Running head: Online Learning, Training and Career Development in the Workplace

Best Practices to Improve Employee Retention at XY University through the use of Online
Learning, Training and Career Development Opportunities.
Sherma Lawrie
Master of Distance Education- Capstone Project
OMDE 670-9040
University of Maryland University

Online Learning, Training and Career Development in the Workplace

Table of Contents
1.
2.
3.
4.
5.

Title Page
Table of Contents
Abstract
Introduction
Literature Review
History, Background & New Era
Retaining and Utilizing Skilled Employees
Employee Turnover
Needs Analysis
Existing Universities that Offer L&D opportunities
Theoretical Suggestions and Important Terms
Career Motivation
Course Development
Community of Practice (COP)
Constructivism and Constructionism
Learner Support
Learning and Career Development: MOOCs Competency-Based Learning
& Social Media
Interpersonal Interaction and Social Presence
Key Takeaways
Digital Training Materials and Social Media
Workplace Training
Mobile and Adaptive Learning
6. Analysis and Recommendations
Successful Employee Learning Experience
Cost Effective Methods
Relationship & Feedback
Classroom Training
7. Challenges and Issues
8. Methodology (Work in progress)
9. Conclusion (Work in progress)
10. References
11. Appendix
Figure1- Year over Year Change in Training Spending U.S- 2006-2013
Figures 2 & 3- Stages of Organizational L&D Maturity Matrix

Online Learning, Training and Career Development in the Workplace

Abstract
This research project explores and analyzes theoretical and qualitative data of how
successful and existing online learning; training and career development programs help retain
employees in the distance education (DE) sector and how these strategies can also support
employee retention at my place of employment, XY University. This paper, however, focuses on
a case study that was conducted and the feedback provided by (x number of) employees within
the Student Recruitment (SR) Department. This study and research project was designed
primarily to investigate the effectiveness and the importance of providing training and
development programs. In addition to, how these types of programs can impact the retention of
employees within SR and the best practices needed to improve the learning and development
(L&D) needs in this working environment by maximizing employees skills and full potential.
Based on this research and its findings and if the implementation of L&D programs is proven to
be successful and helps maintain employee retention within the SR then this initiative can
potentially be exposed to all departments within XY University.

Online Learning, Training and Career Development in the Workplace

Introduction
Online learning, training and career development in the workplace is becoming
increasingly important in todays society because of the technological and knowledge age.
Online learning provides learners with the benefits of acquiring knowledge or skills though
experience, study or by being taught which is controlled by or connected to a computer, network,
Internet or World Wide Web; whilst training is the action of teaching a person a new skill
(Oxford University Press, 2016a,b, c). Career development refers to a lifelong learning and is a
self-initiated process with the support from, and resources provided by supervisors, managers
and the organization and helps employees transition and move toward a personally determined
and evolving preferred future (About careers, 2016; Berkeley University, 2016). For online
programs such as these to become effective in the workplace, it must add individual and
organizational value. By adding both individual and organizational value in the workplace, this
helps with eliminating issues such as globalization, consistency, employee weaknesses, skills and
performance and encourages continuous learning via e-learning methods, professional
development and skill enhancement for employees. Online L&D also develops and promotes a
global community for collaboration and enterprise learning, employee engagement and
promotion, motivation, empowerment, help retain and utilize employees and to minimize shortrun turnover and promotes performance coaching and mentoring.
According to the Association for Talent Developments (ATD) 2014 State of the Industry
report stated that, spending on employee training must remain a priority (Miller, 2014).
Wentworth (2014), Senior Learning Analyst, and Mobile Lombardi, VP, Workforce Management
Practice, Brandon Hall Group also stated that, organizations which fail to adjust their learning
management practices and solutions will struggle with growth and productivity; and based on the

