imc Compliance
Blog Article
Topic: Compliance Training

Don’t call it compliance!

5 success factors for effective realisation of
"boring" trainings

Spontaneous yawning, irritated eye-rolling and sudden appearance of urgent appointments are some of the most common side effects of announcing the latest compliance training. Yet, it is crucial that employees internalise the learned content from important training courses on topics such as data protection or fraud prevention for the long term. This can only be achieved if the learning experience is great. We reveal how that can be done.

“It really is very simple: The more complex and dry a topic, the better the experience needs to be for the learner,” Sven R. Becker, learning expert and Member of the imc Executive Board sums up. As much as the learning experience is hyped up and features in the learning management system (LMS), it often falls by the wayside in company-specific training.

Topics like the latest GDPR provisions or IDD training as soon required in the insurance sector might not be met with great enthusiasm – but they are extremely important. Employees not only need to understand these topics, they must also internalise them and apply them in their daily work.

Creative realisation of dry topics like fraud prevention

Audi is leading by example. The automobile giant ventured to try a courageous concept: Web-based training modelled on “Sin City” is leveraged to train all employees in fraud prevention. Right from the outset, it is obvious that this training course is different. Usually, a participant would click “Start training now” to make a start on their training course. Here, they are greeted with the following text: “Welcome to Fraud City. The city “eats” its residents – skin, hair and all. We hope you’re up to it. Enter at your own risk.”

Throughout the course, the participant accompanies Detective Fraudless who investigates fraud cases. In this game setting, the participants become familiar with the criteria used to identify cases of fraud while also becoming sensitive to suspicious behavioural patterns.

case study compliance training customer reference audi ag

Laura Schumacher, Training Officer at Audi, emphasises: “We very deliberately wanted to provide a different kind of training course that is fun and sticks with you, especially for this sensitive topic.”
This unusual concept is paying off: On the intranet, countless Audi employees made largely positive remarks on “Fraud City” – rather remarkable for compliance training.

Standard training for ever-changing guidelines

Since not everyone can justify the time and expense of highly customised training courses, a large selection of off-the-shelf content (OTS) is also available. In particular, this is a suitable solution for contents or certifications requiring adaptation due to regular updates, legislative changes or new guidelines.

Such off-the-shelf training courses fit the bill for product training required in the insurance, banking, pharmaceutical or medical sectors. It is, however, important that providers hold relevant certificates and accreditations and are able to guarantee automated learning content updates.

TIP

Ensure that your provider is an accredited educational service provider and guarantees that content is always up to date.

These standard training courses can easily be mapped in the LMS and facilitate complete documentation and certification of all employees. Vivian Porath is responsible for OTS contents at imc. She is confident that these training courses need not be boring at all:

We have received outstanding feedback from our clients, especially on our standard data protection training. Our clients feel the design hits the spot, being neither too comical nor too serious.

One reviewer stated that they thought the training course achieved a perfect technical balance. Other courses they attended had been either too superficial or looked at the subject in such depth that they had switched off. We were thrilled to hear that. After all, we strive to present the GDPR in such a way that anyone can gain from it. Many employees have no need to dive deep into the subject matter. Rather, they must be sensitised to the topic in general.”

Vivien Porath, imc

Vivien Porath

It still holds true: Employee motivation and a great learning experience are key. Without them, learned content is forgotten faster than you can close the next cookie banner.

DS-GVO training imc

LMS integration

Training alone is not enough – whether based on customised or standard content. Traceability must also be ensured. This is best done with a suitable LMS that allows admins to allocate relevant training courses to each target group, and should also include setting end points and establishing escalation management.

 

Say, for example, insurance expert Ms Smith belongs to a group of employees who must earn a specific number of IDD points . The administrator can create an automated alert for relevant courses in the system. If she fails to complete the training by a certain date, she will receive repeated email reminders. At a pre-defined date, her direct supervisor can also be informed.

INFO

Since 2018, all insurance intermediaries throughout Europe have been obliged to undergo further training within the framework of the Insurance Distribution Directive (IDD). The number of obligatory training hours varies from country to country.

What to base your choice on

What should clients pay attention to when buying compliance training? Sven R. Becker summarises:

 

1. First of all, understand your target group. Does the target group need to acquire in-depth specialist knowledge? Or is sensitisation the primary goal? Your answer to this question must be reflected in the technical presentation.

 

2. It is generally advisable to establish a basic understanding for sensitive topics across the entire organisation, a compliance mindset. Each training course and each measure must be positioned within this mindset. It is crucial that management is setting an example. Integrating senior management into the training course is often helpful, and asking them to design realistic case studies can help learners see how the content applies to them.

 

3. Standard training is better suited to content more general in nature, as the provider must ensure that it is up to date. However, if a topic is specific to a sector or even just the company, it helps to customise at least parts of the training and only filling the gaps with standard content.

 

4. Ask yourself for how long you want to use a training course. If contents requires frequent adaptation, OTS content is often a better choice – provided that certifications and updates are guaranteed.

 

5. Don’t call it compliance training! The term alone is like a red flag for many employees. It pays to be brave and find a different name. Surprise your learners with training courses that polarise and stand out. This makes your contents more memorable than with run-of-the-mill courses. And maybe you can even have your employees enjoy the training – without the yawns.

Further information

If you would like to learn more about off-the-shelf content or our custom content, please check the related pages and feel free to contact us.

You can also check this webinar recording (German only) about the topic of compliance.

YOUR CONTACT

Contact

I have been working in the Marketing & Communication Team at imc since March 2019.

Communication, creative content and social media are my passion. "KISS - Keep it short and simple" is my credo.

 

To explain complex content in an understandable way and thus make the topic of e-Learning accessible to everyone is an exciting challenge every day.

 

Privately I love to read, play poker and travel a lot.

I am always happy to receive feedback or suggestions.

Photo of Nadine Kreutz
Nadine Kreutz
Communication Manager
Featured Image LMS Hot Topics
LMS Hot Topics
Topic: Learning Analytics
Asking the right questions is key

The (ideal) relationship between corporate goals and learning analytics

When a company needs to cut costs, L&D departments are often the first to feel the pinch. Professional development costs money without providing a tangible benefit. That is, the lack of directly verifiable benefit is often cited. However, L&D organisers can disprove this assumption if they examine learning analytics in more depth. We are answering the most pressing questions on this topic and offer practical tips.

Infobox learning analytics

It comes as little surprise that corona has driven investment in digital training platforms and e-learning in general. Yet, this is not a new trend. Back in 2019, figures published by Fosway Group already pointed in this direction: More than 60% of the interviewed companies stated that their expenditure for learning platforms and e-learning contents had significantly increased.

 

Greater numbers of digital training courses and higher costs drive demand for higher quality learning content, while also intensifying the focus on the actual business outcome. What exactly are employees learning? What purpose does it serve? How does it help my company’s development? How can I determine the impact professional development has on my revenue, for example?

