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Written by emily brown » Updated on: July 03rd, 2025
Learning and Development (L&D) in the current dynamic business world has become vital to the agility and growth of companies. As companies are faced with the challenges of the digital transformation and the need to upskill the workforce at the same time, many of them are reconsidering the L&D practices in the company. The migration from internal learning management to Managed Learning Services (MLS) is increasingly considered a top-priority move, ensuring the ability for the organization to grow that is subject to the cost factor and, at the same time, accessibility to the most innovative pedagogical knowledge. Yet the process of making this change happen is a challenging task, with lots of issues to be considered and lots of things to be carefully organized.
The ultimate goal of this guide is to present the necessary steps and points that have to be taken into account by those organizations that are interested in moving from the setup of internal L&D to Managed Learning Services in order to ensure that there is as little inconvenience as possible and that the realization of the most value is guaranteed.
Undoubtedly, recognizing the grounds that underpin the shift is the major thing when planning to initiate the transition process to Managed Learning Services. While internal L&D teams are experts in understanding the company culture and the implied, explainable phenomena, they also have to struggle with the following challenges: restricted resources, a lack of relevant technology, and slow adaptability. Nevertheless, Managed Learning Services are able to satisfy a variety of needs among these are:
It is cost-effective because no need of internal L&D department and a part-time trainer, or it scales down the cost of operations and does not involve a lengthy recruitment process that takes up time and money to facilitate its growth.
Understanding the aforementioned strengths sets the stage for a strong business case for moving towards a highly efficient Managed Learning Services.
The prudent way to make a transition is to start with the L&D audit, which should be broad and comprehensive. Objective examination of existing learning resources, assessment of the technical infrastructure, and the SWOT analysis of learning outputs vis-à-vis current corporate objectives are parts of this audit. Data for this investigation should be both qualitative (learner feedback, completion rates) and quantitative (the data should be correlated with the KPIs of the business).
Get clear and measurable objectives ready for the move. Is it a new distribution of content, the engagement of the public, or the reduction of costs that you are defining as your objectives for doing this? They will be the criteria for your MSL providers' selection and the standout points to define the success of the entire program.
It is necessary for organizations to engage with the primary stakeholders early on in an unbroken manner as they are the HR, IT, business unit leaders and end-users. Their commitment will be a key to successfully manage resistance to change and their input will help for the new MLS solution to ensure it aligns with the organizational culture and the strategic goals.
The level of competencies in Managed Learning Services is not the same across all providers.
A well-structured selection framework should be developed that would be used for the assessment of providers on the basis of factors such as:
Check references and conduct pilot programs to be sure of the effectiveness of your decision. A pilot engagement will enable you to check the service provider's nimbleness, customer-oriented mindset and capability to deliver the desired results before entering a long-term partnership with them.
Parties have a task of setting out in concrete terms what they want in the Service Level Agreements (SLAs). That document should contain performance measures, provisions on data security, intellectual property rights, and resignation clauses. A clear contract will in the future resolve conflicts and healthily prolong partnership.
A carefully designed change map that illustrates the whole process is irreplaceable. This should mark out the timelines, milestones, resource allocations, and communication protocols. It is essential to give specific roles and responsibilities to stay away from ambiguity and ensure that people are held accountable.
The knowledge transfer and documentation should involve the complete migration of skills from the internal L&D teams to the new Managed Learning Services provider. This encompasses also data such as the syllabus, learner analytics, historical performance, and understanding of the organizational culture. A very well documented process will help to avoid any interruptions and of course, keep the knowledge from leaking away.
Communication that is not only honest but it also has to be regular is what stands at the heart of the change management triumph. Make sure to brainstorm and articulate the reasons, gains, and potential effects all of the stakeholder groups will have a clear understanding of. Choose and authorize the change leaders within your company to represent the new paradigm of MLS contacts and be the proactive agents in case an issue comes up.
Work in cooperation with the Managed Learning Services provider to ensure rapid and smooth integration with the existing HRIS, LMS, and other enterprise systems. This can, of course, necessitate the development of APIs, migrating the data, and also doing a lot of thorough testing to avoid the problems that might arise.
Nonetheless, Managed Learning Services not only grant organized uniformities but also it is important to adapt the content and the delivery methods so that they suit the workforce. This will possibly involve the adaptation of the content to the local context, the understanding of diverse learning preferences, and also the conformity with the various regulations.
Ask for learners' opinions while the switch to MLS is in progress. Use analytics for tracking the levels of engagement, satisfaction, and learning achievement. Make changes to your MLS system in a loop to ensure the solution is the one that is comfortable for the learners and that has really big influence.
Put governance structures in place to have a good look at the Managed Learning Services partnership. It can be realized through steering committees and regular performance reviews as well as escalation protocols. Good governance is when what is done is still in line with the changes in business and it is also a positive culture for continuous improvement.
Identify and monitor the KPIs such as learner satisfaction, knowledge retention, application of the learning, and ROI. Use these pieces of insights to conduct the performance optimization of the MLS solution regularly.
The introduction of Managed Learning Services cannot by itself solve everything, but it is a change that can set the stage for the establishment of lifelong learning culture within the organization. Encourage employees to assume personal responsibility for learning and provide them with informal learning opportunities. Celebrate the learning achievements of your employees.
Prevent the occurrence of the situation in which staff who are used to the traditional L&D processes reject the change to MLS. Give them as much training and support as possible and make sure that their doubts are removed so that change will run smoothly.
Reducing the risk of losing knowledge can be done by writing down all tacit knowledge and ensuring plan for the transfer to the Managed Learning Services provider, who will have access to this info. In addition to this, let the internal and external teams still work together to reach common goals, thus avoid the risk of knowledge loss even if some people from the internal team will move out.
Adopt a strict quality control process to guarantee that the learning materials and training delivery are in compliance with organizational expectations. Normalcy checks by getting the views of others and regular auditing activities are essential in ensuring the achievement of the expected high-quality results.
Organizations have the choice of getting to know the industry leaders in Managed Learning Services as part of the selection process of which is the best company. Infopro Learning, for example, is a company that has for many years been providing the learning transformation journey that is quite different from what others are doing and it is a known fact that they hold this feat in the industry. Their skills help in the quick upswing of the new government, the mitigation of risks, and the compliance with the goals set strategically.
The switch from internal L&D to Managed Learning Services indeed indicates a shift in an organization's approach to talent development. This is a transformation that they can undertake to meet their strategic intent, careful planning, and amidst strong change management, they can realize a considerable enhancement in agility, innovation, and a competitive advantage.
Moreover, Managed Learning Services constitute a multifunctional tool in the preparation of workforces for the future. As one begins this journey, the point of major concern should be that success follows a clear picture of what one wants, having all stakeholders agreeing, and continuously striving for improvement. If approached in the right way, the moving from one system to the other will be simple for the organization and will empower it further as time goes on.
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