Rapid eLearning

Rapid eLearning is emerging as the fastest growing category of online training. Bersin and Associates research indicate that the category has grown 80 percent in just the past year and will most likely reach a value of USD410 million by 2006. Rapid eLearning projects account for more than one third of all current training-related projects and are likely to compromise half of all e-learning initiatives within the next three years.

Kern first experimented with rapid eLearning when we had to rollout out a course of 8-10 hours within six weeks for an UK client. To know more about our experiences and to understand the roadmap for implementing the same in your organization, visit the following link:

http://www.kern-comm.com/whitepapers/rapid_elearning_white_paper.pdf

Collaborations in eLearning

We are witnessing a manifold increase in the number of elearning companies. So how can everyone compete in this place without driving the others down? Anyone who is a part of the elearning industry would be aware of the falling rates and subsequently, margins.

I completely agree that we cannot avoid competition nor is it advisable to avoid competition. But does that mean we cannot do anything about it? Not really, let me share a few thoughts on potential collaboration areas.

1. Poaching: People are the key strengths of any service company and eLearning companies are no exception. We cannot stop people from moving between companies. And rightly so, a person who is dissatisfied is entitled to move.

But we can ask ourselves a few questions when we recruit someone from the same community: Has the person switched more than three jobs in the past couple of years? If yes, does this indicate stability on the part of the person? Should we recruit him/her at all?

Another measure could be to insist that the person complete the notice period at the earlier company and thus provide adequate notice to them.

2. Strategic Partnerships: Another question to be asked is whether the number game is the only way to expand. While this can be ideal for large eLearning companies, it is not necessarily the best approach for medium sized companies. Instead it makes strategic sense to limit the team size and develop a vendor who can serve as an extension to the current company. Kern has such partnerships with a couple of eLearning companies.

Watertight NDAs and mutual benefits eliminate any potential conflicts of interest resulting from these strategic partnerships. After all, we are in the business of outsourcing.

3. Core competencies: The best way to maintain margins and grow the topline steadily is to focus on competencies. We all need differentiators to stay in business so constantly ask yourself: What is my differentiator?
Is your LMS different from the others: Highlight it, push it, market it. Is game based learning/simulations your cup of tea? Or may be you have a team with skills that the others do not possess?

Find out your differentiator today. Then ask yourself: Do I need to be everywhere? May not make sense, and we will automatically reduce our ‘man eat man’ approach.

4. Pricing: Be your own judge here; definitely don’t quote rates where you don’t recover your costs.

5. Community: Connect and talk to the others. Stay in touch. You cannot take up a project or it is not viable to do so, pass on the lead to some other company. Appreciate your team members who take the effort to stay connected with others in the eLearning community.

After all, life is short, business has to be fun, we all need to network, so why not talk?

Retaining People

A perpetual problem that haunts startups is locating smart, bright people who are willing to join a startup. The typical concerns about joining startups are:
1. Brand: This is an unknown company. I should join one of the larger, well-known companies.
2. Salary: My salary is lower than my peers. Should I join?
3. Uncertainty: How do I know where this company is headed?

As a startup, Kern firmly believes that the only way to convince people is to let people see the bigger picture for themselves.
Create excitement for the team: Kern constantly challenges its team to push themselves. Within two weeks, we put employees on live projects. They get to handle client communications and may even become a project manager within six months. Kern’s outstanding performer was independently handling two projects in six months and had seen her salary jump 260% in less than a year.

Continuously share knowledge: Kern invests Saturday mornings for knowledge sharing within the team. One employee takes a session on a topic of interest for the team. Kern encourages employees to share interesting information and knowledge with the rest of the team through emails and a newsletter is on its way.

Look at the bigger picture: Kern encourages the team to constantly look at the bigger picture by sharing our vision, mission and keeping the team updated on the various projects. Open communication by management is critical.

And what do we look for in our team members?
Desire to prove self: Kern looks for members who are passionate about proving their capabilities and making themselves indispensable to the company. They say: Forget the pay, show us the work and let us deliver. Our fervent belief: A person who works for the sheer pleasure of working is bound to rise high and earn much more in the long run than a person who works for money alone.
Belief in the company vision and management: We are a company who are convinced about making a change in the eLearning space and we look for creative, likeminded individuals who are passionate about learning and having fun.

So do you have it in you?
If yes, feel free to join the Kern team by mailing your resume to careers@kern-comm.com. Visit www.kern-comm.com for more information.