 

This is exactly where learning analytics comes into play. Here’s a quick outline of what that is all about, and how to map business outcomes in a meaningful way.

What does learning analytics mean?

The term “learning analytics” comes from the traditional IT sector. It means that data on learning and learners is analysed to arrive at decisions based on this data.

job application

Where is learning analytics applied?

Traditionally, learning analytics methods are used wherever learning data is generated. While different analysis tools are available, this is typically done directly in a company’s learning management system (LMS).

What is measured?

Typical examples would be information on the number of participants booked onto a particular course, the total e-learning hours booked in a given month, or the number of certificates issued.

However, this is all fairly basic information that offers little insight by itself, and should be linked to other reference points.

Icon representing 360 Degrees

How should learning analytics be used?

Things become really interesting when learning analytics is leveraged to look at selected data in relation to other data, and analyse it in terms of the business outcome.
An example: One region is experiencing a more pronounced increase in bookings for training courses and course completion. Yet, revenues are stagnating. Meanwhile, revenues in a comparable region shows strong growth after the same number of training hours. The analysis now needs to dig a lot deeper to draw sound conclusions from these figures.

 

The right questions need to be asked. For instance: How did the participants rate the courses? Did the booked courses match the learners’ skills level? Did the courses challenge too much or too little? What was the dropout rate? Did the course content cover topics relevant to employees in that region?

If the answers show a discrepancy between course content and expectations, this can be addressed directly. At this point, artificial intelligence (AI) technologies can also be integrated to develop recommendations for action.

How does the analysis with LMS dashboards work?

Learning management systems provide a variety of role-specific standard reports, which provide information on qualitative and quantitative elements of learning.

In addition, it is possible to select relevant data and use it to create customised reporting dashboards, for which automated generation on specific dates can be set up. The results can be visualised through pie, bar and line charts, as specified for each analysis.

learning analytics

Wolfram Jost, board member in charge of products at imc calls on companies to look at the relationship between business outcomes and learning content, offering the following summary: “Learning analytics must be leveraged to promote employee performance in a way that supports corporate goals and business outcomes. The value created through professional development programmes only becomes apparent when corporate figures are included in the analysis.”

His three top tips to get started with learning analytics and business outcomes are:

Photo of Wolfram Jost

Dr. Wolfram Jost, board member at imc

1. Less is more

Select data that is truly relevant, and use it as a basis for simple dashboards that provide a clear overview. Information overload leads to confusion.

It is also important to pay attention to data protection requirements, and to keep asking yourself what data is necessary for a meaningful analysis.

2. Data is King

While large quantities of data (massive data) are needed to run an analysis in the first place, it only becomes truly reliable if that data is also of a high quality and reports are generated on a regular basis. Continuity and regular data updates are crucial.

Moreover, data must be presented in a form that allows the relevant stakeholders to interpret the resulting data in a meaningful way to harness its full potential.

While data should support decisions made by people and data analysis is a useful tool for decision-makers, it still needs to be scrutinized. “Dictatorship of data” - assigning data actual decision-making powers - should be avoided.

3. Trend is your friend

One-off figures or reports say little.  Relationships and developments are identified by keeping an eye on trends. In which direction is revenue trending after a new professional development initiative is launched? Will the staff turnover rate decrease after a new onboarding programme is launched?

It takes time before this kind of information can be validated in a useful way.

With these tips in hand and an experienced data analysis team by your side, you will be able to substantiate the value created through your professional development programmes in the medium and long term, and optimise them in accordance with your corporate goals.

Find out more

If you would like to learn more about learning analytics, take a look at our webinar recording.

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Contact

I have been working in the Marketing & Communication Team at imc since March 2019.

Communication, creative content and social media are my passion. "KISS - Keep it short and simple" is my credo.

 

To explain complex content in an understandable way and thus make the topic of e-Learning accessible to everyone is an exciting challenge every day.

 

Privately I love to read, play poker and travel a lot.

I am always happy to receive feedback or suggestions.

Photo of Nadine Kreutz
Nadine Kreutz
Communication Manager
lms hot topics E-Learning Glossar
LMS Hot Topics
Topics: Informal learning

Informal learning:
Everyday hero of work

“Formal learning is like riding a bus. Informal learning is more like cycling.” What exactly does that mean? What makes informal learning a secret but everyday hero in the workplace? Nick Petch, Head of Learning Experience and Design Strategy at imc explained this in a recent webinar. We summarised the key facts and recommendations.

lms hot topics, informal learning

Last week, I finally got back to the office. For me that means: No more sitting at home all day! Above all though, it means I can meet colleagues without having to make special arrangements. A brief chat over a coffee or quickly popping in next door to ask how things are going with client XYZ, rather than having to pick up the phone or writing a message – such a relief!
While some still keep a critical eye on these exchanges and consider them a waste of time, it is far more than just vain chit-chat. It is part of informal learning.

INFO

In contrast to formal learning which involves learning pre-defined content at a specific time, informal learning relates to the learner receiving information exactly in the moment or at the point of need.

BUS OR BIKE?

Most of the time, this knowledge acquisition happens without us giving it a second thought or realising that we are learning. In actual fact, we all use informal learning all the time: We google for information, write Teams messages, consult Wikipedia – and check with the colleague next door.

Quite often, we remember the knowledge acquired this way better than the things we learned by heart at some point. That is because we process and use the information straight away.

Nick Petch, imc

Nick Petch, Head of Learning Experience and Design Strategy bei imc

Informal learning has piqued the interest of Nick Petch, Head of Learning Experience and Design Strategy at imc, for years. His take: "Formal learning is like riding a bus. While I decide whether to take the bus and where to get on, it is the bus driver who dictates where I can go and how fast I will get there.

Informal learning is more like cycling: It is entirely my decision where I go, which route I take, how fast I go, and whether I complete the journey non-stop or allow myself a break in between.”

Yet, the necessary awareness that such informal exchange can be crucial is lacking in many companies. Their focus is often limited to formal development opportunities. Studies show that this is not conducive. For example, the US American Education Development Center (EDC) found that around 70% of competency gains obtained in an organisational context come through informal learning. That only leaves 30% as a result of traditional personnel development.

THE CRUCIAL QUESTION

Achieving a balanced mix of formal and informal learning is therefore key. Nick Petch explains: “The two elements need to build on one another. Formal learning remains crucial. It helps people to learn how to learn. Learning is a skill that further enables you to choose when and how you adopt informal learning. If you keep on training your employees to sharpen these skills, your company becomes more agile and able to respond to changes or challenging times in a flexible manner.”

More specifically, this means that companies must train their employees to obtain knowledge as quickly as possible, and to map at least the basic concepts in a system. This documentation achieves two things: It boosts appreciation for the acquired knowledge, and it makes this knowledge available for other employees.

