COMPANY: IBM limited

EVENT TRIGGRED: Pandemic

Everything changed significantly when COVID-19 attacked in early 2020. Businesses'

interest in (and demand for) virtual training grew at an unprecedented rate as they were
forced into lockdown mode with a big percentage of the workforce now functioning from
home. Although some remote workforces had already been emigrating from physical
employment due to travel limitations, the epidemic forced companies to develop solutions
immediately rather than over a period of months.

Enhance the quality of learning Meet the learning style or needs of students. Improve the
efficiency and effectiveness. Improve user-accessibility and time flexibility to engage
learners in the learning process. The objectives of online training is to improve access to
advanced educational experiences by allowing students and instructors to participate in
remote learning communities using personal computers; and to improve the quality and
effectiveness of education by using the computer to support a collaborative learning process.

Fast-track virtual training was available through the organisation. What had been planned for
future research and implementation was thrust upon practically everyone, many of whom had
no prior expertise, skill, or technology to make it happen.

It was clear that pivot or perish was the only option. Organizations who were already
exploring the transition, as well as those that were already providing it in some degree but
weren't prepared to scale their learning efforts tenfold to meet the increasing demand, hurried
to adapt their existing face-to-face training for online delivery. Navigating the complexities
of building and developing efficient virtual training systems that do not compromise the
original goals of face-to-face training programmes was a significant challenge.

Even in the critical condition the organisation has agree that the sudden shift to virtual work
life(WFH) resulted in some remarkably good training, created by the experts desperate
designers who had the advantage of being able to work with high-quality and affordable
software tools. Fast, reliable networks enabled global enterprises to disseminate the material
with limited complications.

A key challenge for trainers remained, which was how to effectively emulate an in-person
learning experience in a live, synchronous virtual environment. Many turned to their basic
enterprise web conferencing tool to help them achieve learning objectives. That specialized
live virtual training solutions, which allow the creatively use embedded tools, could help
them bring employees together for valuable discussion, dialogue, practice, and collaboration.
They learned, for example, that posting a thought-provoking poll question could stimulate
fruitful interaction. Using the status indicators, they realized they could have participants
either agree or disagree on a particular topic. They could then direct participants to
customized breakout rooms for further discussion or exploration.

The most effective ways of training can be givin in the following ways:
  Lecture with visuals.
 Webinars.
 Polling.
 Group discussions and breakout sessions.
 Brainstorming.
 Recorded videos and readings.
 Case studies.
 Role-playing.
From the methods a employee can learn Just-in-time that can be applied immediately spaced
learning opportunities which is greater chance for individualized contribution, feedback, and
coaching .The ability to reach an audience that is isolated or challenged with disabilities
which is more economical than face-to-face training, especially when scaled .It’s a great
equalizer…trainers don’t know who is a manager or a subordinate, so every learner will be
important. Opportunities for dispersed learners to interact and network with one another
which is more flexibility in program design . Reduced travel costs which increase efficiency.
where they get a flexibility to learn over a period of time which enablement of work/life
balance due to less travel and time away from home. Which have ability to offer continuous
learning opportunities to increase knowledge retention which will be more creative for L&D
practitioners.
t2 – 2.5% of the company's budget allocated to employee training.