Selecting learning technology is not an easy task. Learning leaders are regularly inundated with artificial intelligence (Al) news, organizational transformations requiring rapid change and the ongoing need for corporate learning to keep pace. If you are in the market to replace or select new learning technology, you have a tremendous opportunity ahead of you. Utilizing a structured and methodical approach before the selection process will result in the most successful outcomes during the selection stage.
Why All the Prep Work?
Learning technology selection requires a methodical approach and a realistic timeframe. Learning technology decisions have widespread impacts across organizations. When the right learning technology is chosen, depending on its intended use, it may positively impact the following:
- Employee engagement and retention.
- Targeted training and skills development.
- Performance management.
- Cost optimization through efficient training delivery.
- Social/collaborative learning.
- Learning content utilization: push vs. pull rates.
There are three key components in the preparation phase: explore, align and enlist. Let’s review each of these components in more detail.
Explore
In this step, work to understand the current landscape within your organization and needs, related to the current learning environment. Document your findings, including, but not limited to, understanding the type(s) of learning technology being used today. Know the reasons why they’re being used and be clear about how well they’re working — or not working — and any gaps. Collect data from current users, leaders, admins and any other relevant stakeholders.
In addition, be clear on current costs along with return on investment (ROI). Analyze current learning technology data to determine learning, functional, administrative and integration gaps. All of the data, feedback and anecdotal information combined with pulling in the organization’s current strategy/vision will create a foundation for the learning technology selection process.
The explore step also involves being knowledgeable about what’s on the market. Doing thorough research will create a more streamlined and simplified selection process. Knowing which vendors may be able to fulfill organizational and learning needs will save some time and allow for more pointed questions.
It’s important to research using various approaches. This may include reaching out to your internal and external learning network(s). Find out what others are using, their “why,” and ask for candid feedback on what’s working, what’s not working and their lessons learned. Many vendors will allow for “free trials” on their websites. This allows for “no obligation” testing before reaching out to any vendor. Finally, include research online from trusted resources like Training Industry’s Top Training Companies lists and their training provider information. Make sure to check out the Corporate Training Landscape map, which is updated annually for a comprehensive list of top vendors.
Each organization’s circumstances and learning needs will vary. Therefore, it’s impossible to list every aspect of the explore phase. However, while in the explore phase, do consider each of the three elements below at a minimum, as they will most likely apply across a wide variety of circumstances and needs.
The first element is integration. Will the technology work with other systems and is there a need? List key stakeholders that would need to be involved. Integrations may also require an additional cost. If unsure, add to the list of questions for potential vendors. The second element relates to scalability and adaptability. Depending on how long the technology contract may be, it’s important to gain an understanding of whether the technology will adapt to potential future needs. This can be addressed in the form of questions prepared for vendors and asked in the selection phase. Third, consider security parameters (e.g., data security, risks, measures, etc.). The internal information technology (IT) or equivalent team should be able to provide you with guidelines and questions for vendors.
A final consideration which may not apply to every organization is to understand whether your company has specific learning needs beyond the more basic learning tech functionality. This includes, but is not limited to:
- Augmented reality (AR)/virtual reality (VR)
- Generative AI to help tailor content or analyze performance.
- Gamification
- Extended enterprise
- Mobile learning
If any of the above apply, make sure to understand the business need, collect relevant data and document questions for potential vendors.
Align and Enlist
Next, connect with key leaders to ensure that any selected new or replacement learning technology will meet business, functional and strategic learning needs. Align with sponsors for the learning technology so they will be prepared. Sponsors should also be prepared to provide the budget range for the selected technology. There are frequently unplanned costs during or beyond implementation. Therefore, rather than a specific dollar amount, it’s best to have a budget range or “max budget” approved. Pull in key stakeholders that will be needed to support purchasing, procurement, change management and technology implementation/integration(s).
While this may seem premature, it will be much easier to obtain buy-in, think through potential implementation timelines, and plan for resource needs if key stakeholders are brought in before the selection process begins. Collaborators will be grateful to have awareness well before the selection process begins which will result in more successful outcomes.
Conclusion
Completion of the three steps (explore, align and enlist) will create a solid foundation for you to confidently begin the learning technology selection process. Taking time to prepare will most definitely save time in subsequent steps and create stronger, more successful outcomes for learning leaders, their team, stakeholders, learners and the organization as a whole.
