When deciding whether or not to implement a technology in favour of an old, traditional, face-to-face system of training, many considerations must be taken into account to ensure that change management will be worth the effort of the change.

Even if the learning system was developed with good standards of programming functionality with the learner and subject matter in mind, the understanding of pedagogical considerations for learning and teaching, etc., there are potentially great obstacles for simply implementing a new system, whether it is a perfect learning management system (LMS) or otherwise.  Some aspects of implementation include: design and development, testing and training, adoption into the organisation, use, and after service support. Least of all, the human element in LMS implementation should not be underestimated.

When implementing a new LMS, such as employee training management programs, the whole organisation needs to be in sync for change management to be efective.  A combined effort of official guidelines and personal involvement is essential. Some of the most important factors in successful implementation have little to do with technology.  Even though the LMS course may be subject or group specific, such as Sales Returns Procedures, there is no part of the organisation that will not be touched by this intervention in some way.

Starting at the top: it is crucial for the top management, heads of departments or supervisors, of the organisation to be early adopters of the new LMS.  They drive the opinion and culture of the organisation and should create synergy to affect the whole process.  Another two figures who are important for new systems implementation would be the project leader and the ‘super-user’.  The project leader would be the person who has the mandate to manage and run the LMS and is involved in the step-by-step implementation and goal-achievement.  The ‘super-user’ is not always the same as the project leader.  This is the person in the organisation who advocates for the use of the LMS.  This internal person is enthusiastic about the LMS and the new technology and informs other staff on its uses and successes.

Selling the idea to the rest of the organisation’s staff should be all about motivation.  Creating hype and enthusiasm, launching the program as an exciting event; not as another top-down policy or bureaucratic, dictatorial add-on to the already crushing workload that employees may be experiencing.  Internal guidelines to using the LMS provides an organisation-wide understanding of what is expected in terms of use and operations.

The culture of adoption is different for everyone.  Digital natives take to new technological devices without hesitance or difficulty, others may not be so willing.  The project leader should have strategies for handling different types of adopters.  Training should be done with all staff.  The broadening of the training circle helps to open up the possibilities that may be found for other groups of staff.  Once they understand how this program works, their planning and thinking can be related to other modules and sections in their field which may also have future LMS application.

The overarching conclusion for successful LMS implementation in change management is having all members of the organisation on-board with the idea.  It is essential that people buy into the team centred approach from the start and any project cannot afford to have individuals working in silos.

Sound Idea Digital specialises in Learning Management Systems and eLearning developments | soundidealearningmanagement.co.za
Sandra is an eLearning Specialist & Content Editor for Sound Idea Digital | Sandra@soundidea.co.za

To cite this blog article:
Slabbert, S. 2015, November 2. The Human Factor in LMS Implementation. <ideas> the official Sound Idea Digital blog [Web log post]. Available: http://blog.soundidea.co.za/articles/The_Human_Factor_in_LMS_Implementation-428.html