Shortly before COVID-19 was declared a pandemic, many parts of RIL shifted to a remote working model. This happened almost overnight, and we knew we had to adapt quickly to ensure continuity.
With help from our internal teams, we took up this challenge to transition quickly and effectively to a new way of working. And our learning function also adapted to this change with speed.
In fact, learning functions across organizations and industries have displayed a great deal of agility to ensure learning continuity. Virtual platforms were leveraged effectively to offer different types of learning.
Through a process of continuous improvement, the fraternity has ensured both high-quality learner experience and learning effectiveness.
Remote work is here to stay and will be an important aspect of the future of work. Expert reports predict that the number of remote workers in the next five years will double as compared to pre-COVID numbers.
This means that remote learning will continue as well. And this in turn requires us to continuously re-examine our approaches and methods and ensure we always remain relevant and effective.
Opportunities in Remote Learning
Every crisis presents both opportunities and challenges. The COVID-19 pandemic increased the pace at which people were transitioning to various modes of remote learning. And remote learning has catapulted both scale and speed of learning.
To give an example, Spectrum, RIL’s annual learning event that focuses on building a culture of learning, happened in a complete virtual mode in October 2020. Compared to previous years, participation numbers more than tripled. The event also saw participants from remote locations join in.
Another opportunity presented by remote learning is a decrease in waiting time to participate in sessions.
It is now possible to run multiple batches in quick succession.
Remote learning has also driven self-learning, with its accompanying benefits of personalization and anywhere, anytime learning.
Challenges in Remote Learning
Some of the common challenges cited by some of my peers include:
- Competing priorities in the remote work environment due to competing demands on time allocation, lack of structured calendarization, lack of separation between work & learning environments as in the physical space
- Remote learning is not suited for deep skill-building; this can only happen in a face-to-face environment.
- Collaboration with co-learners, which is an essential element of learning, is not always easy using remote means.
- Practice and reinforcement of key learnings are extremely difficult
- Learner engagement and experience can suffer
Many of these challenges are real and we need to find ways and means to mitigate. Here are some approaches to address these challenges:
1-Reimagine Learning Journeys and Methodologies
Blended learning journeys need to be recast to make them more effective. Now is the opportunity to incorporate more experience and exposure-based methodologies to make learning real.
The learning journey should include frequent, short nuggets that can act as reinforcers. Leveraging social learning by getting learners to share their learnings is an important aspect.
At RIL, most of our learning journeys have a “Do It Yourself” element for practice, along with opportunities for sharing key learnings.
One needs to think beyond polls as a means for engaging learners in sessions and look at ways of repurposing some of the traditional methodologies.
Additionally, agile need identification and designing is a key requirement in today’s context. For example, one should not just rely on those periodical need identification processes, but rather do that in the flow of work. For eg, while observing the participant chat during a recent learning session, our team picked up the need for upskilling on specific new tech areas, and the intervention was curated and rolled out in less than 30 days. The availability of abundant digital content, as well as new-age authoring tools made the same possible.
2-Recast Conventional E-learning
Some adoption issues faced with e-learning were because those modules were often not engaging enough to create and sustain the pull.
This can be addressed by enhancing interactivity and turning larger modules into micro-modules. The concept of “Webisodes” is a great way to engage learners through storytelling.
At RIL, we are attempting to convert all legacy e-learning courses into device-agnostic / mobile responsive—a project that began well before the pandemic.
This has ensured in running a seamless learning agenda through a high-quality learner experience.
3-Nurture a Digital Mindset
One must look at technology enablement across the learning value chain and not just at programmed delivery. Using digital effectively, and nurturing a digital mindset, can transform the learner experience and boost overall effectiveness.
Simulations, both in self-paced and facilitator-led sessions, will not just make the learning immersive but will also ensure skill building. At RIL, we are in the process of introducing self-paced simulations on a range of future skills, which will ensure that the skill is gained and retained.
We are also building micro-learning modules on new technologies using immersive 3D technologies to make learning effective.
Gamification is making a comeback and driving participation and engagement. One of our recent new tech learning journeys was run on a gamification platform with leaderboards, which enabled learning in teams and a deeper commitment to self-learning.
Technology can also be leveraged for reinforcement in a big way. This is not just through nudges and reminders, but also as innovative Digi Card, a short learning summary that can be circulated across various platforms, including WhatsApp.
Of course, while pushing digital platforms, it is important to combine Digital Technology with Humanism to create value for learners. We need to think in terms of the entire ecosystem of people, practices, processes, and technology.
4- Drive Learning to Learn
An article on ChieflearningOfficer.Com states that both self and social learning are replacing traditional learning in a big way.
But employees need support with how to learn.
This pertains to familiarity with the right learning resources, understanding the basics of learning science, and appreciating their own style of learning.
Learning professionals have the responsibility of enabling employees to do this and should don the hat of a learning consultant.
We also need to think beyond traditional modes and formats. Competitions, knowledge-sharing forums, idea hackathons are some examples here. Involving people managers is another effective way in which a culture of learning can be driven.
In conclusion, would like to re-emphasize the importance that proactivity and agility, both on the part of organizations and individuals as the key skills that shall form the pillars of success in dealing with the various challenges of remote working and remote learning.
