Online Degree Names Coorpacademy as a Top LMS for 2022

Coorpacademy is pleased to report that its Learning Management System was included in the “Best LMS for 2022” list published annually by the leading consumer education website, OnlineDegree.com

This year’s focus was on “Ease of Use”, which is a huge testament to the work done by the Coorpacademy team to address the most problematic issues that users typically face when utilizing an LMS.  The end result is a product that is more intuitive and user-friendly to drive better utilization at organizations across the country.

“We’re glad to be included in this ranking as one of the best LMS software in ease of use. We cannot wait to share more exciting news for 2022, as our tech team is working on some updates to disrupt digital learning!” Antoine Dumont, Chief Marketing Officer

 

OnlineDegree.com is an educational platform founded by edtech startup veterans and academics in higher education.  The site has appeared in hundreds of media outlets and publications for its work to educate working adults and academic professors and administrators on various ways to improve the affordability and accessibility of higher education.

 

Inclusion in the first inaugural Best LMS for 2022 list is a big honor for Coorpacademy and a great start for 2022.

 

Discover the ranking here.

Digital Learning glossary

 

Adaptive Learning, ATAWAD, serious Game, entertraining… Are you often lost in the jargon of e-learning and digital technology? Don’t panic, to help you find your way around, we’ve put together a little Digital Learning glossary!

 

Active Learning

Active learning aims to engage learners in their learning, by involving them in the course activities. Thus, the learner is no longer just a receptacle for information, but an actor in his or her training.

 

Adaptive Learning

Thanks to the data collected on the platforms, we can draw up learner profiles in order to adapt the learning to each learner. Thus, the training courses are personalised and individualised, to provide the learner with content and methods in accordance with his or her profile and needs. Each learner follows a different path according to the way he or she answers the questions asked, and the learning pace is accelerated or slowed down to suit the learner’s level.

 

Audio Learning

Audio learning refers to lessons in the form of short narrative podcasts to learn where you want, when you want.

 

Asynchronous training

Asynchronous time refers to learning times or exchange times that are carried out off-line (with the trainer or between peers). The use of asynchronous communication tools is highly recommended in distance learning as they allow the learner to organise their learning time as they wish.

 

ATAWAD

This acronym stands for “Any Time, Any Where, Any Device” and illustrates the trend towards flexibility in modern digital learning devices that adapt to the particularities of each learner.

 

 

Learners 

Learners are people in a learning situation. This is a generic term for all individuals who are learning, whether face-to-face or at a distance.

 

Blended Learning

Blended learning is an approach that combines face-to-face and distance learning. It allows you to benefit from the different advantages of these complementary solutions.

 

Cockpit

Cockpit is our course creation and publication tool. It allows our clients to build the architecture of their courses, add their own media (videos, PDF, SCORM, podcasts, web pages), translate the content and subtitle their videos in 23 languages, all in total autonomy.

 

Custom Courses

Custom courses – as opposed to off-the-shelf courses – are so-called “tailor-made” content. They are specifically created to meet a company’s precise needs. To create your custom content, Coorpacademy provides clients with a course creation tool called Cockpit.

 

Collaborative Learning

Collaborative learning is about learning with and through others. With the development of e-learning solutions, the collaborative sharing of learning content will encourage learner engagement. For example, on Coorpacademy, each course is accompanied by a forum for leaving opinions, asking questions and adding clarifications.

 

Completion rate 

Completion rate is an indicator of the achievement of a digital learning device. A 100% completion rate means that all learners have followed the entire course; this is different from the success rate, which only judges those who have validated their learning through tests. On the Coorpacademy platforms, the completion rate is on average 84%.

 

Digital Learning

Digital learning and e-learning are not the same training processes. Digital learning is a digital learning format that allows participants to acquire new skills online, in an autonomous way. The technology allows for many interactions and devices, such as video, quizzes or playful devices (Serious Game, immersive reality) and social learning, which offers learning with and by others.

