University of PaderbornBusiness Computing 2 – Information Management & Office Systems

Faculty of Business Administration, Business Computing & EconomicsProf. Dr. Ludwig Nastansky

Warburger Str. 100, D-33098 PaderbornTel.: +49--5251--60-3368

http://gcc.upb.de

E-learning in the Knowledge Economy: Concurrent Implementation in the

Business Environment

Daniel Pell

Superivsed by: Pei Wang-Nastansky

Table of Contents

Agenda

Introduction

Concurrent Implementation

Case Studies

Conclusion

Table of Contents

Knowledge Economy

Information and knowledge as dominant factors of production

Three driversGlobalization

Information and Knowledge Intensity

Networking and Connectivity

Increase inKnowledge intensity

Speed up transfer

E-Learning

Introduction

Implementation

Case studies

Conclusion

Table of Contents

Definition

“Electronic learning is self-controlled learning by the help of multimedia and interactive learning modules, supported by a leeway to communicate with a tutor or trainer and a learning group“

(Nacke & Neumann 2002)

Introduction

Implementation

Case studies

Conclusion

Table of Contents

Introduction

Implementation

Case studies

Conclusion

Employee’s advantages

Corporate E-Learning

Company’s advantages

Global accessibility

On-the-job training

Large target groups

Reduction of cost (?)

Internal / External cross- linking

Commitment

Temporal / local flexibility

Individualization / Interactivity

Speed

Anonymity

Media competency

Table of Contents

E-learning approaches

Blended learningCombine learning units for teaching basic knowledge (WBTs)

TrainersProviding assistance

Online support

Presence seminars

Face-to-face learning and personal interaction

Adapting to the employee

Introduction

Implementation

Case studies

Conclusion

Table of Contents

Implications

Exemption from daily work

Integrated Approach Learning Management System (LMS)

Content

Learning Portals

Learning Culture

Certification

Social component

Introduction

Implementation

Case studies

Conclusion

Table of Contents

Introduction

Implementation

Case studies

Conclusion

Controlling

Non-cost related benefitsImproved productivity / proficiency

Absenteeism

Satisfaction

…

Benefits of the installed system

Total cost of the installed system ROI =

Difficulties on the evaluation of the impact on the value of a company's human capital

Table of Contents

E-Learning Market

Growing Market

But yet still small (€1 billion in 2001)

Fragmented

Minor part in professional education (~10% in 2001)

Controversial market studies

Introduction

Implementation

Case studies

Conclusion

Table of Contents

Case Studies

DaimlerChrysler

SBS

Lufthansa

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

DaimerChrysler Group

The third largest automotive manufacturer

362,000 employees3,000 employees in small factories

30,000 to 40,000 in the largest ones

Three days per year training

E-Learning since the late 1980‘sCBTs

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Organization

Centralized

Decentralized

Project management

Formal education structure

Enabler

Content creation

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

E-learning program

Access toWBTs

Synchronous collaboration environments (virtual classroom, virtual conference room)

Asynchronous tools (newsgroups)

Usage of e-learning Learning process

Productivity

Special emphasis on the social component of e-learning

Blended learning

Target Groups

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Examples

Time management online courseVirtual environment

Online classes

Tutor assistanceSupport

Learning environment

By phone

Maintaining the social environment of learning

Production and learning system On-the-job trainingSeamless link

E-learning and formal training Workplace integrated concept

Class-room-based training

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Findings

Share of e-learning is still low

Sales offices : ~10% Estimations up to ~25%

Production Significant lower

Modern concept of e-learning

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Siemens Business Services (SBS)

IT service providers totaling some

34,600 employees (2003)40 countries including the US

E-learning since the early 1990’s

Service provider

SBU “Training and Services”

Matrix organization

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

E-learning program

WBTs and CBTs

Voluntarily programs

Exemption from daily workNo disturbance in the learning process

Phone calls

Need of the acceptance Learning Culture

Attaining certificates

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Examples

Project ManagementWBT

Training ofMethods and processes

Rules and regulations

Local adaptation

Obligatory

ROI

CBT for the EXPO2000 GmbHImpossible to realize in class-room seminars

28,000 employees

short planning phase of half a year

Mandatory certificates for employment

ROI

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Findings

Share of e-learning is still low

External Internal cross-linking

Positive feedback Employees

Customers

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Lufthansa Aviation Group

Largest German air carrier

Star Alliance

Employing approx. 90,000 people worldwide

Extensive corporate training program

11,000 registered participants in e-learning

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

E-Learning program

Access to 40 WBTs,

10 CBTs, and

15 online classes and communities,

Portal

Online and blended learning

Improving services for customers

Optimizing internal workflows

Integrated, not additive approach

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Key to successful e-learning Blended learning

Self-controlled learning will increase

Expansion of the training program

Voluntarily training

Conditions Significant advantage

Enhancement of the learning process or in a

Decreased use of resources

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Introduction

Implementation

Case Studies

Conclusion

Findings

SuccessInitial obstacles are overcome

High ROI

Enhancement of its human capital

Target group: 30,000 employeesLarge potential in the development of e-training

Extranet (2005)

Table of Contents

Conclusion

E-learning is clearly on the rise

Optimistic view

Blended learning

Peak is still not reached

Pedagogical innovation

Cost reduction

Knowledge

SMEs

Introduction

Implementation

Case Studies

Conclusion

Table of Contents

Thanks for your attention

Any questions?