 

To avoid unnecessary log-ins, it helps to use systems the users log into regularly, such as the company’s learning management system (LMS). If the informally acquired knowledge is at least outlined here, shown in the relevant employee’s profile and a link is set e.g. from an internal wiki, colleagues can see who might be able to help them.

 

Yet, this is where we run the risk of going around in circles. How can an informal instrument be translated into formal structures?

ADVANTAGE THROUGH KNOWLEDGE TRANSFER

First of all, the principle and appreciation of informal learning must be anchored firmly in the corporate culture. A sharing-is-caring culture must be created. In other words: Knowledge should not be hoarded centrally in individual departments or persons, but must me available in a decentralised manner. Such decentralisation can also buffer the loss of individual employees. Companies that realise this successfully have an enormous advantage over their competitors.

 

While access to explicit knowledge including documents, wikis and blogs is important, so is straightforward access to colleagues and specialists who can be approached “on demand” as and when the need arises. Companies can leverage structures like Communities of Practice, Working out Loud-Circle, expert profiles or dedicated Teams channels to drive networking.

Uwe Hofschröer is involved in strategy consultancy at imc and confirms: “Companies are becoming more aware of the topic. Questions on how to create structures that promote such knowledge transfer within an organisation are on the increase.”

 

On-the-job training is certainly an option. This describes direct learning in the workplace supported by colleagues or tools like the imc Process Guide, an electronic performance support system (EPSS).

Uwe Hofschröer

Uwe Hofschröer, Head of Learning Strategy Consultant bei imc

The crucial thing for companies to understand is that you cannot merely push a training course that teaches informal learning. Rather, meta competences like reflectivity and problem solving must be trained.

In order to achieve that, companies must start by creating the right environment to promote informal learning. Our experts have compiled the key factors for meaningful realisation of informal learning in the workplace:

  1. Making informal learning visible in the system
    Provide room for the topic. Motivate your employees to get actively involved in blogs or wikis and share their knowledge. Utilise knowledge-sharing opportunities, such as regular feedback rounds after projects are concluded where lessons learned are shared and documented.

 

  1. Coaching & mentoring
    Conversations are one of the richest sources of informal learning. Creating opportunities for regular exchange is key. Coaching and mentoring can also be implemented across departments. Identify your early adaptors, i.e. the team members who get excited about new developments and strive to be the first to apply them. Get these colleagues on board to actively promote knowledge transfer.

 

  1. Creating an open learning culture
    This final piece of advice sounds a lot easier than it really is. It is, however, crucial. Effective informal learning is only possible if the company has established an open learning culture and the concept of knowledge transfer is firmly anchored in the mindset of every employee on all levels.
    Sharing is caring! Individual employees guarding their knowledge like a treasure they refuse to share with others must be an absolute no-go. This takes trust and autonomous collaboration. Flat hierarchies help to achieve this, while also supporting the creation of Communities of Practice. Providing the physical space for employees to meet, talk and make arrangements without additional hurdles also helps to create an open learning culture.

Once such a learning culture is realised in the workplace, the odd chat by the coffee machine should no longer raise any eyebrows, either. That’s exactly where I’m heading right now.

More information

The webinar  in full length with Nick Petch about informal learning, can be found here.

If you would like to learn more about digital learning strategies or about imc Process Guide, please visit the corresponding pages.

 

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Contact

I have been working in the Marketing & Communication Team at imc since March 2019.

Communication, creative content and social media are my passion. "KISS - Keep it short and simple" is my credo.

 

To explain complex content in an understandable way and thus make the topic of e-Learning accessible to everyone is an exciting challenge every day.

 

Privately I love to read, play poker and travel a lot.

I am always happy to receive feedback or suggestions.

Photo of Nadine Kreutz
Nadine Kreutz
Communication Manager
Photo of imc colleagues
Job Slot
Unique people.
Random questions.

Daily business:
Treasure hunter

Ivana Lee is Managing Director Asia, located in Singapore – sounds like a great title, but what does she actually do all day? We learned: Most times she’s in meetings and in contact with people all over the world and hunting the knowledge "gold nuggets".

Lee_Ivana
IVANA LEE

Job | Managing Director Asia
Works in | Singapore
At imc since | 2018
Superpower | resilient and never giving up
Favourite food | Chocolate chip ice cream

JOB & DAILY BUSINESS
Icon representing Office
Hi Ivana, thanks for your time! So first of all, please tell me what your title “Managing Director Asia” means?

It is a very broad role. Essentially, I am responsible for the performance of the business and colleagues in the Asia business unit. I’m involved across many functions like Marketing, Sales, Consulting and Customer Support. At the same time, I’m dealing with our headquarter in Germany and our partners, so this requires a constant shift of focus.

 

I enjoy this varied work and collaboration with people. It’s a lot of pressure and I have to understand what is happening across different Asian markets, how the team can react, and which areas need to be improved. There is never too little to do in a day, but I always remind myself that there is another day!

Please complete: On a typical working day I do...

...only need 15 seconds to move from my living to working space, since the pandemic. I wake up at around 7 am and then I really need a good breakfast and morning tea! Then, I check my messages and emails and start making a list of to-dos for the day.

 

I always ask myself: By the end of the day, which are the three most important things I’d like to get done? I also learned, that I cannot have to many things on my task list, because it gets overwhelming, especially on days where I have a lot of meetings. So, I choose only the three most important things and make sure I can cross them out.

Normally I often have 1:1 meetings in the morning with my team or customer/partner meetings. I’m a morning person, so I like to have all the important meetings till lunchtime.

 

After lunch, I go back to my computer and probably have more meetings, check my e-mails again, do some problem-solving. That’s more or less my Asia-work day and when Germany wakes up, we will get the right response. We always try to make sure we can respond very fast when customers have a question or issue. This is what makes working as part of a global team fun but also efficiently organising my time.

So on average, it’s not surprising if I have about seven up to eleven meetings a day.

LEARNINGS & HIGHLIGHTS
What is the most important thing you learned since you joined imc?

There are so many things, it’s hard to have just one. Being honest has always been close to my heart, but even so at imc as we are working with customers, partners and colleagues.

We build long-term relationships because the work we do are not just transactional projects, but the relationship can last beyond the initial set-up and implementation. Therefore, an honest conversation is essential. And it’s also very important to set and communicate clear expectations.

Your personal highlight so far?

There are so many, hard to pick one! I think the highlight for me is learning about imc’s key value proposition and being able to articulate it well to customers, partners and my local team.

I always compare imc to a treasure trove or a gold mine. Sometimes, the information is not so easy to find. But then you start digging and dig and dig and you find even more and understand things even better. And then you have to bring the “gold nuggets” or the treasure of the Learning Management System to the surface level and present them in the right way. If you do so, you can really be part of the growth story.

