area of 340 acres. The centre, which has 500 instructors and 200 classrooms,
can accommodate a batch of 12,000 employees at a time
• the Infosys Leadership Institute (ILI) is located in Mysore, Karnataka. Equipped with
state-of-the-art infrastructure and technology, ILI has 96 classrooms, and annually
grooms about 400 employees to become the company’s future leaders
02
L&D programs
• in order to build a quality talent pool, Infosys has several best practices, some of which are
as follows:
- Infosys Culture (IC) workshops: These workshops help participants understand the
core values, purpose and processes in the context of leadership development
- 360-degree Feedback: It is a process of collecting feedback about a person’s
performance and capabilities from a wide range of sources such as co-workers, reporting
managers and customers
- Development Assignments (DA): In this program, high-potential employees are
provided a wide range of experience in diverse functions through internal job rotations
and cross-functional assignments
- Community Empathy: The organisation believes that social conscience needs to be
nurtured in each of its leaders. This fundamental value forms a core ingredient of the
training activities
- Infosys publishes collaborative research in peer-reviewed journals and publications such
as Infosys Labs Briefings and Finacle Connect
29
Section III:
E-learning in corporates
E-learning in India
@ Globalisation has increased the demand for talent and capabilities across geographies compelling organisations
for exploring new ways of making knowledge and skills available on demand. E-learning fills this need by allowing
organisations to scale up by digitising knowledge and making it available anytime, anywhere.
31
E-learning value chain
Content
01 •
content involves production of material that will be used in a learning
environment, typically in an educational institution or for the learning and
development programs in a company
• technology is enabling new forms of publishing, such as via video or eBooks,
which publishers need to adapt to
02 •
•
a software platform used to manage the learning process and associated
content
a platform can be enabled to tackle various tasks including administration,
procurement, content management, reporting, marketing, authoring tools,
repositories/ content libraries, communities, assessment, analytics, etc.
Distribution
03
• distribution addresses the link from content creation to end-user
consumption. Content that uses the e-learning platform can be distributed to
any connected device
• as per news reports, India has over 205 million internet users
• mobile education is an increasingly important sector for distributed learning.
e-learning apps provide a basis for anytime, anywhere learning
In the last few years we have seen a transformation in the Learning field.
Computer and mobile owership with internet accessibility is growing
exponentially, access to newer technologies is providing us a platform to
transcend traditional barriers. Today, training is made simple, concise,
precise and successful with e-learning. We are in the midst of a global shift.
Embracing the new paradigm of e-learning is going to take us to the future
faster.
Mandar Satpute
CEO, 24x7 Learning
32
Key conclusions: Content
01
Corporate requirements:
• specialised training and skills programs can be expensive. E-learning can address this challenge by
providing more efficient, cost-competitive and tailored solutions
• performance measurement and analytics serve as an important aspect to assess the ROI of
corporate training
02
Developers:
• it is difficult to generate significant value from content Internet Protocol (IP) due to increased
competition and easier consumer access
• accessibility to interactive content with adaptive learning programs is set to rise
03
Content aggregators:
• eLibraries and content repositories will give users a single point of access to L&D resources
• ease of access and relevance of the materials will determine the utility of these resources
04
Personalisation:
• e-learning will allow increasing levels of personalisation
• books will be replaced by interactive learning programs that link to the progress of the individual as
well as harnesses the collective knowledge and experience of peers
Social content:
05 • collaborative experiences and collective intelligence from peers and a network of users within the
educational ecosystem help in increasing the long-lasting strategic impact of learning
• this shows that content is no longer a standalone material but instead evolves with input from its
users
06
Accreditation:
• increasing accessibility to content and arrival of MOOCs are set to enhance the value of accreditation
from a recognised authority or brand
33
Key conclusions: Learning Management Systems
01
Corporate requirements:
• need for measuring the ROI has been enabling the adoption of learning management system (LMS)
• flexibility to adjust the training needs change over time
02
Complexity:
• alternative formats and teaching techniques are required to deliver personalised learning experiences