 

Educational engineering

Training engineering includes all the steps and actions necessary to implement a training action. From then on, pedagogical engineering amounts to designing a training system. It includes all the stages of analysis and choice of teaching methods to be used. Thus, at Coorpacademy, the educational team is made up of several educational engineers who construct the course content.

 

Engagement

To boost the effectiveness of a training course, learners must first of all be engaged! This engagement can be encouraged by innovative teaching methods or features on the platform. For example, at Coorpacademy, learners can send each other “battles” between users and thus challenge each other on the subject of their choice.

 

Entertraining

A contraction of entertaining and learning, entertraining is the term used in e-learning for learning while having fun.

 

Flipped learning

In flipped learning, the learner learns the theoretical content after having answered the course question. This teaching method, which is specific to Coorpacademy, takes the form of quizzes and enables learners to learn only what they do not already know!

 

Gamification

Gamification in training is the introduction of activities and/or codes used in games, such as board games or more recently, video games. The learner is faced with an interface like a real video game, using the same codes such as scoring, “lives”, challenges, etc., but with the aim of acquiring “serious” knowledge. On Coorpacademy, many elements are inspired by video games! For example, you start each course with 3 lives and lose a life for each wrong answer.

 

Hard skills

These are the technical skills that are usually acquired through experience in the workplace.

Some examples are

  • Software skills (design, word processing, invoicing…)
  • Mastery of a technical language (medical, programming, law…)
  • Mastery of a language (English, German, Italian, etc.)
  • Mastery of a task (writing, community management, etc.)
  • Mastery of a field (mathematics, physics, accounting, marketing…)

 

Immersive Learning

Immersive learning involves immersing the learner in a virtual environment, often through tools such as goggles, headphones or screens, allowing the simulation of a given situation.

 

Individualised training

Individualised training refers to the possibility of responding specifically to the needs of learners through intelligent e-learning platforms. Thus, each learning path is individualised, i.e. it corresponds to the learner’s profile.

 

Learning experience

The learning experience refers to how the learners – the user – feel during their experience on the platform. Improving the learning experience allows for better engagement on their part.

 

Learning analytics

Learning analytics are all the data collected on the learning platform to analyse the behaviour of learners – courses taken, completion rates, number of questions answered, etc. – in order to profile them. – in order to establish their profile.

 

Learning in the flow of work

Learning in the flow of work is about having quick and easy access to an answer or short piece of learning content while you are working. The term was coined by Josh Bersin. Research shows that learning on the job boosts productivity, increases engagement with formal learning and improves knowledge retention.

 

Learning Management System (LMS)

The LMS is a software application for the “management” of training devices. It is a training platform, i.e. web-based software dedicated to the storage, organisation and distribution of educational content, with a view to delivering targeted learning to a community of learners.

 

Learning organisation

A learning organisation is an organisation that has a culture, behaviours and processes in place that support the continuous development of everyone’s skills.

 

MCQs, Quizzes, QCUs

Quizzes are questionnaires used to check the acquisition of knowledge and skills. Different types of quizzes exist, of which the most commonly used are multiple-choice quizzes (MCQs) in which several correct solutions must be chosen to validate the question or single-choice quizzes (SCQs).

 

Microlearning

Microlearning is a training or learning modality in short sequences of 30 seconds to 5 minutes, using text, images and sound. These microlearning courses are often focused on a specific notion with a defined objective.

 

Mobile Learning

Mobile learning consists of introducing learning activities that are perfectly adapted to the small screen sizes of smartphones or tablets. At Coorpacademy, 30% of our training is done on mobile. Our application is available on all media, thus enabling the learner to learn wherever they want, whenever they want.

 

MOOC

A MOOC is an online course that is open – registration is free – and can support a large number of registrants (massive). With MOOCs, the learner is free to organise himself or herself as he or she wishes, except for synchronous exchange sessions or work in sub-groups.

