Blended learning? Only a few people know what is meant by this term. Yet, the hybrid learning concept has long been the order of the day in many places: the hybrid learning concept combines online and face-to-face educational offerings. Experience has shown that this makes it easier to build up operational competence, especially in technical areas. What you should consider when developing your own strategy.
Universities are increasingly supplementing classroom courses with web-based training, companies are using digital solutions to make it easier for new employees to get started or are using e-learning platforms to develop their own staff in a targeted manner. This enables employees to decide for themselves when and where they want to learn – whether at home or on the road. But hybrid learning offers do not only increase the flexibility of knowledge transfer. They also pave the way for lower costs within the company and greater learning success for employees. This is the result of a ten-year meta-analysis conducted by the U.S. Department of Education. No wonder that blended learning is also enjoying growing popularity in the corporate environment: in the USA alone, the proportion of company training hours within the framework of integrated learning concepts almost doubled from 35 percent to 69 percent in 2018. This is not least due to the ongoing digitalization: In the past, blended learning programs were primarily about combining presence and online offerings. Today, however, they also offer companies a wide range of interactive learning tools – and thus completely new learning worlds.
You should consider the following when developing your own blended learning concepts:
- Get feedback: 360-degree feedback is the be-all and end-all of successful personnel development. Online tools set the right course for this. They enable employees and managers to assess each other at the click of a mouse. On this basis, blended learning offerings can then be developed to fit.
- Interlocking hybrid learning offers: Integrated learning concepts convey knowledge through a logical combination of different forms of learning. For this to succeed, playful simulations, virtual excursions, and social cooperation must interlock seamlessly. In other words, blended learning is a process. It is not enough to make the offers available. They must also be continuously supervised and further developed.
- Staying in touch: Interactive learning offers require a lot of self-discipline and personal responsibility on the part of the participants. This makes it all the more important for learners to have a contact person when they have questions. According to studies, interactive discussion opportunities and timely feedback are an important success factor for hybrid continuing education programs.
- Personalize knowledge transfer: A major advantage of blended learning is that training courses can be tailored to the individual needs of each employee. Instead of consuming superfluous information using the watering can principle, everyone learns only what they really need for their job.
- Using external content: Internal company learning content should be enriched with external online content. In this way, synergy effects can be exploited and modern learning experiences made possible. With the help of digital tools, suitable content can be identified in the twinkling of an eye.
- Tread new paths: Frontal knowledge transfer is out. Face-to-face events are ideal for deepening knowledge acquired online through role-plays or discussions. Innovative technologies such as Augmented and Virtual Reality also enable “learning by doing” in risk-free environments.
- Eliminate barriers to entry: 75 percent of the skills employees need for their job are acquired in their daily work. Social media tools, chatbots and online discussion forums make knowledge available in the company at the click of a mouse.
- Check learning success: After continuing education is before continuing education: Blended learning is a continuous process. Accordingly, it is important to check the learning success of employees after completion of appropriate programs – preferably again in the form of an independent competence measurement. This allows potential shortcomings in the interactive learning offering to be identified and closed.
Those who do not have the necessary know-how in-house should rely on external know-how when developing and implementing hybrid learning concepts. Globally active competence developers have experience in the creation of tailor-made learning architectures, which contribute precisely to the goals of the company.