Worldwide, organizations are contending with ever-escalating expectations from multiple stakeholders: customers, employees, stockholders, and regulators, to name a few. For multinational enterprises, however, these expectations are exponentially more difficult to meet. Growth, operations, capital investment, and talent development and deployment are all essential market factors influenced by not only global objectives but also local conditions. L&D leaders in multinational organizations face unique challenges; they must strive to meet current talent development needs while anticipating future demands. These L&D leaders must also coordinate within a multinational structure to ensure high-quality, measurable, and easily accessible learning options aligned with the needs and interests of teams in different countries and cultures. Increasingly, L&D has incorporated e-learning technologies to expand its global reach while supplementing the scope and variability of its portfolio. By 2024, the projected value of the worldwide online education market is $185 billion, and by 2029, that value is estimated to increase to $279 billion. However, not all e-learning is created equal, and technology alone should not be the deciding factor. E-learning choices, regardless of the subject matter and target audience, should be vetted using time-tested criteria that guide the design and selection of more traditional learning approaches.
1. Align with and foresee business requirements
The most successful L&D programs maintain a clear connection to the organization’s business needs and priorities, whether local or enterprise-wide. However, business needs can range widely from achieving revenue targets and balancing cost control with innovation to building a leadership pipeline. L&D is charged with identifying the essential knowledge and skills employees need to fulfill those objectives while also envisioning future needs and opportunities. Consider one of today’s cutting-edge issues — AI in the workplace. L&D has the dual challenge of helping leaders strategize AI deployment while preparing the workforce to utilize it effectively. While the scope of this challenge may seem daunting, L&D can take the lead in building foundational knowledge. For example, in response to L&D leaders’ need for greater insight into AI, BigThink+ partnered with Ethan Mollick, a professor of management at the Wharton School at the University of Pennsylvania, to develop an expert class on the topic. The class threads Mollick’s insights with topics relevant to the L&D community looking to use AI in learning.
While this is a single example, it’s evident that one of the most significant benefits of e-learning for L&D is the relative ease of updating resources and content to better address the “just in time” needs of complex, global organizations. Leveraging e-learning technologies allows L&D departments to quickly respond to business shifts, ensuring that the workforce stays current with the skills and knowledge required to meet evolving market conditions. By aligning e-learning initiatives with business goals, organizations can ensure that their investment in employee development translates to tangible improvements in performance and competitiveness.
2. Adopt effective instructional design throughout
Few, if any, L&D groups have an unlimited budget. Consequently, there is an ongoing calculation of cost versus benefit. On the benefit side of the equation, the extent to which learners put information and skills into practice is a key consideration. For individuals who devote time and attention to a learning activity, two questions are paramount: Why should I do this? And how do I start doing this today? If learners don’t see the potential benefits fairly quickly, both they and the organization have missed an opportunity. Learning becomes more engaging when the learner is “pulled” into the experience, rather than allowed to remain a bystander. Because e-learning is often individually driven, techniques to actively engage the learner must be built in. For example, learning guides can incorporate rigorous reflection questions to be answered before undertaking the content. At the conclusion, a series of “do now” prompts help set the stage for follow-up actions.
Both before and after actions are highly beneficial to the learning experience. The BT+ research team found that learners who responded to one or more prompts had a greater likelihood of re-engaging with learning on the platform. By incorporating these design elements, L&D teams can create a more interactive and immersive e-learning experience that not only captures but also sustains learner interest. Additionally, careful attention to instructional design enables more effective knowledge transfer, ensuring that employees can successfully apply what they’ve learned to their daily tasks. This outcome is particularly crucial for multinational organizations, where the ability to swiftly adapt to new processes and technologies can provide a significant competitive advantage.
3. Guarantee accessibility
E-learning has accelerated a shift toward making learning available to individuals whenever, wherever, and on their favorite devices. Without this flexibility, there is a significant risk of wasted learning opportunities and frustrated employees. That leaves L&D with the daunting task of understanding the varied work conditions, capabilities, and technical resources of its workforce. For multinational companies, this task is even more complex. Learners may be at vastly different levels in their learning journey, speak different languages, or approach learning from unique cultural lenses. Their devices may span a wide range, from flip phones to smartphones and tablets. Work locations could vary from an office to a home desk, or even a train seat.
As L&D seeks continuous insight into e-learning enablers and barriers, it must also proactively address these issues. Solutions might include offering content in multiple languages, designating access points tailored for learners at specific levels, and performing regular platform audits to flag accessibility problems. Surveys focusing on “actual use” can also help L&D understand the devices and methods learners are using to access educational content. By addressing these accessibility challenges head-on, organizations ensure that all employees, regardless of location or technological proficiency, have equitable access to learning opportunities. This inclusivity not only enhances individual learning experiences but also contributes to the overall cohesion and effectiveness of the global workforce.
4. Implement a uniform measurement approach
Measuring the full impact of learning has long been a challenge for L&D professionals. One of the most commonly referenced models for learning evaluation was developed by Donald Kirkpatrick. Beyond learner reaction, however, the information necessary to evaluate behavior change and organizational impact can be difficult to acquire and assess. E-learning technology opens up new opportunities for measurement, allowing for more dynamic and comprehensive data accumulation that incorporates a broader array of evaluation subjects. There may also be the ability to access early alerts and summative data to enable expeditious analysis and action.
Ideally, an e-learning platform will help compile a more complete picture at the enterprise level for each of the different learner populations—such as the content being accessed, how long learners stay engaged, and what is being retained. Such discrete data enables both greater flexibility and more targeted decision-making on where, how, and when to deploy learning resources. By deploying a consistent measurement strategy, organizations can ensure that their e-learning initiatives deliver the desired outcomes and continuously improve based on feedback and performance data.
Final thoughts
Organizations worldwide are grappling with rising expectations from a variety of stakeholders including customers, employees, stockholders, and regulators. For multinational companies, these expectations are even harder to meet. Growth, operations, capital investment, and talent development are essential factors influenced by both global and local conditions. L&D leaders in multinational organizations face particular challenges as they must address current talent development needs while planning for future demands. They must also coordinate within a multinational structure to provide high-quality, measurable, and accessible learning options tailored to the needs and interests of teams across different countries and cultures. Increasingly, L&D has adopted e-learning technologies to broaden its global reach and diversify its offerings. The global online education market is anticipated to be worth $185 billion by 2024, and by 2029, it is expected to grow to $279 billion. However, not all e-learning options are created equal, and technology should not be the sole consideration. E-learning choices must be evaluated using tried-and-true criteria that inform more traditional learning designs.