This is something I also appreciate a lot here: From the very beginning, I was really involved in some of our biggest projects in the region and it’s great that we can dive deep.

CAREER & CULTURAL DIFFERENCES
What did you do before you joined imc?

I began my career in professional services and learning in Vancouver, Canada where I grew up. The business offered vendor-neutral technology certifications specialising in cloud computing, big data, service-oriented architecture etc.

I moved to Singapore in 2014 and here I worked for a global company that specialised in the area of leadership development, service excellence and sales effectiveness.

 

Coming to imc felt like I was going full circle to support organisations and individuals from a technology and digital perspective. My passion has always been on learning new things, so that fits well.

What is the strangest thing you have ever experienced or learned in your job?

Germans drink a lot of beer (laughing). No, what is really different at imc is that the hierarchy is very flat, you can reach to everyone without feeling strange.

In other companies you would never get an answer from an CEO or something like that. I think that is very cool, but I had to get used to it at the beginning.

ABOUT ME
Do you have a professional or personal role model?

I think you can learn something from everyone, and it depends on what you take out of this situation. Also, I believe that depending on the stage of your life or career, one can resonate with different people.

I also think that while one can take advice from many people, it’s important to be clear about your own values, purpose, and internal compass to guide you through the good and bad times.

What’s the best way for you to relax after a stressful working day?

I like to take a walk and do some exercises, that helps me to clear my mind. But sometimes I also enjoy doing nothing, just sit on the couch and watch Netflix.

And, I like to organise things, a bit geeky, but like re-organising apps on my phone, that is quite relaxing for me!

What was the last book you read?

I love reading, but I rarely finish one of them… I’m the kind of person who starts a book, then skips some part, read in between and then go to the very end.

In terms of genre, I like non-fictional – performance improvement and how-to books.

The last book I read and am close to finish is one in the field of performance improvement books, it was called Sales EQ, it’s about the relation between sales-specific emotional intelligence and how to close complex deals. I also currently reading a negotiation book called Never Split the Difference by Christopher Voss.

Thank you very much for your time Ivana, and keep on digging for knowledge-treasures!

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Would you like to know more about imc as an employer? Then take a look at our career section, maybe there is a suitable position for you.

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imc Job Slot: Unique people. Random questions.

Random questions, regularly new faces and jobs – that's the job slot of imc.

Contact

I have been working in the imc Marketing & Communication team since March 2019.

 

I am passionate about communication, creative content and social media. I live by the motto: “KISS – Keep it short and simple!”

Explaining complex content in simple terms and making e-learning accessible to everyone are challenges that make every day exciting.

 

In my time off, I like to read, play poker and travel a lot. 

I am always happy to receive feedback or suggestions: nadine.kreutz@im-c.de.

Photo of Nadine Kreutz
Nadine Kreutz
Communication Manager
LMS Hot Topics
Topic: LMS migration

Getting LMS migration right:
FAQ and checklist

When a new learning management system (LMS) is needed or an LMS provider vanishes from the market, sound advice is hard to come by. What other providers are there? And: How do they ensure that the existing data is migrated? What processes are needed for migration and activation? We compiled tips from industry experts, and summarised the key questions and answers in our FAQ checklist.

Icon representing Retailer Qualification

What should I focus on when selecting a new provider?

The new provider should have sufficient experience in data migration and offer solutions that address each client’s actual needs, rather than pushing a one-size-fits-all approach. Since a 1-to-1 transfer can rarely be achieved, it is crucial to find a provider that offers appropriate consultations and understands the purpose of the different data bits to ensure these are translated to the new system.

Moreover, the migration should be tailored to the specific needs of the company. While this might be achieved with a standard migration in some cases, other scenarios will require the development of customised scripts.

How do migration to the cloud and on-premise migration differ?

If the new provider offers both solutions, the client should not notice a difference. While the actual data transfer works differently, this process would be handled by the provider.

How does the migration work?

Migrations happens in several phases. Andreas Pohl, Director Research & Development at imc recommends: “It generally helps to look at migration as a project in its entirety. In particular, this is important when installing new software in connection with the data migration. This combination is crucial if you want to continue working with the required data in the new system as soon as it goes live. We divide such a project into a total of ten phases.”

These are:

 

  1. Consultation, analysis and definition of the data to be migrated as well as processing
  2. Specification and documentation of the migration process/format
  3. Script development by the provider in accordance with the agreed specifications
  4. Data and file preparation by the client in accordance with the agreed specifications
  5. Running the scripts in the test environment*
  6. Error output into a log file*
  7. Quality control by provider and client*
  8. Data and scripts correction loop*
  9. Execution of actual migration in the production environment
  10. Final verification & sign-off

*In complex migration projects, steps 5-8 are carried out several times.

LMS migration
Icon representing preparation

What interfaces should the provider have access to?

An experienced provider will have dedicated migration and import scripts to execute the migration for the client efficiently and ensure the necessary data quality. At the very least, interfaces relevant for learning management systems should be available: e.g. SCORM, AICC, LTI, QTI, as well as proprietary REST-API or other constructs to integrate or feed third-party systems.

Icon representing Process specific

What kind of data can actually be migrated?

In principle, (almost) all data can be migrated. The real question whether it’s useful and reasonable to migrate each data set. After all: Data doesn’t migrate itself. Migration involves costs, and needs precise planning and coordination. In an ideal scenario, migration is relatively straightforward for the following types of data:

 

  • User data
  • Learning history
  • Course and learning content
  • Training locations
  • Courses and programmes
  • Job profiles and competences or competence profiles
  • Test questions

When migrating data such as training and course history, the complexity of the content also matters. In some cases, standard processes can be used. However, if extensive information like certificate and competence allocation is linked, special scripts are required.

How long does it take to migrate my LMS?

There are three broad levels of migration projects. Level one would be a straightforward transfer of user data with learning history. This process can be completed within a week. Standard sets with import scripts are available for these cases, facilitating swift migration.

However, the greater the complexity of the system, the longer the migration process. That makes it difficult to specify a timeline without knowing the details. Generally speaking, three months can be realistic for data transfer to test stage.

The project duration also depends on other factors, and it is often not possible to estimate the time involved for each of them. These include:

  • Data complexity
  • Expected data volumes and their condition (data cleansing required or not?)
  • Dependency on functions not developed/configured yet
  • Development resources for scripts
  • and many more

To conclude, each migration requires excellent planning and preparation, as many factors need to be considered. Due to the dependency on external IT resources or third-party providers, it is important to document migration specifications at an early stage. If an involuntary change of provider makes migration necessary, data availability and access to the legacy system are even more crucial.

 

At first sight, this may seem like a big effort – but it soon pays off. Each change of provider is also an opportunity to leave legacy issues behind and implement improved processes. Above all, it pays to choose a provider with the necessary experience in the consultation, planning and implementation processes, who can also provide references for successful projects of a similar nature.