 

Multi-support

When a digital training course is described as “multi-support” it means that it adapts to all types of media, i.e. to different screen sizes, from the computer to the smartphone. The technique used to adapt is directly linked to the programmed code and is called “responsive”.

 

Off-the-shelf courses

Off-the-shelf courses are training content that has already been produced. They are generally courses on cross-cutting subjects such as office automation or languages. In theory, they are opposed to so-called “customised” content, i.e. content created specifically to meet a company’s precise needs. In the case of Coorpacademy, off-the-shelf content is created by our educational engineers or in collaboration with our more than 60 partner publishers.

 

Training module

A training module is an autonomous unit of a training action, i.e. it meets a set of pedagogical objectives that must be addressed together. Several modules can form a training pathway.

 

Soft skills

Soft skills refer to human or relational qualities, which are generally developed through practice. The particularity of soft skills is their transversality: they are not linked to a particular profession or technical context. This is what distinguishes them from hard skills.

These qualities are, for example

  • communication skills
  • initiative
  • team spirit
  • ability to adapt
  • creativity…

These skills are crucial, and it is often these that make the implementation of practical skills optimal.

 

SCORM

SCORM stands for Sharable Content Object Reference Model. It is a standard intended mainly for LMS (Learning Management System) platforms for distance learning. The creation of SCORM compliant standard modules allows them to be imported or exported from one LMS platform to another for reuse. These contents (Content Object) are thus sharable, allowing the interoperability of the various LMS platforms.

 

Serious Game

The Serious Game is an anglicism designating the integration of educational elements in a game universe. The aim is to reproduce the interface of a real game, using its codes and principles. For example, at Coorpacademy, the course inspired by the game Cluedo puts the learner in the shoes of Colonel Mustard, who must use his critical mind to find out who killed Mr. Boddy!

 

Social Learning

Social learning refers to the exchange of educational content between peers. It allows, thanks to synchronous tools (chat, instant messaging, audio and video conferencing) or asynchronous tools (wiki, social network), to exchange with peers and share additional information.

 

Story Learning

In a marketing context, storytelling is most often the use of narrative in advertising communication. It consists of using a story rather than the classic brand or product arguments. The storytelling technique is normally used to capture attention, arouse emotion, work on the brand personality and, according to some studies, promote memorization.

Discover the Empow(her) playlist

 

Women’s empowerment refers to the ability of women to empower themselves in order to achieve gender equality.  It is a societal concept that encourages women to become aware of their capabilities and to act to participate in and change the world.  

 

The health crisis has set back the time needed to achieve gender equality by more than a generation, according to the World Economic Forum’s annual study published in 2021. In France, women lost more than 64 million jobs in 2020, a loss of 5%, compared to 3.9% for men. The health crisis has had many repercussions for society as a whole, but they have been more severe for women, many of whom have lost their jobs, particularly as they are over-represented in the consumer-related sectors that have been most directly affected by the containment measures.

 

COVID has also had a direct impact on their psychological well-being, due to women’s double burden between work and home responsibilities. Household chores, childcare and care for the elderly are responsibilities that fall disproportionately on women and hinder their successful professional careers. For example, 39% of female SME managers have to run their business during the day and manage family life before and after their office hours, according to a study by bpifrance Le Lab.

 

Women still have a lot to gain. Initiated by the feminist French newsletter “Les Glorieuses”, the #5November16H47 movement encourages French women to leave their work on Tuesday 5 November, at 4.47pm, in order to denounce wage inequalities between men and women. Let’s also remember that in 2021, the movement focused on the differences between white women and racialised women, who according to statistics, should have stopped working as early as June… Five months before white women.

 

And what about the forgotten ones in the world of work? The rate of access to employment in France for disabled people with a higher education is 66.9% for men – compared to 22.8% for women, according to a report on the employment of women with disabilities. In addition, job insecurity is higher for women with disabilities. Almost half of disabled women workers are employed part-time (47%), compared to only 16% of men.