• big data analytics are a must to enhance efficiency and create adaptive learning environments
03
Blended learning solution:
• in this format of L&D, prescribed content and instruction is delivered partly by using online resources
and partly by deploying face-to-face mediums
• a recent study conducted in Europe revealed that 76% of corporate users preferred this format of
L&D and planned to increase their usage over the course of time
04
SaaS/ Cloud model could dominate:
• driven by the growing technological advancements, independence from internal IT departments,
possibility of rapid innovation and flexibility, SaaS/ Cloud model could dominate the e-LMS market
Karthik K S
Founder & Executive Chairman,
24x7 Learning
34
Key conclusions: Distribution
01
Available audience:
• falling cost of computer and mobile devices, combined with ease of internet access, has created a
global market for academic and corporate e-learning
02
Bespoke programs for discrete audiences:
• corporates are demanding customised learning programs for their employees spread across diverse
geographical locations
03
Social content:
• peer-to-peer learning provides social networking benefits to the learning process, with users
benefitting from the ease to approach their peer group for problem solving and assistance
• content curation becomes important in managing the user value of content
04
Immersive learning:
• the ability to provide simulated work environments is still at a nascent stage. The growing demand is
set to open a whole new window of e-learning opportunities for the corporates
• skills can be developed, monitored and assessed before being used in the workplace. Recognising
the benefits of this module, the 3D modeling skills from the video game industry have already begun
adopting the immersive learning programs across various channels
Universalisation of skillsets:
05 • with advancements in technology, avenues for e-learning have grown immensely. This implies that the
growing workforce today has greater opportunities to advance its skillsets
• as e-learning grows, employers will be able to access a far greater range of human resources with
ubiquitous qualifications
35
Evolution of Learning Management Systems
• training departments in Indian corporates use learning management systems or LMS to deliver online
training. Besides, LMS is also deployed for automatic record keeping and employee registration
• LMS is a software application used for delivering e-learning content for training programs. It is also used
for other organisational purposes such as administration, documentation, tracking, and reporting
Year 2012
03
Year 2000
02
01
Stage 3:
Learning portals, blogs,
wikis, twitter, mobile and
Stage 2: social networking
Enterprise learning
platform
Stage 1:
LMS eLearning
platform
• the evolution of the enterprise LMS market can be traced to late 1990s and early 2000s when
systems designed to meet the organisational needs for automating training and getting training
materials online began to be put in place. This was similar largely to the implementation of email to
meet the organisation’s post-digital communication needs
• over the past decade, the LMS market has continued to evolve with solution providers adding new
features and functionality for collaboration, continuous learning and knowledge-sharing. Some
systems are now becoming platforms for supporting mobile learning across contexts
• Multiple Languages
• Generation and Technological Gap
• Lack of Skilled Trainers
36
What we heard from companies in India
Dr Rajesh Parekh
Head – Training
Bayer Group India
E-Learning is “the magic wand” for initiating and driving the learning culture
today. This would get more stronger if larger organisations work towards
standardisation. Debates apart, let us first only look at making strong
foundation for reservoir of knowledge. When this reservoir grows in
abundance, skills invariably follow. When skills are practiced, efficiency and
effectiveness are bound to exist. All this would lead to a less confused state,
more clarity and improved co-existence by one and all. Innovation then
becomes an integral part of whatever we do.
Narendra Deshpande
General Manager – Engineering
Tata Housing Development Company Ltd.
Organisations need to learn to lead the workforce of One. One size fits all
strategies don’t work anymore particularly for the new generation that
prefers learning in chunks at their convenience in an interesting and
entertaining format. 8 hour classroom sessions are passe – e-learning
provides self-directed, on demand, easy to learn formats that can scale up
performance relevant to business needs.
37
Key themes in the e-learning industry
38
Case Study: Large infrastructure company
deploys LMS to train a geographically dispersed
employee base
39
Case Study: Leading telecom player uses
e-learning to provide cost-effective training at
diverse locations
Requirement Result
E-learning helped employees to not
only acquire professional skills but also
• The company wanted to • the company successfully learn the necessary aptitudes to face
implement an online training delivered e-learning courses the day-to-day challenges.
