We should be discussing learning styles more methodically. Though our team is so busy trying to keep up with various business demands, we rarely get a chance to sit back and discuss what works, and what doesn’t. For example, how do you measure learning?
From our point of view, we could identify pain points with customers/customer support, measure the volume of calls related to those pain points, deliver elearning that supposedly addresses those pain points, and measure the number of calls after we launch the elearning.
One of the commenters makes a salient point about elearning being relevant to the user. We try to create real-life problems that can be addressed using our products (tadaaa!). We talk to the trainers and product people about good examples to use in our modules, and most of the time we get good stuff. But it’s a struggle: I’m still trying to reeducate our SMEs into using examples other than Microsoft, but they argue that Microsoft is a safe, global brand that everybody knows, so it’s perfect for quick demonstrations, such as the ones we promote here.
I’ve downloaded a list of the top 100 Global Brands from Interbrand.com. Whenever I have to come up with an equities list, I pick a number of top brands (eg, IBM, Microsoft, Google and Intel), and create a comparison chart or information sheet or whatever. I still struggle with anything other than equities examples though…apparently looking at cheese futures is flippant…