 

Beyond equal pay, it is therefore crucial to re-establish the equal distribution of tasks in the home, to denounce sexist discrimination, to encourage people to speak out, to become aware of the effects of gender, origin and validity, in short, to do everything possible to combat gender inequalities, and all the others. In order to begin this important work, training is also crucial, both to develop the skills necessary for women to assert themselves and become aware of their abilities, and to understand the roots of these inequalities in order to put an end to them.

 

We are all concerned by these issues, so on March 8th – International Women’s Rights Day – the “Empow(her)” playlist will be available on all platforms !

The “Empow(her)” playlist therefore consists of the following courses:

 

Test your relationship to work!

 

Lockdowns, remote working, health measures and social upheaval: the COVID crisis has shaken up the needs of employees. Today, employees are questioning the way things are done, expressing new expectations and may even resign without you having been able to anticipate it. Engaging employees has therefore become a major challenge for managers in order to maintain the productivity of teams and the performance of the company.

 

Encouraging engagement at work is the subject of the latest course co-published by somanyWays. In this course, discover the Workoscope®: a reading grid that allows you to better understand your relationship to work – your vision, needs and expectations at work. It was developed in 2018 by somanyWays, after more than 3 years of R&D with individuals in professional questioning. 

 

Take the test and find out what kind of relationship you have with your work!

 

1 ) You have just been offered a promotion. First of all, congratulations! Your first reaction is…

a ) Accept without hesitation and immediately change your job title on LinkedIn to inform your network

b ) To take time to reflect on the changes that this new position may involve before making any decisions 

c ) To be enthusiastic about the idea of discovering new missions and to ask my interlocutor about the possibility of training associated with this promotion 

d) To look forward to discovering new projects and getting out of my comfort zone! 

e) To ensure that this promotion will enable me to make a significant contribution to the company’s development on key high-impact issues, as this is what drives me

 

2 ) A new project is discussed at a team meeting. You are…

a) You provide information on the stakeholders and people involved in the project

b) Take the lead in establishing a clear and well-defined plan of action to move the project forward 

c) Offer your help to advance a part of the project that interests you and in which you can deploy new skills 

d) Take the opportunity to organise a brainstorming meeting to innovate on this new project 

e) Remind the team of the importance of including this project in a CSR and environmentally friendly approach 

 

3) A new recruit has just joined the company! At the welcome breakfast, you will…

a) Ask them about their professional experiences and education, in search of common knowledge! 

b) Welcome them and invite them for a coffee to discuss joint projects!

c) Be delighted and interested in the personality of this new talent!

d) Offer to introduce yourself in 3 fun facts, it’s a change!

e) Ask about them values and the reasons why they joined the company

 

4 ) Friday, 6 p.m., you leave work… On the way home, you…

a) Open LinkedIn to see the reactions to your last post!

b) Hurry so you don’t arrive late for your dance class, it’s your passion and you’re already revising the steps in your head.

c) Log on to the Coorpacademy app to do a course and develop your skills!

d) Still thinking about that current project you’re having a challenge with, on Monday you’ll have the solution for sure.

e) Have already left a little earlier, you had a volunteering assignment planned for that evening!

 

5 ) For you, the ideal manager…

a ) Sets ambitious goals and gives you responsibility!

b) Is attentive to what matters to you and focuses on the relationship.

c) Takes a coaching approach and pushes you to excel!

d) Gives you carte blanche and entrusts you with innovative projects.

e) Invites you to take up environmental or social issues in the company and understands your causes!

 

Results

You have a majority of a)

You are in Ascension mode. You are looking for career advancement and responsibility above all. Your status and title are important to you. Your Linkedin profile is always up to date, you are open to development opportunities and seek visibility with influential people. Proactive, you know what you want and dare to express it.

Your area for improvement: sometimes having a tendency to forget about others in favour of your personal goals.

