Issue link: http://www.e-digitaleditions.com/i/295251
[ 35 ] APRIL 2014 | www.hrotoday.com compliance training," he says. "For example, in Asia, we've had clients that used live instructors to deliver e-learning to comply with regulations." NIIT advises clients to choose the right learning staff who can have meaningful conversations with their business customers and can bring appropriate solutions to advance the business, Trolley says. NIIT also recommends to establish a governance process between clients and the business, "to make sure they always focus on the most important requirements in the business." "We also advise them to produce annual reports on what value they've delivered for the money they've spent," he says. "All of these things are important if they want to be viewed as an integral part of the business." Evolving Training Techniques According to a 2013 NelsonHall survey of 24 learning BPO providers in North America, Europe, and Asia Pacific, 55 percent of the market is now e-learning, including virtual instructor-led training, and is expected to grow another 5 percent in 2014. More than 70 percent of respondents said cost was one of the main reasons they decided to outsource learning, Bragar says. Other drivers for increased use of e-learning include talent development, boosting productivity, and augmenting the limited resources and capabilities of the in-house learning team. Buyers are particularly interested in recorded virtual classroom training, virtual coaching, and video snippets, that can bridge gaps between web-based and instructor-based learning, Oliver says. David Strainick, global head of learning at NCR Corp. in Duluth, Ga., leverages Raytheon for expertise in learning management administration. Raytheon manages NCR's customer-facing learning contact center, answering questions from employees and getting information about courses they took via NCR University, an online learning portal for employees, customers, and partners. Strainick has a hybrid model with a core group of system administrators to internally administer, analyze, and provide metrics "that matter to our leaders." "You've got to be able to demonstrate a learning program's value to the business, and that means measuring results with very specific criteria," he says. Employers used to use learning management systems (LMS) as passive repositories, logging course transcripts and test scores, says John Higgins, senior vice president of growth and solution development at The Training Associates. But today the platforms are being integrated into employers' overall talent management systems, where employers can use their LMS to create individual development plans, set and track learning goals, and then pre-populate courses as part of their learning plan for the year. Leveraging Peer-to-peer Learning Boston-based Iron Mountain document transport and storage company has a peer-to-peer coaching program, called Sentinel, for its drivers (called couriers), records center specialists, shredders, and other frontline staff. The company used a vendor, RDEA, to conduct an upfront analysis, providing benchmarks with similar industries. However, Iron Mountain had "the internal resources" to develop the Sentinel program on its own, says Leah Minthorn, acting director of learning. "We created several business process teams because we wanted to tie the learning back to the business," Minthorn says. "We had separate teams to build the coach model, design and delivery, funding and financials of the program. Each team had members that were field personal–executive Learning Drivers for increased use of e-learning include cost savings, talent development, boosting productivity, and augmenting the limited resources and capabilities of the in-house learning team.