Online Learning, Training and Career Development in the Workplace

findings from Brandon Hall Group (2014), L&D Benchmarking Study; one-third of companies
are increasing their budgets to improve L&D, ten percent of companies are leveraging mobile
learning solutions, fifty- nine percent of companies are leveraging social learning activities, and
forty-one percent of companies describe their culture as Controlling. Nonetheless, other
statistics show that United States organizations spent $164.2 billion in L&D (ATD Staff, 2013),
and in 2013, organization on average spent $1208 per employee on training and
development(Miller, 2014, para. 2). Moreover, according to Bersin (2014), spending on
corporate training soars employee capabilities is now a priority and this growth is illustrated in
figure 1 in the appendix section.
XY Universitys mission is to help improve the lives of adult learners while serving as a
recognized leader in career relevant education and accepting change and innovation, yet has a
human resource (HR) business model which lack these similar benefits for its staff and
administrative employees in specific areas related to online learning, training and career
development within the organization at large. However for the sole purpose of this research, only
the SR department is examined. Today, the SR department which includes its leaders and upper
management, are focusing on a HR model initiative and new business model that will impact the
lives and career growth of the admissions counselors, lead admissions counselors, admissions
processors, advisors, assistant directors, directors, assistant vice president and vice president.
During this new initiative areas such as HR performance management, employee
engagement, recognition and reward and training and development are the primary focus. This
initiative proves that XY University and its leaders in the SR department realizes there is a need
to help improve people management and based on the Stages of L& D Capability/Maturity
(2013) and the explanation found in figures 2 and 3 in the appendix section, this department is in

Online Learning, Training and Career Development in the Workplace

between stages 1 & 2. However, as part of the departments short-term and long term goals,
employee input, HR policies and the qualitative data and findings from this research will help
align the new business model with benchmarking HR practices at Best in Class Organizations vs.
XY University. This paper however, will consist of a literature review, which discusses some of
the best practices to improve employee retention with the use of online learning, training and
career development support programs; a methodology, an analysis and recommendations to
improve L&D opportunities for the SR department at XY University.
Literature Review
History, Background & New Era
Universities, such as XY University, have a primary function to deliver undergraduate
and post-graduate programs and a role to generate new knowledge through research and to also
serve as a workplace for academic staff and other employees who function within this
environment (Jamieson, 2004). Historically, universities, in their role as employer, have a poor
record in providing professional development programs for their employees and, especially
academics, many of whom have no formal qualification in education (Jamieson, 2004, p.21).
With the massive shift and competitive changes in education, distance education (DE)
institutions are becoming more relevant and are one of the preferred teaching and learning
methods because of its convenience and flexibility (Cleveland-Innes & Garrison, 2010). Despite
the many benefits of DE institutions, these organizations must constantly lead through effective
and constant changes, increasing support and communication, learning and teaching theories and
online technologies to be successful and to also survive (Kotter, 2012).
As part of the twenty-first century approach, according to Harasim (2012) many DE
institutions are relying on a number of learning theories, such as the connectivism,

Online Learning, Training and Career Development in the Workplace

constructivism, community of inquiry, career development and other teaching and learning
methods and practices such as asynchronous and synchronous, competency model, competency
based learning approach, community driven approach, community of practices, formal and
informal learning and stages of L&D capability/ maturity, which these systemic approaches and
strategies are needed to help evolve life long learning opportunities for twenty-first century
success. Each of these areas of social science therefore will help to bridge the gap of online
learning, training and career development in the workplace, especially distance education
institutions and universities such as XY University.
Retaining and Utilizing Skilled Employees
The influences of rapid technological change, globalization and having to find new
production methods within the late twentieth to the twenty first century, have led to constant
changes and demands that employers must provide the necessary tools for workers to revise and
reshape their skills and to become lifelong learners (Bain & Bond, 2000; Russell, Menassa, &
McCloskey, 2014). According to Smith, Oczkowski & Smith (2008), not being able to hire
individuals with the appropriate skills is an obvious impediment to both productivity and
prosperity to any organization and more importantly to a country and the global economy.
Another important concern employers face is how to manage and to keep skilled employees and
to use their skills effectively. While this study analyzed the retention of staff and utilization, its
focus on the role of HR management practices such as training and high work performances
work systems philosophies used in enabling employers to retain and utilize the skills of their
staff. The report finds that the presence of an active learning orientation in an organization can
help maximize utilization of skills and long- term retention and reducing short-run turnover
(Smith, Oczkowski & Smith, 2008).

