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How To Solve Training Effectiveness Problems With LMS?

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Every organization’s main aim while allocating training resources is to find ways to increase the training program’s effectiveness. A training program that is optimized to save time and effort for both the learner and the executives while delivering its learning objectives is the ideal deal.

Despite being vigilant about all the issues, many organizations find their training programs ineffective in enhancing employee performance. This usually happens due to common yet important issues with training and development.

For most issues, though, what works best is an effective LMS loaded with superior features and the latest techniques to overcome each one. The ease with which your staff can access LMS training enhances employee performance and saves time and effort.

In this article, we will be looking at common challenges that hamper the effectiveness of your training module and how an LMS can help trounce them.

 

Challenge 1: Tight Employee Schedule

Juggling between work, family life, and other responsibilities consumes most of the employees’ day. Adding to it, the pressure of training can worsen the problem even more.

 

Solution:

  • Consider communicating key concepts with attractive and exciting graphics. You can use infographics, GIFs, or short videos to catch their attention. Give them a break from reading boring text that infuses boredom in any program.
  • Include short and straightforward assessments whenever possible. This will give them a chance to evaluate their learning progress better.
  • Make the training format mobile-friendly. This allows them to learn anywhere they wish to and helps save time. It also makes the training much more convenient.
  • Use a micro-learning approach to deliver content in a crisp manner. Bite-sized chunks make the training content easier to consume.

 

Challenge 2: Geographically Dispersed Workforce

With the increase in the remote work culture, many organizations find it challenging to create a training module that can uniquely cater to each employee’s diverse needs. With a geographically dispersed workforce, chances of misunderstandings and cultural differences rise, which leads to inconsistencies in training.

 

Solution:

  • Incorporating social tools to unify the dispersed team is a great way to impart training. Video conferences, webinars, and online forums are great options to initiate communication and foster trust and empathy between team members all across the globe.
  • Set clear training goals right from the beginning. This enables the team members to know what exactly is expected of them during the training and how this module will benefit them improve their performance.

 

Challenge 3: Irrelevant Training Material

Many organizations make the mistake of making the training program too generic. The information doesn’t cater to any specific role and skills. Generic information tests the learner’s time and patience by forcing them to associate with content that simply isn’t relevant to them.

 

Solution:

  • Categorize the training material into specific and non-specific categories. Include features like gamification to let the learners engage with non-specific but essential training content. Add features like rewards, badges, and points to encourage learners to follow the training pattern efficiently.
  • Keep the training material up-to-date—update skills and information to keep the material relevant at all times.
  • Use relatable case studies and scenarios to increase engagement and relevance.

 

Challenge 4: Exorbitant Training Budgets

Conducting training is an expensive affair. From booking a venue to hiring an instructor to travel costs, it requires the organization to shed a lot of money.

 

Solution:

  • Switch to the online mode of training. You can train a large number of employees despite being on a tight budget.
  • Switch from face-to-face seminars to webinars. This will limit the travel cost and help save time as well.

 

Challenge 5: Poor Engagement

Employee engagement is crucial for any training to be a success, be it cognitive, emotional, or behavioural. Lack of engagement, passive learning, and poor knowledge retention leads to many training and development challenges.

When training feels unnecessary, engagement drops, leading to poor knowledge retention.

 

Solution:

  • Use discussion forums and create spaces for learners to engage and communicate. This encourages them to connect emotionally with other learners and thus increases engagement.
  • Use case studies, relevant scenarios, and role play to incorporate practical learning. This enhances their cognitive engagement and prevents boredom.

 

Conclusion

To create an excellent learning culture, adopting ways to make the training as engaging as possible is essential.

Investing in an LMS empowers organizations to improve training effectiveness by providing solutions to every challenge.

It will create an environment where employees will be engaged in their training and will also be up-to-date with important information, which will lead to their healthy growth, and as the employees grow, so will you.

Business

Telus prioritizing ‘most important customers,’ avoiding ‘unprofitable’ offers: CFO

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Telus Corp. says it is avoiding offering “unprofitable” discounts as fierce competition in the Canadian telecommunications sector shows no sign of slowing down.

The company said Friday it had fewer net new customers during its third quarter compared with the same time last year, as it copes with increasingly “aggressive marketing and promotional pricing” that is prompting more customers to switch providers.

Telus said it added 347,000 net new customers, down around 14.5 per cent compared with last year. The figure includes 130,000 mobile phone subscribers and 34,000 internet customers, down 30,000 and 3,000, respectively, year-over-year.

The company reported its mobile phone churn rate — a metric measuring subscribers who cancelled their services — was 1.09 per cent in the third quarter, up from 1.03 per cent in the third quarter of 2023. That included a postpaid mobile phone churn rate of 0.90 per cent in its latest quarter.

Telus said its focus is on customer retention through its “industry-leading service and network quality, along with successful promotions and bundled offerings.”

“The customers we have are the most important customers we can get,” said chief financial officer Doug French in an interview.

“We’ve, again, just continued to focus on what matters most to our customers, from a product and customer service perspective, while not loading unprofitable customers.”

Meanwhile, Telus reported its net income attributable to common shares more than doubled during its third quarter.

The telecommunications company said it earned $280 million, up 105.9 per cent from the same three-month period in 2023. Earnings per diluted share for the quarter ended Sept. 30 was 19 cents compared with nine cents a year earlier.

It reported adjusted net income was $413 million, up 10.7 per cent year-over-year from $373 million in the same quarter last year. Operating revenue and other income for the quarter was $5.1 billion, up 1.8 per cent from the previous year.

Mobile phone average revenue per user was $58.85 in the third quarter, a decrease of $2.09 or 3.4 per cent from a year ago. Telus said the drop was attributable to customers signing up for base rate plans with lower prices, along with a decline in overage and roaming revenues.

