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E-Learning to Action Learning, a Successful Case Study of an Upstream Oil Gas Company

机译：电子学习行动学习，成功案例研究了上游石油燃气公司

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There are many learning tools available to fill competency gaps of an employee. The common learning tools are classroom courses, workshops, internal on job Training, external on job training with international companies, NOCs and Service Companies, e learning and other learning activities like attending conferences, forums, symposiums etc. However, the most cost effective tool is E-learning. This helps to fill the technical knowledge gap of the participant with flexibility and conveniently. Most of the E-Learning topics include multimedia for better deliverability. It is the most popular learning tool among new generation because they are technology oriented. The present paper focusses on a pilot project where an attempt has been made to strengthen the E-learning tool through Action learning. The pilot project needed involvement of Coaches and Discipline Experts (DEs) besides candidates selected as participants of E-learning. Accordingly, as a case study, 10 employees (batch of same job family) with same topic were chosen to participate in the pilot project. Few discipline experts and coaches were also involved related to the course content of the E-learning session. A half-day session was organized with online access of the E-learning topic to all participants and DEs and coaches. After going through the entire topic, a group discussion was held and followed by question answer (QA) session. As E-learning is a kind of self-learning; the effectiveness of the learning tool was dependent on the seriousness of an individual employee. Conventional assignment of E-learning topic and its implementation was helpful in filling the competency gap in the order of 60 to 70% of the course contents or even lower. However, after making E-Learning in to Action Learning through pilot project, the competency gap filling has been achieved up to 100%. The implementation of E-learning through Action Learning has developed an interest, value addition and fulfillment of competency gaps of individual employees. This will result in fast track development of technical competence and thus help to achieve the group's business needs and company's goal.
机译：有许多学习工具可填补员工的能力差距。普通学习工具是课堂课程，研讨会，职位培训内部，与国际公司，NOC和服务公司，E学习和其他学习活动的职业培训外部，如参加会议，论坛，研讨会等。然而，最具成本效益的工具是电子学习。这有助于填补参与者的技术知识差距，灵活性和方便。大多数电子学习主题包括多媒体，以获得更好的可交付性。它是新一代最受欢迎的学习工具，因为它们是技术为导向的。本文侧重于试点项目，通过行动学习来加强电子学习工具。除了被选中作为电子学习参与者的候选人之外，试点项目需要参与教练和纪律专家（DES）。因此，作为一个案例研究，选择了10名员工（相同的工作系列）与相同主题进行参与参加试点项目。少数纪律专家和教练也涉及与电子学习会议的课程内容有关。为所有参与者和DES和教练组织了半天的会议，通过在线访问电子学习主题。经过整个主题后，举办了一个小组讨论，然后是问题答案（QA）会议。作为电子学习是一种自学;学习工具的有效性取决于个人员工的严重性。传统的电子学习主题分配及其实施有助于填补60％至70％的课程内容甚至更低的竞争力差距。但是，在通过试点项目进行电子学习时，掌握差距填充的竞争性差距填补程度高达100％。通过行动学习实施电子学习已经开发了一个兴趣，重视个别员工的能力差距。这将导致技术能力的快速发展，从而有助于实现集团的业务需求和公司的目标。

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