Online Learning, Training and Career Development in the Workplace

People tend to remain with an organization if they feel they are learning and progressing in
their careers. The retention or utilization of skilled employees are not necessarily improved
through strategies such as increasing wages, adopting family-friendly working policies, and the
use of non-monetary rewards (Smith, Oczkowski & Smith, 2008). These things help make
people feel satisfied, but they are not sufficient to retain skilled people in a competitive job
market. What does facilitate the retention of employees is the application of high-performance
work practices such as a commitment to learning, open-mindedness and shared vision and the
prioritization of human resource development to enable a competitive advantage and effort that
attract, develop and retain talent via recruitment and selection opportunities (Smith, Oczkowski
& Smith, 2008; Holland, Sheehan, & De Cieri, 2007). More widespread adoption of these
practices would benefit employers and workers alike. Training as part of an
overall learning culture, particularly nationally recognized training, is also important in retaining
skilled people and making better use of their skills. This also offers opportunities for
registered training organizations to work with employers to improve retention and utilization
strategies for employees.
Employee turnover
High employee turnover is a major issue employers face on a daily basis. It is quite
expensive to recruit, interview and train new employees not to mention that these employees
may be less adept at their jobs than the experienced workers they are replacing (Gomez, 2014,
para. 1). With the constant growth of the economy, globalization and increase in the job market
and career opportunities, employees are open to more options and employee retention is
becoming more challenging. However, organizations today, must examine new methods to help
with people management though the use of career development programs to help address these

Online Learning, Training and Career Development in the Workplace

concerns and to help reduce employee turnover especially within the DE sector. Online learning,
training and career development in the workplace is very important in any DE institution and it
helps with achieving business missions, goals and objectives and adds value to employee and
organizational performance (Rosenberg, 2006). According to Kennett (2013), the three training
and development that had positive consequences towards employee turnover were labeled as
individual, team and organizational development. Therefore, it is important to examine how the
L&D Capability/ Maturity can be moved from its current stage of in between stages 1 & 2, by
filling the gap and meeting the departmental needs required for stage 4.
Needs Analysis of SR Department
The SR department and the leadership team, currently offers tuition remission for its
employees. Employees have the option of completing a maximum of 7 semester credit hours
towards any undergraduate and post-graduate programs of their choice, as long as they are
employed with the organization. Contracted employees however, are limited to taking these 7
semester credit hours only at XY University while other regular employees have the choice of
attending one of the alliance schools of choice. Within the past two years, onboarding training
was created and developed and is a process by which new employees acquire skills, knowledge
and behaviors that is necessary to become effective contributors to the SR department as well as
the organization.
While new hires go through the onboarding training process, which is extended for
approximately a two week period, at the end of this training they receive a certificate of
completion and is paired with a mentor during this new hire phase to be able to obtain additional
information, feedback and coaching from their mentors. As for the other existing employees,
whove never had mentoring or onboarding experiences as new hires, these employees in

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addition to new employees go through a series of continuous learning and training predominantly
provided via face- to-face communication which include sales, prior learning, financial aid, PII,
corporate alliance and partnership, program changes and new implementation and processes
training. Employees are often provided with feedback and performance coaching on a daily,
weekly or monthly basis. Although, these types of L&D training and opportunities are beneficial
to the average employee towards their short-term goals it may not be as beneficial towards their
long-term goals and aspirations. Therefore, some of these existing L&D programs can be
provided via an online component, in addition to the other employee needs and development
opportunities listed below:
Management