INFO

A legacy system refers to an established, historically grown application in the area of business software.

In case you have any further questions regarding  LMS migration, we're happy to provide more information.

To help you find the right provider, we also recommend our whitepaper on “4 steps to the right LMS – help with navigating the jungle of providers”.

RELATED CONENT
AI in corporate learning

Around the topic of artificial intelligence (AI) are many fears, anxieties and uncertainties. But what AI in the LMS can do and already does is mostly still unclear. We explain the most important terms and applications.

Onboarding slightly different

Already today, onboarding can be integrated into an existing LMS. But this is hardly ever used.

We took a little trip into the (near) future to see what a successful onboarding process could look like.

LMS Hot Topics

Topics, Trends and Tools all around LMS.

Contact

I have been working in the Marketing & Communication Team at imc since March 2019.

Communication, creative content and social media are my passion. "KISS - Keep it short and simple" is my credo.

 

To explain complex content in an understandable way and thus make the topic of e-Learning accessible to everyone is an exciting challenge every day.

 

Privately I love to read, play poker and travel a lot.

I am always happy to receive feedback or suggestions.

Photo of Nadine Kreutz
Nadine Kreutz
Communication Manager
lms hot topics E-Learning Glossar
LMS Hot Topics
Topic: Stakeholder management

Who is meant to pay for all that?!

Overcoming typical arguments against LMS and convincing your stakeholders

The introduction of a learning management system (LMS) is a landmark decision with lasting effect on company processes. Its success hinges on those responsible for the launch taking due account of their stakeholders - and not underestimating them. Each department has unique interests, requirements and perspectives.

 

Failure to involve data protection officers, works councils or the HR department in the initial stages can, for example, result in avoidable delays and unnecessary conflict. This makes it crucial to integrate stakeholders into the project early on. We have compiled some expert tips and a checklist to help you on your way.

EXPERT TIPS

The real work only starts with the decision to implement a learning management system. After a long fight for a decision, those involved are often highly motivated and want to get started on the provider selection and realisation as soon as possible.

Unfortunately, this frequently means that they forget to involve key stakeholders within their organisation in due time. If responsibilities, requirements and potential risks are not discussed at an early stage, and other departments and employees are left out of the loop, problems are almost a given.

Florian Casper, imc Data Protection Officer, cautions against ignoring stakeholders: "It is extremely important to know your interest groups and involve them early on. Works councils, data protection officers and IT departments all bear a lot of responsibility in relation to the processing of personal data. That makes it even more upsetting for these functions if they are presented with a done deal.

We have experienced on numerous occasions that LMS implementation projects come to a halt, because these stakeholders were not informed about the planned procurement. Early and transparent involvement of these functions helps to avoid unnecessary internal conflicts, ensures smooth and straightforward project execution and also prevents high additional costs that would be incurred through project delays or abortions."

Elisabeth Schulze Jaegle equally emphasises the importance of getting stakeholders on board from the outset. The independent expert for digital learning and agile learning designs often acts as a mediator between different interest groups and recommends early talks.

 

Especially in relation to the works council, she advises: "Successful LMS implementation for the long term can only be achieved in close and fair cooperation with co-determination parties, i.e. the works council. Especially in relation to the processing of personal data, the works council has a great say. It should be actively involved from the beginning, and can also be a strong partner for personnel development."

Clarifying the following questions in advance will help you prevent unnecessary conflict and delays:

  1. Who are my stakeholders?
  2. What potential concerns might arise in the implementation of the LMS?
  3. What are the counter-arguments?
  4. Who should be informed when?
STAKEHOLDER CHECKLIST
Management team/ investors

Typical argument
LMS involves costs, but does not generate profit. A good LMS helps users work notably more efficient and promote talents. This drives progression for the organisation. Costs are lowered in the long term.

 

Response
The outcome for the organisation is also determined through learning analytics. That means learning happens not just for the sake of learning, but in line with KPIs.

 

Timing and manner of information
The management team or investor makes the decision. It must approve the project and costs. You should therefore provide information on planned steps and realised milestones.

Tip: Create a business plan early on, and list effects for the organisation – ideally with clear KPIs (financial and efficiency indicators) rather than relying on soft factors.

HR department

Typical argument
1. Resources for the management of such a system are not available.

2. Employees (especially older ones) will not accept the system.

 

Response
1. Training already takes place today => There are no additional costs. On the contrary: An LMS facilitates decentralised organisation, as opposed to central administration involving individuals.

2. A good LMS can be adapted to the requirements of different user groups. Simple and intuitive operation also motivates older employees.

 

Timing and manner of information
The HR department is a central contact and should already be consulted when choosing the provider to clarify which data and interfaces are required.

Especially for internal HR and personnel development processes, the HR department should be involved at an early stage.

The system owner question should be given due consideration => It is often assumed that the HR department is the system owner per se. However, a dedicated L&D department is established in most professionalised organisations, which assumes responsibility for HR development.

Works council

Typical argument

1. Employees are constantly monitored and controlled.

2. Employees are not given enough time for digital learning.

 

Response

1. A professional LMS compliant with European data protection regulations facilitates customised configuration as required in works agreements. This allows the works council to define the data to be generated together with the internal project participants and the provider. The works council can also be involved in any communication including the releases.

2. A well-designed LMS concept saves employees unnecessary training courses, and develops them in line with their personal goals.

 

Timing and manner of information

The works council should be informed during the selection process for the provider in order to define the catalogue of requirements together with other stakeholders.
A workshop (ideally not linked to a specific provider) with an expert who can explain terminology and present the opportunities of e-learning in general and/or specifically in an LMS is recommended.

Remember: The works council has a legal right to stop the entire project!

IT

Typical argument

Available human resources do not stretch to implementation, maintenance and support requests.

 

Response

A good LMS has standardised interfaces that facilitate easy integration into the existing IT infrastructure. A professional service provider offers ongoing support. Intuitive operation prevents excessive support requests.

Cloud-based systems also simplify project design and minimise the use of IT resources.

 

Timing and manner of information

The IT department should be consulted during the provider presentation and before the interfaces are defined. Also check, whether fundamental IT guidelines (security, cloud, etc.) exist which must be furnished to the provider in the selection process.

Subsequent support must also be clarified with IT (e.g. Who handles 1st level support?)

Data protection officer

Typical argument

Sensitive employee data is collected. An LMS is not secure enough.

 

Response

A well-designed authorisation concept prevents data getting into the wrong hands. A serious cloud provider will guarantee compliance with data protection provisions. If an on-premise solution were selected, data would always remain within the organisation.

 

Timing and manner of information

The data protection officer has an advisory and supporting role. They should be consulted before the contract is awarded to review the processing of personal data from a holistic perspective, and be given the opportunity to voice any concerns.