 

 

You have a majority of b)

You are in Equilibrium mode. For you, there is work on the one hand and passions and interests on the other. You seek to preserve your personal life and appreciate a regular work rhythm within a precise framework, with a pleasant climate.

Your area for improvement: you bring consistency to the company, but be careful not to be reluctant to change.

 

You have a majority of c)

You are in Introspection mode. You are looking to develop the skills that interest you and to grow personally. You question your place and role in the company and ask for diversity. You expect your work to allow you to express your uniqueness, to exercise your passions and interests. Your taste for learning allows you to explore new paths.

Your point for improvement: be careful not to forget the collective issues.

 

You have a majority of d)

You are in Transformation mode. You are looking to innovate, to invent, to make things happen in your organisation. You are driven by leaving your mark. Enthusiastic about new things, you like to get out of your comfort zone and ask for autonomy.

Your point for improvement: A driving force in times of change, you may however have a tendency to reinvent the wheel!

 

You have a majority of e)

You are in Impact mode. You seek to have a positive impact on the environment, others and society. This can be expressed through a sensitivity to your company’s purpose and values, through an interest in CSR, employee representation bodies or transmission. Your commitment contributes to the evolution of the company on key issues.

Your point for improvement: Be careful not to neglect your daily tasks in favour of your causes.

 

To go further and understand what your employees expect in order to engage them in the long term, discover the course Encouraging engagement at work co-edited by somanyWays.

 

Encouraging Engagement at Work

 

About somanyWays

New aspirations, new jobs, rapid obsolescence of skills, a context of uncertainty… work is changing at the pace of the words and the evils of the times. In a world on the move, somanyWays contributes to the emergence of a new work culture, more virtuous and more in tune with the needs and uniqueness of each individual. Our mission? To accompany, train and equip individuals and companies so that everyone can (re)find meaning, pleasure and therefore commitment at work.

Tell me how you remote work and I’ll tell you what country you are from

 

Since February 2nd, remote working is no longer compulsory in France but still strongly recommended. Although this legal constraint has now been lifted for companies, employees have adopted this practice, which has rapidly become normalized since the first lockdown. 

Une récente étude de PwC révèle que 68 % des dirigeants déclarent que les employés doivent être présents au bureau au moins 3 jours par semaine pour maintenir une culture d’entreprise unique. Si la situation est plutôt favorable à l’adoption du travail hybride en France, qu’en est-il pour les entreprises et les collaborateurs chez nos voisins Européens ?  Ces réponses, nous les trouverons dans une enquête menée par l’Ifop pour la Fondation Jean Jaurès auprès d’actifs issus d’échantillons représentatifs en Allemagne, en France, en Espagne, en Italie et au Royaume-Uni.

A recent PwC study reveals that 68% of managers say that employees need to be in the office at least 3 days a week to maintain a unique corporate culture. If the situation is rather favourable to the adoption of hybrid working in France, what is the situation for companies and employees in our European neighbours?  These answers can be found in a survey conducted by Ifop for the Fondation Jean Jaurès among working people from representative samples in Germany, France, Spain, Italy and the UK.

 

How many days do you remote work in a week?

If you are in France, you may have “less access” to remote working. Indeed, according to the survey, only 29% of French workers declare to remote work “at least once a week”. This compares to 51% of Germans, 50% of Italians, 42% of British and 36% of Spaniards. Globally, remote working is present, but not to the same extent, and therefore covers a desire for a balance between face-to-face and remote working.

 

What is your socio-professional category?

Remote working is not accessible to all. Indeed, even among our European neighbours, inequalities in access to remote work by socio-professional category (CSP) are visible. All the countries surveyed showed that the CSP+ have more access to remote work than the CSP-. This gap is reinforced in France, with a 39 point difference (56% of CSP+ and 17% of CSP- have access to remote work) whereas the gap between the two categories is “only” 8 points in Italy, the country where access to remote work is the most socially homogeneous (with weekly rates that concern 56% of CSP+ and 48% of CSP-).

