First, rebrand the initiative as "corporate capability" rather than "corporate learning." As described by John Bersin, a founder and principal at Bersin by Deloitte, in a contributing article to Forbes: "Not only should your organization understand the basics of training and development, but you must integrate it with the company’s talent practices (career progression and leadership) and also create a 'culture of learning.'" The main takeaway here is to give your employees a chance to see it as personal development as much as it benefits the company. When introducing the topic of the initiative, show them the bigger picture. If it's training for a software platform, find them some numbers on how prevalent it is among the industry. This way they can have the perspective of boosting their resumes at the same time.
And while you're asking your employees to see the value in learning, you must adopt a management philosophy that does as well. Perhaps the most important element in doing so is to be open to mistakes. Learning takes time, which is one of the reasons employees may be reluctant to embrace it. Instead of expecting them to cover everything at once, reinforce that you're open to their learning in a granular format. Provide them with short tutorials that they can fit into their schedules and process one at a time. By allowing your employees the chance to experiment with tools in smaller bites and make a couple mistakes in the process, you're encouraging innovation over the long run.
You can't set your employees up with training opportunities and then just let them loose without checking in. If you're developing a corporate learning program, you also need to develop a streamlined and organized way for employees to give feedback and ask questions. In doing so, you can help mitigate discomfort and minimize the frequency of mistakes. This also gives you the opportunity to know if something's not working or could be adjusted to make your employees' usage easier.
In addition, don't forget to check in with those who are doing well. As part of your "corporate capability" mindset, see if there's a chance to reward those with certain proficiencies with more than words. If you have a company with set channels for advancement, let employees know that all positions above a certain level require proficiency with certain software. This way, they have a clearly communicated visibility into how training compliance can advance their careers.
Yes, if you have an unlimited budget, an LMS can be a handy tool. It involves constructing an internal, universal process for learning new tools, so employees already know the procedure and what time is required of them whenever you roll out something new. In addition to being costly, however, an LMS can be complicated and set you up for a situation where you can't quite please everyone. For bigger companies, the LMS usually takes the form of a course catalog with on-demand courseware.
But these sorts of tools are also readily available in lower-priced solutions. Taking that granular approach we mentioned above, sign up for a video, webinar or tutorial service that can help you develop a lesson plan and provide these resources to your company. Chances are if your company's internal systems are already established, you're not going to be initiating huge rollouts more than a few times per year at the most. Avoid the hassle of having to manage and maintain a comprehensive LMS by letting others do the work for you.