Leadership development
Supervisory development
Professional development
Career development

Staff

Career development
Professional development

Existing Universities that Offer L&D Opportunities

According to my findings, there are several universities that offer career and development
opportunities to its employees:
Harvard University- http://hr.harvard.edu/learning-development
UMass Lowell- http://www.uml.edu/hr/wld/
Northwestern University- http://www.northwestern.edu/hr/workplace-learning/
Cornell University- https://www.hr.cornell.edu/life/career/professional_development.html
Australian Human Resource Institute- https://www.ahri.com.au/assist/learning-and-development

Online Learning, Training and Career Development in the Workplace

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American University- http://www.american.edu/training/Profdev/

University of Georgia- http://www.hr.uga.edu/training
Duke University- https://www.hr.duke.edu/training/workshops/
After examining each of these institutions and the types of L&D opportunities offered to
their employees, the University of Georgia, Harvard University, Cordell University and Duke
University were more appealing and website was relatively easy to navigate and promoted career
knowledge and enhancement for their employees. However, the University of Georgias training
and development is the type of online learning programs XY University needs. It offers
leadership development, certificate programs, e-learning opportunities and much more.
Organizational development, new employee onboarding, performance excellence, business
processes, flexible work, compensation and other employee benefits listed on the other websites
are ideas XY University should consider when constructing their own website.
Theoretical Suggestions and Important Terms
Career Motivation
Van Rijn, Yang & Sanders (2013) suggests that for employee career motivation and their
self- construal on their engagement to occur, three informal workplace learning activities must be
in effect which include: keeping up-to-date, asking supervisors for feedback and knowledge
sharing opportunities.
Course Development
Booth, Carroll, Papaioannaou, Sutton, & Wong (2009), in their findings and results from
a systemic review of twenty nine references believed that peer communication, flexibility,
support, knowledge validation and course presentation and design are key for a DE and online

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learning course to be successful. These authors also discussed other valuable frameworks needed
for ongoing course development.
Community of Practice (COP)
Land, Draper, Ma Z, Hsieh, Smith & Jordan (2009), in their article stated that current
approaches to workplace learning, emphasizes the importance of designing a knowledge-based
COP to achieve both formal and informal learning and knowledge acquisition. The online
community showed evidence of both individual and collective knowledge building within areas
such as interaction and improvement of ideas, connectivity towards workplace knowledge and
practices and adopting and building on ideas from peers. There was also a significant growth in
scores and assessment of workplace customer service of those individuals who participated in the
online community of practice (Land, Draper, Ma Z, Hsieh, Smith & Jordan, 2009).
Constructivism and Constructionism
Based on an educational research and employer survey the results revealed that the skills
gap in the United States spans across the areas such as academic foundation, industry
qualifications, technological competencies higher-order cognitive skills, and behavioral skills
and values (Mays, 2015). Constructivist and constructionist learning theory often strengthen a
learners analytic skills, creativity, perseverance, ethics, and behavioral workplace competencies
and to accomplish this goal, the whole person, knowledge structures, strategically prepared
learning environments, the L&D instructor or facilitator serves as the expert and provides
experiential learning, social interaction, collaborative learning and reflection (Mays, 2015).
Learner Support
Authors and theorists such as Smith & Drago (2004); MacDonald, Bullen, & Kozak
(2010); Joo, Lim, & Park (2011) discusses the importance of learner support for distance

