Knowledge Resource Centre

Blended Learning for Success

Johanna Ejbye

BP's blended learning approach

In 2007, BP launched a new blended learning project, as they were experiencing problems with turning procurement into competitive advantage. BP understood that in order to achieve this, they had to make sure that the company had the right talent in place to do the job. Due to financial and time constraints, BP was not prepared to go through the process of hiring new staff to fill the gaps.

Instead, they created a blended learning solution that would allow the procurement staff to be retrained in a matter of months. The solution consisted of one to one coaching sessions, interactive structured learning sessions in groups, and the use of e-learning modules. The mix of formal and informal training methods allowed BP to increase the effectiveness of the training. It allowed delegates to understand the new knowledge acquired and gave them the ability to use it when facing business challenges within the procurement department.

When Mr. Chris de Luca, Vice President of Procurement for BP, was asked about the success of the project, he said, "Value from procurement comes through procurement people, their skills and ability to interact with business objectives. The project allowed us to tailor learning to the specific needs of an individual in a specific role." (2)

Since completing the initial project, BP has seen several benefits, some of which are:
 

• Rapid skills development in a short period of time. Using traditional training methods, this would have taken up to two years
• The flexibility of the blended learning approach allowed BP to focus on those projects that would deliver maximum ROI
• BP has seen great improvement with various projects being delivered on time with high levels of accuracy and always linked to strategic company objectives

This is an example of how blended learning can really have an immediate impact on the organisation and show very impressive results.

Implementing blended learning

The process of adopting a blended learning approach should always fall in several stages:
 

• Change the culture and mindset of the organisation: Use internal communication to raise awareness of the new approach, and help people to understand how this will benefit them.
• Analyse the needs: Analyse the training needs in the business and establish where a blended solution can add value to the business and its employees.
• Be transparent: Colleagues - especially those who are more used to traditional training methods - can provide useful feedback to be utilised during the development stages of the solution.
• Choose the right partner: Choosing the right partner is key to the success of any blended learning approach. The finished solution should arise in close collaboration with the supplier, not purely on the basis of a brief.
• Initiate effective team working: In order to deliver successful blended learning solutions, cross-functional teams must work together cohesively and efficiently. Examples of such teams could be: IT specialists, content writers, web & graphic designers, administrative and support staff.

Tailoring blended learning for success

Blended learning brings together traditional training methods with new technology and allows both organisations and employees to enhance performance and productivity. Organisations around the world have seen huge success with this approach. The success of an organisation's blended learning approach will, however, completely depend on how well the approach is tailored and the pace at which the organisation can change and adapt to this new way of thinking, learning and training.

References

(1) Ambient Insight, "The US Market for Self-paced eLearning Products and Services: 2007-2012
Forecast and Analysis.", November 2007
(2) BP plc., "Accelerating skills development on demand", May 2007