The pandemic has accelerated digital learning in learning institution, corporate world and at personal level cutting across various industries. One cannot escape from having meeting, classes, training and workshop virtually especially during the pandemic. CIPD research (2020) found that 54% of more than 1,000 employers surveyed had been using digital and online learning during lockdown and 80% plan to increase this provision over the next 12 months.
Literature revealed that digital learning could be divided into four parts (Keane, 2012) namely, digital learning materials, digital tools, digital delivery and autonomous learning. Nina Tvengea, Kristian Martinsen (2018) concluded several ways to incorporate learning activities into Industrial revolution 4.0 include learning paradigms, bridging formal and informal learning and adaptive learning and individually tailored learning path, pace and evaluation. Definitely, these elements are achievable through the adoption of effective digital learning.
CIPD Report (November 2020), People Profession 2030 suggested that ‘Outside of the workplace, online statistics support the idea that learning models and approaches are changing, whereby learners seek independent forms of learning and self-help. Based on Google, online video watching pertaining to learning more than doubled from July 2019 and July 2020 further supporting the need for digital learning with the global changes and trends. The birth of ChatGPT has further enhanced and accelerated digital learning.
CIPD report highlighted there are three broad areas of digital learning namely formal learning, informal learning and blended learning. With mobile phone being our best friend, organizations engaging into mobile learning tools such as Kahoot, Slido, Mentimeter and gamification further attract learners. Also blended learning seem to be a preferred learning as learners can learn at their own speed, pace and availability giving them the flexibility to acquire knowledge.
Engaging employees virtually is definitely a daunting task. Firms have embarked and been emphasizing on virtual engagement yet the challenge is managing the new learners in the organization and creating a continuous engagement. Şahbaz (2012) revealed that students with higher learning motivation would present higher learning outcome, example, positive correlations between learning motivation and learning outcome. Improving this engagement via virtual engagement can then further boost learning outcome.
This is evident, that organizations have to get virtually closer and more engaging in their approach on digital learning, packaging it in a way that’s acceptable for example creating a health competition such as Leader boards tools to engage learner and embed with the rewards and recognition where possible preferably with m-learning. Charles Jennings model on 70-20-10 also heavily emphasised on self-learning in which 70% is learning on the go or workplace learning and can be achieved via attractive packaging of digital learning and strong learning culture in the organization.
Organizational learning is “the process of improving actions through better knowledge and understanding” (Fiol and Lyles, 1985). The concept of digital learning can be aligned with the idea of “Learning Organization’ as described by Peter Senge in his book “the Fifth Element’. As proposed by Argyris and Schön the three types of Organizational Learning, the Single-Loop Learning, Double- Loop Learning and Deutero Learning, the double loop learning can be incorporated in designing digital learning as it supports behavioural system and thinking process and ensuring there is a simulation and two-way interaction. The Connectivism learning Theory by George Siemens and Stephen Downes (2005) strongly supports this for learners to integrate thoughts theories and general information during digital learning development process.
Free and minimum fee digital learning resources such as Udemy and Coursera are available and companies may utilize on it if it meets their learning and development strategy and requirements. I do not see virtual learning as a replacement to classroom learning yet we can’t completely neglect digital learning in the current situation. The investment includes both financial as well the time and involvement from top management.
Some of us may face difficulties with technology or it does not give us the fulfilment of learning experience especially less tech savvy generations. Businesses are now under pressure to further educate, create high awareness, provide training and education as well as communicate on the mindset shift towards digital learning. I believe there would have been a severe or slight rejection but now we are emerging into digital learning be it by design or default. Integrating latest tools and technology joint with sufficient training in using these gadgets and platform is also crucial. Ongoing training and awareness by companies help to bridge the gaps and taking business and talent to greater heights in fulfilling their needs.
McKiernan (2011) pointed out various differences in teaching material contents, learning channels, and practice methods between traditional teaching and digital learning. With the rise in AI and VR, an adoption of interactive virtually reality, hologram-based learning environment is trending and using the RAT model the replacement, amplification and transformation help to assess level of technology usage combined with ensuring effective problem solving and promoting learning culture.
The digital learning is a vehicle for cultural change a great platform to venture into new ideas as it connects with people across the organization. Content is key as it has to be relevant, recent and reliable for learners in the digital learning atmosphere. Most importantly, explore in creating contents using bite-sized learning increases such as podcast, infographics and vodcast. Content creativity mixed with engagement tool in digital learning supports learners’ interest and contribution. Including key takeaways and post activities ensure on-going learning and success measures to each digital learning module. A mixture of various learning method and approach also leads learners towards successfully completion of the learning journey and further enhance learning key takeaways and application at work.
Seeking for the right resources in terms of cost, technology, tools and people emerged as several challenges in championing digital learning in organizations yet it can be overcome by revamping the digital learning strategy, incorporating user-friendly approach, learning culture an engagement. Organizations have to embrace digital learning, no choice but to compete dynamically, taking advantage of opportunities enabled by technological trends and infrastructure combined with learners’ need.
