News and Features

Moving towards fully integrated systems for the Learning Organisation

by Adrian Snook
24 October 2003

It is now generally accepted that some form of integration between Learning Management Systems (LMS's) and Human Resources Information Systems is virtually essential in a large organisation. Adrian Snook has been exploring a world where integration with other enterprise systems seems likely to become equally vital.

Contents:

The rise of 'point solution' Learning Management
Between 2000 and 2002 the major vendors of dedicated LMS solutions invested significant resources in marketing activities that successfully reinforced the segmentation of learning management into a separate marketplace, distinct and separate from the market for ERP (Enterprise Resource Planning), HR (Human Resources), Knowledge Management (KM), and CRM (Customer Relationship Management) Systems.

A large number of narrowly defined 'LMS selection reports' and procurement checklists published between 2000 and 2002 served to foster the impression that buying an LMS is a relatively simple activity that can be largely conducted by the training and HR function acting alone.

This narrowly defined view of learning management issues is actually built on a distortion because learning is a key process underpinning all facets of activity and performance across the extended Enterprise. Learning is not a unique vertical silo of processes that are 'owned' by the Training function or HR function, it is a huge range of formal and informal processes that run horizontally and vertically back and forth though management, all business units, the supply chain, the distribution chain and even the customer base.

To compound the problem Training Managers are often strangers to the broader world of Enterprise Systems and we can be resistant to solution propositions that take us beyond our comfort zone. When seen from the perspective of the learning specialist, functional linkages between e-Learning solutions and other Enterprise Systems can appear to widen the scope of the system selection process unacceptably. This negative view is understandable because the benefits of establishing these links in the interests of enhancing the learning process have not really been widely recognised.

Equally, decision-makers involved in the procurement, implementation and operation of Enterprise Systems justifiably tend to defer to the expert power of the learning specialist when evaluating the fitness-for-purpose of learning solutions.

Given these circumstances there is a real temptation for Organisations to think tactically, "keep it simple" and purchase a point solution LMS rather than one effectively pre-integrated with other Enterprise Systems.

Why Integrate learning management with other Enterprise processes?
The first step in making a strong case for close integration between learning management and other Enterprise processes is to explain why such as move would be conceptually advantageous. This can be illustrated by building on an established set of related concepts that have already won widespread acceptance amongst the training and development community: The Learning Organisation.

In the context of Organisational Development the voyage towards The Learning Organisation can be seen as a never-ending journey much akin to a Total Quality initiative.

Learning cycles that materially influence business performance can be defined as all learning processes with outputs capable of:

When extended to its logical conclusion this broad definition will bring many areas of learning related activity within the extended Enterprise within the scope of what was previously seen as the narrowly defined field of Learning Management. This could include:

When contemplating the purchase of a learning management solution it therefore makes sense to take the broader long-term view and consider learning solutions integrated with products from the full range of potential vendors. As well as the usual LMS providers these will now include companies that formerly specialised in ERP software, HRIS Systems, CRM and Knowledge Management Systems.

The learning infrastructure jigsaw
David Wilson makes the following statement in a Training Journal article dated December 2002.

"My premise is that 'enterprise learning management' is a fundamental piece of the learning infrastructure jigsaw for any major company going forward."

Wilson then goes on to list 8 core features of what he terms 'enterprise learning management', the last of which is "integration with key financial, HR and collaboration systems"

Benefits for the learner
In addition to the generalised organisational benefits to be derived from systems integration, there are also some quite specific potential benefits for the learner.

Perhaps the key weakness of most conventional e-Learning solutions implemented in recent years is that learner usage and completion rates can be dismally low. This is often because conventional 'point solution' LMS's do not have an interface with operational systems and the results of releasing learners to e-Learning activity are therefore neither immediately visible or pre-planned. For example it can be very difficult for Business Unit Managers to pre-plan the resource implications of agreeing that 10 call centre operators should complete a self-paced 5 hour e-Learning course in Financial Services regulations by a set re-certification date.

Business Unit Managers normally accept that employees undertaking classroom-based courses need to be released from work to attend. They will provide staff cover, or at least tacitly acknowledge that operational performance will be adversely affected whilst the course is in progress. By contrast they do not always make the same arrangements or acknowledgement when agreeing that employees can register for self paced e-Learning courses. It is simply assumed that "spare time" will be found for learning, despite the fact that employees normally do not have any. When the inevitable conflicts between operational priorities and individual e-Learning plans do arise these are rarely resolved in favour of the employee because the delivery medium is apparently so flexible. He or she is simply told to do the training 'another time'. This rarely happens when fixed time, fixed cost, classroom courses are involved.

Benefits for the organisation
The adverse implications of e-Learning being effectively invisible via Enterprise systems can be very significant. Organisations that implement a stand-alone LMS tracking system are capable of setting completion targets for learners but are then making their success a very low priority in organisational and resource terms.

Integration can overcome this problem through empowering learners via Enterprise processes. If necessary the amount of time spent on learning activity can be monitored via Time Management facilities. Where insufficient time proves to be available for learning, tasks can be formally delayed or diverted to other personnel via workflow. Furthermore, mentors, tutors or 'buddies' can be assigned to assist learners when LMS data suggests they are struggling.

When complemented with facilities provided via Enterprise Financial Systems it even becomes possible to apportion individual self-development budgets as a form of Individual Learning Account. More exciting still, modern reward systems support the combination of fixed and variable compensation components, and different employees, departments and units can be covered by different compensation plans. This would make it possible for individual employees to "buy" time off work for study or even fund their study from their total compensation package.

The new generation of LMS's will even propose learning units based on the learner's personal data, track learner progress through courses, coordinating the personalised learner experience throughout.

When all these factors are weighed together it becomes apparent that integration of Learning Management with other Enterprise systems will not only be beneficial but inevitable. All that is necessary is for us to open our minds to new possibilities.