It said customers are increasingly adopting unlimited data and Canada-U.S. plans which provide higher and more stable ARPU on a monthly basis.

“In a tough operating environment and relative to peers, we view Q3 results that were in line to slightly better than forecast as the best of the bunch,” said RBC analyst Drew McReynolds in a note.

Scotiabank analyst Maher Yaghi added that “the telecom industry in Canada remains very challenging for all players, however, Telus has been able to face these pressures” and still deliver growth.

The Big 3 telecom providers — which also include Rogers Communications Inc. and BCE Inc. — have frequently stressed that the market has grown more competitive in recent years, especially after the closing of Quebecor Inc.’s purchase of Freedom Mobile in April 2023.

Hailed as a fourth national carrier, Quebecor has invested in enhancements to Freedom’s network while offering more affordable plans as part of a set of commitments it was mandated by Ottawa to agree to.

The cost of telephone services in September was down eight per cent compared with a year earlier, according to Statistics Canada’s most recent inflation report last month.

“I think competition has been and continues to be, I’d say, quite intense in Canada, and we’ve obviously had to just manage our business the way we see fit,” said French.

Asked how long that environment could last, he said that’s out of Telus’ hands.

“What I can control, though, is how we go to market and how we lead with our products,” he said.

“I think the conditions within the market will have to adjust accordingly over time. We’ve continued to focus on digitization, continued to bring our cost structure down to compete, irrespective of the price and the current market conditions.”

Still, Canada’s telecom regulator continues to warn providers about customers facing more charges on their cellphone and internet bills.

On Tuesday, CRTC vice-president of consumer, analytics and strategy Scott Hutton called on providers to ensure they clearly inform their customers of charges such as early cancellation fees.

That followed statements from the regulator in recent weeks cautioning against rising international roaming fees and “surprise” price increases being found on their bills.

Hutton said the CRTC plans to launch public consultations in the coming weeks that will focus “on ensuring that information is clear and consistent, making it easier to compare offers and switch services or providers.”

“The CRTC is concerned with recent trends, which suggest that Canadians may not be benefiting from the full protections of our codes,” he said.

“We will continue to monitor developments and will take further action if our codes are not being followed.”

French said any initiative to boost transparency is a step in the right direction.

“I can’t say we are perfect across the board, but what I can say is we are absolutely taking it under consideration and trying to be the best at communicating with our customers,” he said.

“I think everyone looking in the mirror would say there’s room for improvement.”

This report by The Canadian Press was first published Nov. 8, 2024.

Companies in this story: (TSX:T)

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TC Energy cuts cost estimate for Southeast Gateway pipeline project in Mexico

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CALGARY – TC Energy Corp. has lowered the estimated cost of its Southeast Gateway pipeline project in Mexico.

It says it now expects the project to cost between US$3.9 billion and US$4.1 billion compared with its original estimate of US$4.5 billion.

The change came as the company reported a third-quarter profit attributable to common shareholders of C$1.46 billion or $1.40 per share compared with a loss of C$197 million or 19 cents per share in the same quarter last year.

Revenue for the quarter ended Sept. 30 totalled C$4.08 billion, up from C$3.94 billion in the third quarter of 2023.

TC Energy says its comparable earnings for its latest quarter amounted to C$1.03 per share compared with C$1.00 per share a year earlier.

The average analyst estimate had been for a profit of 95 cents per share, according to LSEG Data & Analytics.

This report by The Canadian Press was first published Nov. 7, 2024.

Companies in this story: (TSX:TRP)

The Canadian Press. All rights reserved.

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BCE reports Q3 loss on asset impairment charge, cuts revenue guidance

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BCE Inc. reported a loss in its latest quarter as it recorded $2.11 billion in asset impairment charges, mainly related to Bell Media’s TV and radio properties.

The company says its net loss attributable to common shareholders amounted to $1.24 billion or $1.36 per share for the quarter ended Sept. 30 compared with a profit of $640 million or 70 cents per share a year earlier.

On an adjusted basis, BCE says it earned 75 cents per share in its latest quarter compared with an adjusted profit of 81 cents per share in the same quarter last year.

“Bell’s results for the third quarter demonstrate that we are disciplined in our pursuit of profitable growth in an intensely competitive environment,” BCE chief executive Mirko Bibic said in a statement.

“Our focus this quarter, and throughout 2024, has been to attract higher-margin subscribers and reduce costs to help offset short-term revenue impacts from sustained competitive pricing pressures, slow economic growth and a media advertising market that is in transition.”

Operating revenue for the quarter totalled $5.97 billion, down from $6.08 billion in its third quarter of 2023.

BCE also said it now expects its revenue for 2024 to fall about 1.5 per cent compared with earlier guidance for an increase of zero to four per cent.

The company says the change comes as it faces lower-than-anticipated wireless product revenue and sustained pressure on wireless prices.

BCE added 33,111 net postpaid mobile phone subscribers, down 76.8 per cent from the same period last year, which was the company’s second-best performance on the metric since 2010.

It says the drop was driven by higher customer churn — a measure of subscribers who cancelled their service — amid greater competitive activity and promotional offer intensity. BCE’s monthly churn rate for the category was 1.28 per cent, up from 1.1 per cent during its previous third quarter.

The company also saw 11.6 per cent fewer gross subscriber activations “due to more targeted promotional offers and mobile device discounting compared to last year.”

Bell’s wireless mobile phone average revenue per user was $58.26, down 3.4 per cent from $60.28 in the third quarter of the prior year.

This report by The Canadian Press was first published Nov. 7, 2024.

Companies in this story: (TSX:BCE)

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