They can also help to select a suitable operating model, and prepare the documents needed for data protection issues or requirements together with IT Security and the provider.

End user

Typical argument

I get lost in the system if left to my own devices. I don’t have time for e-learning.

 

Response

User-friendly design ensures intuitive operation. Micro-learning nuggets available on mobile devices facilitate learning on the job – during regular working hours.

 

Timing and manner of information

This group is often left out, even though employees are the very people for whom the LMS is introduced. That is why you should inform your employees about the planned implementation and keep them in the loop.

Many concerns and uncertainties can be avoided through targeted communication and training in advance.

SUMMARY

Above all, Elisabeth Schulze Jaegle recommends looking at each stakeholder - especially the works council - as a partner and promoter of learning culture and learning offers, rather than a stumbling block and time waster.

 

We all know: If key interest groups within an organisation are in favour of a project, this has a crucial impact on acceptance levels in general. Thus, open and early communication is the foundation for successful LMS implementation.

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Photo of Ioana Precu
Courage to the LMS - even as SME!

Not only big companies should have the courage to go for a Learning Management System. In our interview Christian Mai from S&G Mercedes Benz, tells about his experiences with rolling out an LMS in a Small and Medium Enterprise (SME).

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The big e-learning glossary

WBT, SCORM, Predictive Analytics, Blended Learning - uh, what? The first two articles in this series are a glossary for those who have felt lost in the e-learning jungle of abbreviations and technical terms.

 

LMS Hot Topics

Topics, Trends and Tools all around LMS.

Contact

I have been working in the Marketing & Communication Team at imc since March 2019.

Communication, creative content and social media are my passion. "KISS - Keep it short and simple" is my credo.

 

To explain complex content in an understandable way and thus make the topic of e-Learning accessible to everyone is an exciting challenge every day.

 

Privately I love to read, play poker and travel a lot.

I am always happy to receive feedback or suggestions.

Photo of Nadine Kreutz
Nadine Kreutz
Communication Manager
lms hot topics E-Learning Glossar
LMS Hot Topics
Topic: Modern software training

Stop boring software-trainings!

Let's not kid ourselves. Nobody wants dreary and uninspiring training and only very few are fully motivated when they hear that a Learning Management System (LMS) is involved.

If then unclear task and team structures are added, the enthusiasm  is ultimately gone.

 

This is exactly where Sarah Hillmann wants to help. She has been working for imc in Melbourne for over four years as a Business Consultant and Training Specialist. One of her main tasks is to introduce customers to the IMC Learning Suite, the company's own LMS, in an informative and entertaining way.

In this interview, she talks about challenges opportunities, and the mistakes customers should avoid before purchasing a Learning Management System (LMS).

Photo of Sarah Hillmann

Interview partner

Sarah Hillmann

Consultant & Trainings Specialist at imc in Melbourne, Australia

INTERVIEW
Hello, Sarah, glad you're here. You've completely revamped the concept of imc Learning Suite training. How is it going so far? What did you change?

The old training consisted in a three-day training course with everyone who will later work with the LMS as administrator in different roles. It must be said that the administrators are, for example, HR employees or working in other specialist departments, i.e. people without an IT background.

Some of them see such a system for the first time during the training, which can be a bit intimidating. They have the fear or even expectation that they would have to learn everything about the LMS within three days; which is of course completely unrealistic. The training sessions themselves then consisted mainly of lots of slides, which was a bit of a blow for many customers.

 

My goal was to pick up the customer where he is and familiarise him with the system step by step. For this purpose, I developed the "Learning Suite Champion Path", which is held directly in the LMS and consists of several steps.

How exactly is the newly designed training now structured?

At the beginning, the customer receives a welcome e-mail with all information about the next training courses and a link to our customer portal. Next, there will be a kick-off webinar for training planning with all administrators. Here we will ask what the priority are, what the expectations are and what the admins' areas of responsibility are.

It is very important that really every single future Learning Suite Champion is present, who will later work with the system, so we can truly optimize the training.

Often customers cannot really estimate in advance which functions they need. In addition, prior to the training there was often only contact with the project manager, who sometimes has different ideas than the training participants.

Afterwards, the participants have time to explore the customer portal, the "Learning Connect Academy". There is an online course which prepares them as well as possible for the Basic Training. The course includes a video series, exercises, quizzes, training slides and other useful documents.

This is where a change of perspective takes place, so to speak, and the person who later creates or enters training courses slips into the role of the learner. This enables administrators to better structure learning paths and create tailor-made content. The participation in this course is the basis for all further trainings and the course can also be watched again, in case personnel changes and new admins must be trained.

 

A little later the Basic Training will follow. This stretches over two days of face-to-face courses in which we look at and explain the system together with the customer. This is not without theory, because the customer must understand and master the most important functions and features of the Learning Suite. However, there are always practical exercises.

After the Basic Training we offer a final webinar. In terms of time, this should not be held immediately after the Basic Training, so that the information can settle down and the participants have enough time to explore the LMS themselves and to practice.

This last webinar is virtually a scenario-based workshop in which we work with the customers to find out which individual learning scenario is best suited for them and which functions they can use to create it.

In summary, the main learning objective of the Basic Training is to be able to create and manage learning content. The future champions should then be able to know the functions and the system to such an extent that they feel confident to explore it on their own.

ADVANCED SESSIONS
What happens when the admins have mastered all the basics?

In addition to the Basic Training, which in the future every customer will receive automatically, there is the Advanced Training, which can be held either as face-to-face training or web session. In the Advanced Training, we look at a specific customer scenario, take another close look at the functions that can be used for this purpose and work out a solution together with the team.

Let's say, the customer would like to be trained in blended learning strategy. Then we consider together with the customer how we can best approach the topic and which functions are best suited for its implementation. I give tips and try to provide inspiration and best practice examples. In many cases, the customer doesn't know exactly what he/she needs or better: what is available.

My colleagues and I, therefore, act more as sparring partners than trainers for the customer in these sessions. Often there are many paths that lead to the goal and we must find out which path is best suited for the particular customer.

Are these new trainings only available for new customers, or also for existing ones?

Partly. The Advanced Trainings can also be booked by existing customers. We are currently in the process of rolling out the training worldwide and the consultants in all countries are now beginning to orient themselves to the new strategy.

Each consultant can adapt the training flexibly, because not every customer is the same and some projects are significantly more complex than others. We are therefore eagerly awaiting feedback from colleagues and, of course, customers.

PRICING & CUSTOMER SUPPORT
What does it all cost? Are there fixed prices per course, or can packages be booked?

For new customers the Basic Trainings are included in the price. Existing customers can request training packages or individual courses in the Learning Connect Portal and then receive an offer. This depends on the complexity of the topic, because individual topics can be approached very differently.