Online Learning, Training and Career Development in the Workplace

13

education learners and conclude these findings through qualitative research project, online
surveys and research.
Learning and Career Development: MOOCs, Competency-Based learning Approach &
Social Media
Professional development helps people with increasing their skills and competence.
According to Olsson (2016), open courses such as massive open online courses (MOOCS) can
serve as a professional development and because of the openness it does bring individuals
together from various organizations and it promotes collaboration, flexibility and networking.
However, as part of career development with e-learning teaching and learning strategy, there is a
need for a competency based learning approach whenever the goal is to train these individuals in
relation to the careers (Bastiaens & Stijnen, 2008). Whatever is learned has to be transferred to
the future workplace; therefore learners must be tested and graded to obtain industry
certifications.
In addition, through the use of an ethnography-based approach and after examining five
continuous professional development pilot training and learning occurred at the workplace
through the use of wikis, blogs, forums, chats and voice conferencing (Leino, Tanhua-Piiroinen
& Sommers- Piiroinen, 2012), the article stated that learners benefited from interaction, peer
support, abundant and instant feedback offered by synchronous communication (Leino, TanhuaPiiroinen & Sommers- Piiroinen, 2012). Nonetheless, asynchronous features became as chores
and the interactive learning culture failed to grow. While the social media approach is important,
the teacher-centered learning and conventional learning culture was the preferred method in
leading and teaching leaners (Leino, Tanhua-Piiroinen & Sommers- Piiroinen, 2012).
Interpersonal Interaction and Social Presence

Online Learning, Training and Career Development in the Workplace

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Based on a qualitative case study performed to examine how an interpersonal interaction

may or may not have benefited its participants in an online development course, the findings
promoted that the participants:

Valued sharing specific case-based knowledge and professional socialization with others

in similar fields
Learners seek online courses for the purpose of intellectual conversations/safety
Facilitators must model social presence in the classroom
Key Takeaways

Digital Training Materials and Social Media

The literature suggests that there is a need for the implementation of digital training
materials, training designs and there is also a need for more case studies of the use of social
media, its actual experiences and not just the hype (Bastiaens & Stijnen, 2008; Leino, TanhuaPiiroinen & Sommers- Piiroinen, 2012).
Digital training materials offer (Bastiaens & Stijnen, 2008):

Makes training flexible, interactively multi-media and personal

Must be attractive, motivating and efficient
Learners must be able to learn actively and trainers be able to use these materials to

decrease workload and to meet learner needs

Training materials must be able to be used on various learning management systems and

be made easy to update

Tools which support the ADDIE model (analysis, design, development or production,
implementation and evaluation is highly recommended for future development.

Workplace Training
Professional training and development may be relevant to employees needs for career
development and life-long learning but the findings suggest that these programs will fail if the
organization does not tackle specific problems to help improve the their learners needs (Dirani,

Online Learning, Training and Career Development in the Workplace

15

2004). One should not use generic ideas into a specific workplace setting or environment (Dirani,
2004).
Partnerships
The paper written by Lynch & James, (2012) outlines the success of online learning in the
workplace and the importance of corporate partners through Open Universities Australia. Their
findings and experimentation can help XY University construct some best practices of online
workplace learning by human resource initiatives partnering with a corporate program to help
employees develop their skills or to pursue relevant interests through tertiary studies. Companies,
however, must select the right provider to collaborate with the business and put the individual
first (Wentworth, 2014).
Mobile and Adaptive Learning
Wentworth (2014) in his article suggests that organizations must consider going mobile,
consider adaptive learning, use of social media tools, and align with business objectives and to
measure effectiveness.
Analysis and Recommendations for the SR department at XY University
Successful Employee Learning Experience
It is recommended that in order for the SR department within XY University to become
successful in promoting the enterprising learning business model and a successful employee
learning experience and based on the literature review, active learning, the application of highperformance work practices and recognized regional or national training and certifications must
be present to help retain employees. According to a HR toolkit illustrated by the Community
Foundation of Canada (2016) these components are also necessary for a successful employee
learning experience:

Online Learning, Training and Career Development in the Workplace

16

The training goals and objectives must be clear.

Involvement from employees in the decision making when determining abilities,

knowledge and skills to be learned.

Practical and problem solving approach.
New material is connected to employees previous work experience.
Employees have an opportunity to use what they learn in the classroom and reinforce in

their everyday duties.

