A Learning Management System (LMS) focused on non-GxP (good practice) professional development learning has the potential to be a huge success for an organization. Platforms such as Absorb can be integrated with external resources such as edX, LinkedIn Learning, and Brainstorm, and provide a scalable, streamlined, and unified learning experience while appropriately segregating non-GxP learning from GxP compliance training. In this article, we’re sharing a few lessons learned from a non-GxP system learning management system implementation that are applicable to any organization:  

4 Lessons for Non-GxP Learning Management System Implementations

Lesson #1: Make sure employees know what’s in it for them. 

Since the system isn’t GxP nor is validation required, the timeline for completion can be shorter than that of most LMS implementations. This accelerated timeline will frame the Organizational Change Management strategy, and likely drive an earlier campaign start compared to similar GxP LMS implementations. One key lesson learned from past implementations is to be very clear about the benefits and incentives for employees to motivate them to proactively participate in unrequired training. 

When working in a GxP environment, employees must complete a significant amount of required training to remain compliant with quality guidelines and regulations. These GxP trainings assure that products are safe, meet their intended use, and adhere to quality processes during manufacturing, control, storage, and distribution.  

With a non-GxP Learning Management System implementation, it’s important for the organization to provide sufficient clarity regarding the benefits and incentives for employees to enroll in non-required professional development courses. Ambitious, career-driven employees understand and appreciate the inherent value of training modules that help them excel in their current and future roles. Unfortunately, when weighed against their daily workload and required training responsibilities, non-mandated trainings can quickly lose their appeal.  

In the initial training curriculum development and sourcing phases, obtain management’s input on offerings to ensure that the trainings are beneficial and target critical areas for the organization. This, in turn, confirms that the value of the system is recognized and appreciated at the management level and can trickle down to employees. If possible, encourage managers to promote professional development trainings as a part of an employee’s yearly goals and development plan. If the LMS allows, create a role in the system for managers that allows access to training plans and history for their direct reports. 

Lesson 2: Pay special care to planning, resource allocation, and maintenance. 

Careful planning, resource allocation, and ongoing maintenance are key when implementing an LMS that is integrated with systems like edX and LinkedIn. It’s important to carefully consider the technical resource requirements and company size before embarking on such a project. From a technical standpoint, implementing an LMS and integrating it with other systems can be complex and resource intensive. An organization needs experienced developers, project managers, and technical support staff to ensure successful LMS implementation and maintenance. Company size also impacts the level of resources needed. For example, larger organizations may require more extensive customization and integration, whereas smaller organizations may prefer a more streamlined and efficient solution.  

Lesson 3: Utilize buckets to make course access easy and efficient. 

If possible, categorize training courses in easy-to-search folders, or “buckets,” that align closely with company development goals. Grouping courses by specific development goals allows employees to easily find the training they need. This organizational system increases efficiency and productivity by giving employees easy access to the courses they need to perform their jobs effectively. Additionally, organizing training courses by buckets ensures that employees receive the appropriate training to meet the company’s overall goals and objectives. This approach to organization also helps managers track employee progress and confirm that they’re meeting training requirements. 

Lesson 4: Pay attention to demographics when seeking feedback. 

When piloting the new LMS, it’s important to engage with a range of job levels to attain feedback that fairly represents the user community and allows organizations to identify any issues or concerns that may arise across different company levels. Additionally, paying close attention to pilot users that show excitement and curiosity about the LMS can be beneficial. These individuals can be engaged superusers and provided with resources and opportunities to share information about the LMS with peers. Opportunities can include hosting training sessions or webinars, creating user guides and manuals, or simply sharing their positive experiences with the system in team meetings. By leveraging these champions, organizations can create a more positive and enthusiastic attitude towards the new system, increasing adoption rates and ultimately facilitating a more successful implementation. 

Ensuring a Successful Non-GxP Management System Implementation 

By providing clarity and aligning training opportunities with employee development goals, organizations can assure that employees recognize the system’s value and actively participate in their own growth. Careful planning, resource allocation, and ongoing maintenance are crucial for a successful LMS implementation, as well as considering the specific technical requirements and the organization’s size. Categorizing training courses based on development goals, involving a diverse mix of job levels during pilot testing, and leveraging enthusiastic champions can further enhance adoption rates and contribute to a successful LMS implementation.  

For additional guidance on LMS implementations or best practices in this landscape, reach out to Clarkston’s quality experts.  

Contributions from Roderick Anderson