Knowledge management, the creation of new communities and achieving a true cultural transformation are some of the benefits that e-learning has for companies. Precisely for this reason, companies like Microsoft or Google have used it to connect collaborators at a distance and within teams.
About 72% of organizations believe that e-learning is providing a competitive advantage in the marketplace that sets them apart from other companies in their industry. In addition, 42% of companies say that
e-learning has led to increased revenue and employee knowledge retention rates by up to 60%, according to a study by British content company SH! ft.
Benefits of e-learning
- Eliminate barriers because there are no limitations of study, money, geographic location or roles.
- Facilitates the coverage of collaborators. Now everyone can learn.
- Reduce costs because you do not have to move people to other places.
- Reduce extra time spent on inductions or content for large teams.
- It allows access to content of common interest and closes digital gaps.
- Generate collaborative work with colleagues from other areas of the organization.
- It manages to generate a culture of autonomy, since each person can develop the contents according to their times.
- Diversify learning by hours, modules or moments.
Incolmotos Yamaha: a company that transformed its culture with e-learning
During the pandemic , the national company Incolmotos Yamaha rethought its learning systems and integrated virtual channels for its employees, including an electronic learning platform. There, both operational and administrative employees manage knowledge and learn about corporate issues such as branding, biosafety, quality management systems, inductions, leadership, among others.
Thus, the company rethought itself, from usability to connect teams from different areas, reduce time and money resources, and create collaborative learning themes that ended up transforming the culture of the organization .
“We started with transversal programs through which we take employees to learn about different corporate issues of projects or organizational culture. Then we improved them to be more didactic and less theoretical. To achieve this, the key was to create an awareness process with instructions on the use of the platform and what they should do on it, in order to avoid confusion in navigation or desertion due to lack of understanding”, says Gloria Gaviria, Head of Human Development of Incolmotos Yamaha.
How they did it?
They virtually sensitized the organization’s collaborators, so that they could learn autonomously with virtual instructions, follow-ups, advice from leaders and support in case of technical problems.
They generated a business culture of study with topics of interest to the entire organization, creating alliances with entities such as SENA, with which they learned about customer service, negotiation, and basic and advanced Excel.
The study level paradigms in virtual learning environments, role and resources disappeared, opening a space in the organization to access the programs from any device, and thus, making it possible for anyone to consume the contents. In addition, they made them, thinking in the context of the internal public.
They had flexibility to improve aspects of the process, listen to employees, transform and build collaboratively.
Incolmotos Yamaha managed to connect a team that exceeds 1,300 employees, from all areas, through e-learning, being inclusive, standardizing knowledge and generating a culture of continuous learning under this methodology.
They recommend creating content that always integrates the purpose of the organization or a corporate sense that is of common and not individual interest, to generate culture according to the speed of learning and the context, understanding the educational and cultural environments of collaborators and designing courses. or content that really generates value for them.
Gloria Gaviria, Head of Human Development at Incolmotos Yamaha.