Recruitment within Global Organisations has changed dramatically. The role and tasks expected to be performed by recruiters require a different skill set to in the past. Moreover, successful organisations understand that to run the most productive recruitment teams, more time and budget should be invested in technology and training; Technology to eliminate more manual tasks, and training to support recruiters with key skills including analysis of hiring needs, lead generation and prospect engagement.
We have addressed the issue before, and have research that shows that the single biggest challenge affecting the recruitment industry at the moment is the skills gap, and so at Cielo our mission is to boldly change the way that the world views talent. This must start with ensuring that those that deal with talent most closely understand it and can make the most out of it. Only in this way will we consistently see organisations across the globe creating teams of the best-fit people in the right roles empowered to do their best work, therefore, increasing productivity.
So how do organisations ensure that their recruiters have the support and tools that they need so that they can continuously develop their skills in today’s ever-changing world of talent? Many have identified that a Learning Management System (LMS) is a necessity when it comes to the practicality of delivering the development tools, process and structure required. However, even with an industry leading LMS in place, if the individual requirements of the organisation are not specifically addressed within the implementation of the system it can be unsuccessful.
If an organisation is passionate about successfully implementing an LMS, simply picking an off the shelf solution is not the way to go. From our own experience, we know that a number of areas affect the success and efficiency of an LMS, including the quality of the design of the system, the ease of use and navigation, the relevance and timeliness of the training, the relevance and impact of the learning materials and the ease of search – so there is a lot to consider. Below we have outlined the key steps for developing and implementing a successful LMS:
1) Define a use case
The first step should be developing a use case that helps define exactly what the organisation is looking to achieve. What exactly is it that you are trying to impact in your organisation? How will you know if you are successful? How will you measure and report on that success? The answers to these questions will help to drive the requirements of the system. As mentioned above, there are a lot of areas that affect the success of an LMS. A discovery or fact-finding piece of work is required here to ensure absolutely every requirement is identified. It also helps to create personas of those using the system (and why they will be using it) to understand how it will be interacted with, being very clear about what they should be able to do and how you want them to do it.
Not surprisingly - if you give a list of 800 requirements, you’ll find 600 LMSs will say, ‘Yeah, we can do that’ but if you really hone down to exactly what you need and think through that concept of critical requirements for your different user case personas, it’ll be a lot easier to scan vendors in and out, and have vendors disqualify themselves once they see exactly what you’re trying to accomplish.
2) Involve IT
Identify the right internal people that will be critical to implementing a successful strategy and system. Different functional partners have different strengths that make them suitable for particular roles in the implementation programme. Brainstorm with your team about which parts of the business L&D should partner with and their comparative strengths and capabilities.
3) Test – the most difficult areas first
Test and pilot the system in the areas that are projected to be most difficult to implement. Also test these areas with a diverse group of participants of age, background, tenure, business unit, time zones and skill. Provide minimal guidance upfront, to really get a user-centricity – BUT follow up with post-pilot questions to evaluate where they experienced user challenges and learner application.
4) Communication is key
In order for the project to be a success, support across the organisation is essential. Having advocates of the technology, who can help with the logistics of the roll out process is vital. What role do you need stakeholders in the business to play – Have you told them? What internal partnership opportunities are available to you – how will you need their support in the deployment? Most importantly how will you convince these stakeholders to play a part in your technology’s success. Then work with your marketing or communications team to establish a communication strategy.
5) Defining success – and monitoring progress
While some metrics may be automatically tracked by learning technology, others may require L&D to conduct surveys and follow-ups with learners, managers, and heads of L&D. Regularly ask questions that help the system to constantly improve and evolve. What percentage of employees use the new technology? What percentage of employees’ complete content offered through the technology? Do employees find that content is relevant to their work? Are employees likely to promote the learning technology to peers?
Organisations that are realising efficiency through using an LMS are spending 30 per cent more of their training budget on technology and using a much wider range of technologies, with over nine out of 10 using both e-learning content, social and live online learning tools to support performance. This reflects that learning is shifting towards a ‘self-learning’ digital learning environment, where individuals can learn on-demand, decide where they engage in learning and training is integrated into business goals and personal goals. As the world of work grows ever more complex, diverse and ambiguous, traditional models of learning are being integrated into more flexible forms. The individual is empowered to design their own learning path – within guardrails – guided by L&D professionals and supported with interventions at moments that matter.