How do 800 people across a company`s branches reach the same level of competence on an applications suite, in a given time period, and with enthusiasm? This was the challenge facing Alexander Forbes Risk Services (AFRS), following its decision to introduce new technology and standardised applications company-wide to meet the objectives of Project Phoenix.
Project Phoenix is a three-phased, integrated project aligned with AFRS`s business drivers and designed to achieve client-centricity, with clearly defined objectives in each phase.
AFRS recognised the need for an electronic learning management system (LMS) that would meet the training objectives resulting from the technologies and applications introduced in phase one of Project Phoenix. It set about identifying the right service provider that would ensure the kind of relationship that AFRS was after. "We were not just looking for support, we were looking for the right partner and IOCORE fits the profile," says Elaine Russell, change manager at AFRS.
Says Rob Pfau, e-learning consultant at IOCORE: "IOCORE`s team of e-learning experts started the implementation process by assessing AFRS`s business requirements and project objectives prior to advising which LMS would be the best match. The TopClass LMS emerged as the ideal system."
The team embarked on a three-month project to develop the approach for the resulting e-learning roll-out, and to map the pathway for end-user adoption. Third-party content was integrated into TopClass and customised to accommodate company-specific information.
According to Russell, the roll-out came with significant challenges, such as ways to create an active and stimulating learning environment, as well as having to address people`s reactions to change. "Some employees found themselves having to shift from their comfort zones and had to open up to new ways of acquiring knowledge."
"We succeeded in obtaining senior management buy-in and support on a branch management level right from the start," says Russell. "To add to this, we implemented creative ways to generate excitement and a spirit of friendly competitiveness around the learning process."
"AFRS staff were given a year to complete the set tasks," explains Russell. "This meant achieving proficiency in the Microsoft Desktop Suite, including Word, Powerpoint, Excel, Outlook, Windows and select business applications."
Russell used a blend of communication mediums throughout this period to implement the change management strategy, sustain interest and ensure progress. The AFRS team began by branding the e-learning project and kicked off with a road show. This was followed by e-mail messages providing ongoing encouragement. The company intranet was used extensively, and reflected per-branch statistics on e-learning activity. Results on completed modules were posted every week. This triggered a spirit of competitiveness and soon colleagues were challenging each other to achieve the highest scores. Once staff completed modules, they were invited to provide feedback on the intranet, for the rest of the company to view. This transparent approach boosted morale and began to influence the learning culture.
"Some staff even requested Saturday morning classes so that a facilitator could guide them through the modules and they could experience the advantages of learning in a group," adds Russell.
The allotted year has passed and the e-learning project was a resounding success. User-friendly TopClass enabled staff to complete their modules at their own pace, in their own time. Marking was automatic, and the LMS generated the required assessments and reports. Only 14% of the staff did not engage in any learning, while the majority completed the entire package. "270 out of 769 staff achieved an 80% pass mark," says Russell. "Staff who achieved less than 80% have until March 2004 to reach a proficient level at which point they will receive certificates."
In phase two of Project Phoenix, the LMS will be linked to an e-Appraisal system. "Each member of staff has the objective of self development in their key performance areas (KPAs). Now all of their learning will constitute self-development and the relevant information will be sent to human resources," explains Russell.
By introducing the LMS, AFRS has benefited on more than one level. According to Russell, they are achieving the people-related objectives of Project Phoenix, improving productivity through increased proficiency, and are able to produce comprehensive reports for Skills Development Levy claims. AFRS has also introduced the proficiency testing component of the LMS to its interview process, so the company can now quickly determine if a candidate possess the abilities they claim to have.
"Our partnership with IOCORE has been pleasant and beneficial, and is growing stronger." Russell recalls having to spend 15 hours on a weekend on management reporting, until she was saved by IOCORE`s LMS system and expertise. "What had taken me a day, now takes one click," she adds.
The long-term vision for e-learning at AFRS is to ensure a standard learning path for each and every person in the organisation. "IOCORE will be with us all the way," concludes Russell.
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