Over the past few years, we’ve noticed that the managers who were most successful in implementing e-learning had a few common characteristics. One characteristic was that they understood the importance of the dynamics of effective implementation. This knowledge enabled them to not just deliver results but also allowed them to deliver the case for the right type of training at the very start of the process. The reality is that you won't be able to effectively achieve your e-learning goals without buy-in from key stakeholders. In this post, we'll take a look at the mechanics of buy-in and persuasion. There are 7 key steps to making your case:
Identify the key players in the decision-making process. Each of these players will have aims, goals or perspectives that are tangentially related to those in other areas. Wherever possible, identify common goals so as to deliver a case that will have sections aimed at each interest specifically.
It is essential to align the interests of the company with the interests of the employees. Explain the cost of disengagement and attrition in the workplace. Demonstrate how it is in the best interests of the company to invest in the education of their employees in such a way that it will not only benefit them in the short-term, but also contribute to enterprise value in the long run.
There are bound to be objections to the concept of e-learning as a business necessity, so be ready to combat these with well-researched facts and statistics. Backing up words with numbers is fundamental to the persuasiveness of the argument. Arguments against e-learning programs will usually be related to either relevance or effectiveness. A lack of relevance will typically come from failing to follow the preceding steps. On the other hand, concerns about effectiveness tie directly into an understanding of implementation. Ultimately, this step needs to cover not only the caliber of content and technology involved, but also the internal processes and supports in place for a smooth roll-out.
Throughout this process, our primary objective is to prove the benefit of e-learning by calculating ROI so it can be presented in as clear and concise a manner as possible. Let’s consider the formula for ROI in its most basic form:
Benefits/Costs x 100 = ROI%
As you likely know, this isn’t anywhere near as simple at it looks. However, when we break down the key steps, things become a little clearer.
You will need to consider the different ways in which the gain to the company can be measured. To calculate this accurately, both pre- and post-learning evaluation must occur. Whether through loss prevention or an increase in profit, all of these should be of financial benefit over time. Show that the company stands to gain much more than it will cost to implement the training, and lay out a simple plan to track benefits over time.
Consideration should be given to the language used when discussing the case for e-learning. Try to avoid language that revolves purely around learning and development, as it may be unfamiliar or irrelevant to those used to more diagnostic or data-driven terminology. Always try to frame your argument in terms of measurable business results; this will reinforce the message that e-learning is a sound investment for the company, in addition to the increase in engagement and motivation of the employees.
Now that you have researched your case and tailored it to the audience you expect, make sure to have all the information you have collected on hand in advance of any questions.
You've got this!