program in order to train its to a geographically dispersed
workforce on its USPs i.e. workforce. 11% of all
value-added solutions and learning was done through
data services. It was e-learning programs
important for their customer • the e-learning initiative
care executives to have an improved knowledge
in-depth knowledge of each retention and productivity of
of the company’s services and the employees. Besides, it also
the core selling points which standardised the content with
would enable them to attract a real-time access and
larger customer base accelerated personalised
• the primary objective of learning
implementing such programs • adopting e-learning or online
was to create an engaging training programs resulted in
learning experience and 60% cost savings over
maintain consistency and traditional classrooms
uniformity through the
courses offered
Solution
40
Case Study: Global IT solutions provider
leverages LMS to train employees across remote
locations
Requirement Result
LMS has helped the company to not
only train its employees based at its
• with 15,000 employees spread • increased acceptance of offices, but also reach its personnel
across 40 different locations, e-learning amongst based out at remote onsite locations,
the goal was to deliver equal employees, driving a shift thereby empowering its entire
learning opportunities to from instructor-led learning. workforce with equal learning
employees who were • accelerated learning even on opportunities.
remotely placed. Besides, onsite locations. 16%
there existed a need to deliver coverage was witnessed even
technology specific courses in the US, UK and other
to improve performance and onsite locations during the
enhance technical capabilities first year
of their employees • employee specific courses
• the company needed a were assigned such as Java
learning platform that was 2 programming, Linux, etc
highly scalable, in order to which enhanced learning
reach a large and widely • learning opportunities and
dispersed workforce the level of training offered to
employees were significantly
Solution improved
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The Last Word
Based on our analysis of the L&D market, discussion with industry experts and analysis of the survey
results, following are the key conclusions drawn from this study:
01 03
02
Efficiency and
effectiveness to drive
e-learning growth
• due to factors like the ease of use
and anytime access, the e-learning
industry continues to grow
42
Evolution of LMS Alternative Ways of
Training
• from e-learning platforms to
enterprise learning platforms to • organisations continue to explore
learning platforms, blogs, wikis, alternate methods of training such
social learning, LMS continues to as scenario-based training,
grow to form an integral part of theatre-based training,
the L&D market spirituality-based training, and
• SaaS/ Cloud model could game-based training
dominate the e-LMS market
05
04
43
About Grant Thornton
44
if incentive is the name
of the game.
performance
management is the
ultimate aim.
Business decisions are rarely black and white. Dynamic
organisations know they need to apply both reason and instinct
to decision-making. We combine our technical expertise
with rational thinking and insight to help clients create
performance architectures and processes aligned to their
strategy.
Contact Us:
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www.grantthornton.in
45
About 24x7 Learning
46
SIMPLE. INTUITIVE. EASY TO USE
www.24x7learntrak.com
47
About the Learning & OD Roundtable
48
About the Indian Institute of Management
Kozhikode
With a highly qualified and IIMK seeks to achieve a
experienced faculty, and backed leadership position in
by a large number of management education and
committed adjunct and visiting research and become a major
faculty from Industry and other learning resource centre in the
leading management institutes Asia-Pacific region. Driven by
including foreign universities, compelling industry relationships, a
Established in 1996, the academics is always a high rich pool of talent and world-class
Indian Institute of Management priority. infrastructure and facilities, IIMK
Kozhikode (IIMK), a joint effort aspires to continue its journey on
between the Government of India The Institute has a strong the growth trajectory that it has
and the Government of Kerala is International Exchange defined.
one of India’s premier Business Programme for students and
Schools and it attracts the best faculty through tie-ups with
talent from across India for its several leading Management
Post Graduate Program in Institutes in EU and ASEAN
Business Management. countries including SDA-Bacconi
in Italy, Jönköping
IIMK started with its first batch University-Sweden, Copenhagen
of 42 students in 1997 and Business School-Denmark and
has grown tremendously over University of Queensland-
the years with a current batch Australia to name a few. An active
strength of 350+ students, making member of the Strategic
it the fastest growing management Management Forum, IIMK lays
school in the country. It stress on organising Seminar /
pioneered the Interactive Conferences and conducts
Distance Learning (IDL) management programs for
Program for working teachers. Leading Management
executives in India and is also a Institutions like IIM Ahmedabad,
leader in Faculty Development Bangalore, Calcutta, Indore
Programmes (FDP), and Lucknow along with MDI,
conducting the largest number of Gurgaon, XLRI, Jamshedpur and
programmes and is the major QIP IIFT, New Delhi join hands to
(Quality Improvement conduct week long faculty
Programme) Centre of the All development programme on
Indian Council of Technical various subjects in the field of
Education, in the field of Strategic Management.
management education.
49
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