The way in which their learning was organised made it difficult to create learning paths or groupings of courses for users to follow, and the organisation was struggling to meet learning objectives. Improving the learning cultureįinally, there was also a matter of the learning culture at Network Rail. As part of their opportunity to grow in the number of products and recover some of the cost of creating eLearning products (which fell on taxpayers) Network Rail wanted to integrate their virtual learning environment with an eCommerce solution to monetise some of their external training. These systems did not integrate with their learning environments, which interfered with automating processes. Integrating with external systemsīesides the multiple learning environments used to train their staff and partner companies, Network Rail used different systems in-house to manage their people, onboard new employees and handle employees who were leaving. This also meant that if Network Rail wanted to move a learner from one learning environment to the other, they’d lose all their learning records. On the other hand, it was cumbersome for the training team to obtain reports and data across the industry, as learners were scattered in several learning environments that were not connected to each other. On one hand, there were up to as many as 300,000 users, but no way of identifying if they simply opened accounts and had not enrolled themselves in any training courses, or had enrolled into courses but not completed them. One of the challenges Network Rail came across was identifying which of the users on each of their learning environments were active or inactive. This dispersed management of content creation and distribution, as well as the administration of the sites and learners was very challenging and time-consuming for the L&D team. Previously Network Rail was using 10 different virtual learning environment installations. Challenge Managing several virtual learning environments
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