 

There is also a consulting package that is very flexible. For example, we held 1.5-hour web sessions a week for three months with a major customer here in Australia, and in these sessions, we addressed exactly those topics where the customer needed support and presented the corresponding functions and features.

What are the biggest challenges for you as a trainer and for the customer?

e challenge for us is to make a boring software training course as exciting and intuitive as possible. The customer should have fun and we must convey our knowledge in such a way that the logic of the system becomes clear and the customer also knows how versatile and flexible the system is.

But such a high degree of flexibility also requires a very high degree of complexity. This is an opportunity on the one hand, but also a challenge for every admin on the other. Therefore, it is also part of our task to take away the fear of the system from the customer.

To what extent does the Learning Connect Portal continue to support the customer after the training sessions?

The portal is our knowledge platform, so to speak. Apart from course bookings and courses themselves, customers can also watch various videos, read release notes and find out everything about upcoming webinars. The portal is a kind of Wikipedia for the LMS and has a catalogue function that can be used to search for functions.

In addition, customers can exchange information among themselves in the admin forum. It happens often that a customer can help another customer because he/she has had a similar problem before. This is extremely helpful and valuable.

TIPS & TRICKS
Can you tell us your top 3 tips for all those who want to buy an LMS?
  1. Define requirements: The first and most important thing for me: You must know which requirements your LMS has to fulfil. How complex are my scenarios? It depends on this question how complex the LMS must be.
    The more flexibly the system can map processes, the more complex it is, of course. Here you have to think carefully about what you need. When in doubt, you should also get advice on this, otherwise you will end up with a system that is either too complex or cannot meet your requirements.
  2. Clarify care and support: The second would be to pay attention to how well you are looked after. How do the training courses run, what does the support look like, and generally how am I guided through the implementation?
  3. Define team building and responsibilities: This may not seem obvious at first glance, but I think it's very important. Often admin teams are thrown together wildly, and it is not clear who is responsible for what.
    For example, who is the system owner and contact person for other administrators? If the team is not clearly defined, misunderstandings occur again and again, which in the end also cost unnecessary time and money.
What would be your wish for the future regarding imc training?

I would like to implement our blended learning strategy even better in order to train customers in the best possible way. I would like us to continue standardizing training on a global level and to be known not only for our products and projects but also for our training.

Sarah Hillmann is developing new training methods to help imc's customers get to know the Learning Management System in a more interactive and playful manner.

RELATED CONENT
Picture of Christian Mai
Courage to the LMS - also as SME!

Not only big companies should have the courage to go for a Learning Management System (LMS). In our interview Christian Mai from S&G Mercedes Benz, tells about his experiences with rolling out an LMS in a Small and Medium Enterprise (SME).

lms hot topics: e-learning glossary
The big e-learning glossary

WBT, SCORM, Predictive Analytics, Blended Learning - uh, what? The first two articles in this series are a glossary for those who have felt lost in the e-learning jungle of abbreviations and technical terms.

LMS Hot Topics

Topic, trends and tools all around LMS.

Contact

I have been working in the Marketing & Communication Team at imc since March 2019.

Communication, creative content and social media are my passion. "KISS - Keep it short and simple" is my credo.

 

To explain complex content in an understandable way and thus make the topic of e-Learning accessible to everyone is an exciting challenge every day.

 

Privately I love to read, play poker and travel a lot.

I am always happy to receive feedback or suggestions.

Photo of Nadine Kreutz
Nadine Kreutz
Communication Manager
lms hot topics E-Learning Glossar
LMS Hot Topics
Topic: LMS and SME – does that fit?

Courage to the LMS!

Why SMEs and Learning Management Systeme do fit together

-A practical example-

Let's be honest, when you hear Learning Management Systems (LMS), you will think: "Much too expensive", "not affordable for us anyway", or: "We don't have enough personnel for it". Sound familiar? Don't worry, you're in good company. Many customers, above all small and medium-size enterprises (SMEs) share exactly the very same doubts.

 

The example of SundG Automobil AG shows why the purchase is still worthwhile. The world's oldest Mercedes Benz dealer has been using imc's LMS for its 1,300 employees since 2016.

In an interview, Christian Mai from S&G, reports on his experiences with the implementation, gives practical tips and explains why an LMS can even increase the appreciation of employees within the company.

Picture of Christian Mai

Interview partner

Christian Mai

Mainly responsible for Learning Management System at S&G

INTERVIEW
Hello Mr. Mai, thank you for your time. First question: What does good e-learning mean to you?

An opportunity to give employees knowledge they enjoy and what they not only see as a duty, but what makes them feel entertained and what they like to do. Good e-learning should also offer a change from the normal working day.

When it comes to the introduction of LMS, many companies, especially medium-sized ones, are still sceptical. Why did S&G decide to do this?

On the one hand, we wanted to show that we are moving with the times and are open to new technologies. On the other hand, there were of course also very practical reasons. We have around 1,300 employees at 19 locations and wanted to provide fast, direct information across locations without email traffic.

 

Sometimes it was also the case that employees travelled from location to location to hold training courses, which was neither up-to-date nor efficient. In addition, some employees were informed directly by their superiors about individual training courses, which led to a certain "dispersion loss". It was also never exactly known whether messages were received and read.

Basically, we simply wanted to bundle the whole topic of training and at the same time meet our obligations to provide evidence in respect of training on topics such as money laundering, compliance and data protection. But we also had other concrete problems that we wanted to solve.

Screensho S&G
...Which ones were there?

Very practical things, for example we have employees who work in the workshop (garage) and don't have their own PC. But they also have to access the LMS, which we call "Learning World", and above all cope with it.

In addition, before "Learning World" was introduced, employees were unable to register for classroom courses on their own. This was a rather complicated process, but it could be replaced by the LMS.

We underestimated how time-consuming the administration of "Learning World" would be
What were the special challenges during the introduction of the LMS?

What we really underestimated, on the one hand, was how time-consuming the administration of "Learning World" would be. On the other hand, it was difficult to find out which employees would actually be able to design visually appealing training courses.

 

With the Content Studio, which is included in the LMS, it is relatively easy to create training courses yourself, but they still must be created by someone with the appropriate expertise. Previously it was simply that PDFs were created for training courses and sent to the participants, but with the introduction of "Learning World" and its possibilities, the requirements have naturally grown, also of a graphical nature.

What kind of courses do you produce with the Content Studio?

At the moment we mainly use classical presentations with speech synthesis. We once tried to record our own voices to make the whole thing more personal, but that was too time-consuming.

Then we started to use Content Studios artificial voice tool again, and now we're getting away from them. We found out that it simply isn't suitable for many of our employees to have a training with sound, because they can't play it anyway. If, for example, a salesman is sitting in the salesroom, the loud playback disturbs the colleagues. But sitting with headphones does not make a good impression on customers. It's also difficult for fitters who travel a lot.