Employee respect and the promotion of positive self-esteem.

Cost Effective Methods

On the job training and experience via committees, conferences and forum, critical
incident notes, field trips, job aids, job expansion, job rotation, job shadowing, learning
alerts, peer assisting learning, stretch assignments and special projects (Community
Foundation of Canada, 2016).

Relationship and Feedback

Coaching, mentoring, networking, performance appraisal (Community Foundation of

Canada, 2016).

Classroom Training

Courses, seminars, workshops

Off the job training- courses offered at colleges and universities, professional
associations, reading groups and self-study (Community Foundation of Canada, 2016).
Challenges & Issues
Many theories support L&D, however the major challenge and issue for this research

paper is creating a training and career development plan which will meet the employees needs at
XY University and an appropriate budget that the stakeholders will agree upon. Learning designs
and class structures has a major impact on the success of the program and learner interaction. In
addition, class or groups sizes must be moderate and differing skill sets of learners must be

Online Learning, Training and Career Development in the Workplace

17

evened out and how to design elearning enhanced with social media and how to avoid potential
pitfalls (Leino, Tanhua-Piiroinen & Sommers- Piiroinen, 2012).
Methodology
Data gathering and feedback will need to be obtained from employee, employers and
stakeholders for this case study to be of relevance to the field of DE and e-learning. The
importance here is to effectively understand the needs and how best these needs can be satisfied.
Conclusion

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Appendix
Figure 1

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24

Figure 2

Stage 4:
Stage 3:

Stage
0:
No
Formal
Training

Stage 1:
Ad hoc,
Sporadic
Training

Stage 2:
Consistent
L&D
Events

Institutionalized L&D

Enterprise
Learning

Stage 0: The organization has no formal, consistent learning and development activities.
Stage 1: Separate or sporadic learning and development activities have occurred.
Stage 2: The organization's technological capability and people can support learning and
development activities. When learning and development activities occur, they are

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25

replicated through a team which responds to staff and management inquiries and
recommendations regarding learning and development.
Stage 3. The organization has established learning and development policy and planning. This
means a stable and predictable process is in place to facilitate the identification and
selection of technology to deliver learning and development activities. Learning and
development has been institutionalized with policy, communication, and practice aligned
so that business objectives are being addressed. The organization has established a
learning and development identity and conduct systematic assessment of learning and
development with an organizational perspective.
Stage 4: Learning and development is part of the organizations DNA. Enterprise learning is the
philosophy used by C-level management to determine the learning and training needs of
the organization. It is aligned to the business goals and mission of the organization and
focuses on business management, project management and L&D management processes.
Learners use innovation and resourcefulness in the way they learn and solve problems.
The organizations culture is one where learners can get what they want when and where
they want it regarding learning. Additionally, metrics, processes, and systems are put into
place as needed that track and measure learning initiatives and align them with business
goals.
Figure 3
Stages of Organizational L&D Maturity Matrix
Stage 1
Ad Hoc

Stage 2
Consistent
Events
Organization
LMS
eLearning
Competency
model
T&D
Excellence

Stage 3
Institutionalize
d L&D
Performance &
Knowledge
Management

Stage 4
Enterprise
Learning
Enterprise
Learning Model
& Performance
Support

Talent and
Performance
Improvement
ROI, ROE

Competencybased Talent
Management
Net Worth

Main Tools/Technology

Department
LMS

Jobs/Roles/Competencie
s

Incidental
Training

Primary Analytics

Predictable
costs

Primary Drivers

Reduce
Risks

Quantitative
&
Qualitative
Change
Readiness

Learning Process

Reactive

Planned

Business Results Learning

Aligned with
Business
Strategy and
Execution
Strategic
Agile Learning

Business Structure
Focus

Department
s

Consolidatio
n of

Learning
Culture

Rapid
Reconfiguration

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Decision Support

Data

Operations
Information

Knowledge

26

Wisdom