Since automotive mechatronics technicians, service consultants and sales staff are our three largest professional groups, we tend to get away from speech synthesis in these groups.

How does the creation of training content work?

Originally, we had appointed a total of 20 authors from various fields. However, we have now reduced this number to five to six people, because we have noticed that it makes more sense to have fewer people who have more practice in creating the training. We now have the authors and those responsible for the content.

 

The authors coordinate the trainings with the responsible persons, check them and determine for which employee group the training should be obligatory. Then all the training sessions come to me, I check the framework conditions, such as compliance with the corporate identity, test on various end devices and then transfer the whole thing into Learning World.

We had to learn what each individual employee group needed
How did you train the authors?

The authors first received a two-day workshop from imc. That was a very good basic framework, but afterwards it was still a lot of learning by doing. We strongly supported each other and gathered a lot of feedback from the staff. That was very important for us, because we first had to learn what each individual employee group needed individually.

 

If, for example, it was self-explanatory for me to have to click on an arrow at the bottom right to go any further, it might not have been clear to an older employee from the assembly department. So, we had to get to know our target group and their needs and adapt the training specifically.

Which function of the LMS do you use most?

For us, automated assignment is something that saves a lot of time and administration. When each user is created, they aresorted into a specific group according to their activity. Depending on which user group, i.e. which department they are in, they are automatically registered for certain courses. The system is linked to our SAP and if, for example, a new trainee joins, he is automatically assigned to the "Trainee" group and the corresponding courses are automatically booked for him.

Some courses are also mandatory for all employees, such as fire protection, data security or first aid training. There are also specialist training courses, some of which build on each other. Only if the new trainee has passed course A, in order to stick to the example, can he start course B, and so on.

The supervisor can also see when he has completed the courses and can determine when each course must be completed. The trainee can, however, decide flexibly when he wants to take the course and whether he prefers to take it in one go or on several days.

Smaller companies can react more flexibly and are closer to our employees
How is the acceptance of Learning World with your employees?

Very high almost throughout. We first had an official information event where Learning World was presented. In addition, our Executive Board, which was really behind the project from the very beginning, was personally very committed to it and, for example, talked about it again and again at works meetings. He also said to me once in fun: "If there are complaints, just refer the people directly to me".

With such a project a strong backing helps immensely and, in my opinion, this is also an advantage of SMEs. We can react more flexibly and are closer to our employees than is the case with large corporations.

 

But what was also extremely important for the acceptance of Learning World was to make it clear that we don't want to impose any additional work on the employees, on the contrary we want to save them work and paperwork. Although there are still a few sceptics who don't like these "new-fangled things", on the whole we received very positive feedback. Especially when the employees find out that it is the company's own colleagues who create the trainings, they find it great and are proud of our "S&G products".

Could the system in general meet your expectations?

Mostly yes. What we wanted above all was a reduction in paperwork and bureaucracy. The paperwork has really improved a lot, but we still have to struggle with the bureaucracy and the right settings.

But what is definitely already there is a significant time saving, since we were able to convert many classroom training sessions into online courses. In addition, the automated assignment of training courses and instructions saves us a lot of mail and time.

Would you say afterwards that you underestimated the introduction of the system?

As a company, probably yes, as is often the case with large projects. Things are always added or interfered with that you haven't taken into account. In the beginning we didn't really know what possibilities there were and what we could do with the LMS.

 

As a person, however, I think I assessed it reasonably realistically, but only joined the project when the decision had already been made. I am an automotive salesman and worked in the human resources department of S&G. I also studied business administration and business psychology. My boss, however, wanted there to be a person with the main responsibility who already knew the company, so he brought me into the project team in 2017.

 

Therefore, because I am not a computer scientist, I had great respect for the topic and the scope. In the meantime, I've worked my way into it quite well and most of it runs relatively smoothly. Of course, there are always minor problems that you can't see coming before.

What would you like to use the system for in the future?

There are some topics that we still want to integrate. One example would be induction concepts for employees according to activity groups, which are currently still controlled manually by their superiors. In some cases, signatures have to be obtained from the instructing employees. That would be an idea to represent this process digitally.

But quality management topics that are currently still on the intranet could also be linked to further reduce administrative effort.

If you had a wish for a good LMS fairy godmother, what would that be?

I am now used to it, but when I started working with the LMS, I, as someone with no IT background, found it was not really intuitive at first. There are so many masks and possibilities that I felt a bit exhausted. For each small topic you have to open new buttons and enter new terms.

In the meantime I have developed my routine and found my way around, but in the beginning I would have liked the system to have been more self-explanatory.

Finally, do you have any concrete tips on what a company should bear in mind when introducing an LMS?

Difficult question, there is a lot! It starts with the question of whether you control the whole system centrally, as we do, with regard to organisation and administration. Then you have to think carefully about how the authors should work and who should become an author at all.

Here you have to weigh very carefully and the basic question you have to ask yourself is: Do I want employees to create courses that are already familiar with the processes and structures of the company, but first have to be didactically integrated, or do I hire someone who has the technical, didactic background, internal structures for it does not know.

 

Also very important and to be clarified at the beginning is the question of the main responsible person and contact person. This is not only essential for system implementation, but also plays an important role for employees and acceptance. Employees need to know who to turn to when they have questions. In my opinion, it makes little sense to appoint different contact persons, for example, one who is responsible for the design, the other for the content of the training courses, and so on. It is better to have a person in charge who is centrally in charge.

But you have to be aware that the introduction of an LMS, like all major projects, is always associated with certain difficulties and never goes smoothly.

Thank you very much for the exciting discussion, the good tips and continued success with the optimisation!

ABOUT S&G
Logo S&G

SundG Automobil AG is the oldest Mercedes Benz dealer worldwide. Since 2016, the company has been using imc Learning Suite for its 1300 employees.

Image of the S&G Showroom
Image of the S&G Showroom
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lms hot topics: software training
Stop boring software trainings!

Stop boring software-trainings! That is the mission of Sarah Hillmann, Trainings Specialist and Business Consultant.

She has prepared a new way to train customers for using imc's Learning Management System.

lms hot topics: stakeholder learning management system
Convincing stakeholders for an LMS

The success of introducing a learning management system hinges on those responsible for the launch - and not under­estimating them. We have compiled some expert tips and a checklist to help you in convincing your stakeholders.

LMS Hot Topics

Topic, trends and tools all around LMS.

Contact

I have been working in the Marketing & Communication Team at imc since March 2019.

Communication, creative content and social media are my passion. "KISS - Keep it short and simple" is my credo.

 

To explain complex content in an understandable way and thus make the topic of e-Learning accessible to everyone is an exciting challenge every day.

 

Privately I love to read, play poker and travel a lot.

I am always happy to receive feedback or suggestions.

Photo of Nadine Kreutz
Nadine Kreutz
Communication Manager