 

How many days would you ideally like to remote work?

At least 2 days? Are you thinking of moving? On average, the number of “desired” days of remote work is 2.7 in Spain, 2.4 in Italy, 2.2 in Germany, 2 in the UK and… 1.8 days per week in France.

 

How old are you?

In Europe, a majority of workers under 35 remote work, while those over 50 do not. In France, this discriminating variable is more homogeneous. 31% of those under thirty-five work remotely at least once a week, compared to 28% of those aged fifty and over. This shows that “digital natives” and “boomers” are not as different as they would have you believe!

 

Do you have children?

According to a study by Valoir, remote working has resulted in an overall productivity decrease of only 1%. However, a nuance appears! Among parents, for whom the balance between personal and professional life is more difficult to guarantee, productivity is of 2%. This is lower than for employees without children, for whom productivity has fallen by 3% since they started remote working. Perhaps more accustomed to juggling multiple tasks and organising their time, parents also have obvious reasons for wanting to work harder to manage other daily tasks!

 

What are the advantages of remote working?

La pratique comme le souhait de télétravail diffèrent selon les pays. Néanmoins, ses représentations associées y sont partout plutôt homogènes et positives. En effet, trois avantages reviennent systématiquement : les économies financières (trajets, repas, garde d’enfants…), l’autonomie supplémentaire en matière d’organisation et la meilleure conciliation entre vie personnelle et vie professionnelle. Les pays qui ont davantage recours au télétravail voient la motivation de leurs actifs augmenter. Tout du moins en Europe. Au Japon, une étude révèle qu’alors que le télétravail a concerné jusqu’à 25% des salariés japonais (contre 6% avant la crise), il a paradoxalement débouché sur une baisse de productivité d’environ 20% en moyenne. Ainsi, le télétravail n’est pas accueilli et vécu de la même manière selon les cultures :  il existe des spécificités et exceptions.

Both the practice and the desire for remote work differ from country to country. Nevertheless, the representations associated with it are everywhere rather homogeneous and positive. Indeed, three advantages are systematically mentioned: financial savings (commuting, meals, childcare, etc.), additional organisational autonomy and better reconciliation between personal and professional life. Countries that make more use of remote work see an increase in the motivation of their workers. At least in Europe. In Japan, a study shows that while remote work has reached 25% of Japanese employees (compared to 6% before the crisis), it has paradoxically led to a decrease in productivity of about 20% on average. Thus, remote work is not welcomed and experienced in the same way in different cultures: there are specificities and exceptions.

 

We are only at the beginning of the managerial and organisational transformations that the implementation of remote work implies. If it is an increasingly common practice for some, it would be wrong to think that it concerns the entire workforce in France. However, aware of the advantages brought by these new ways of working, these figures can only evolve positively. Therefore, supporting companies in these developments is a priority in order to give them the keys to meet the expectations of their employees and ensure their commitment at work. 

5 tips for managers to safeguard the mental health of their teams

 

In September 2020, the term “anxiety” was searched for 40,500 times on Google, a query that increased by more than 50% compared to the previous year. Today, the trend is confirmed. After two years of living under the impact of health restrictions and vaccine rebounds, the anxiety-inducing climate is affecting the mental health of the French and, therefore, of employees.

 

According to the most recent survey on the subject conducted by CoviPrev, 26% of French people suffer from anxiety, a level 12 points higher than in 2020. The study also points out that nearly 3 out of 4 French people reported sleep problems in the week preceding the survey.

 

While the lockdown had a dramatic effect on the mental health of some, it also allowed others to refocus on themselves, and to better take into account their personal needs. According to Brigitte Joubert, psychologist and consultant for the Positive You platform, “the lockdown has put the quest for well-being back at the forefront”.

 

This sought-after well-being not only has positive consequences for the individual, but also for the company! If an individual is less anxious, more serene, then he or she will be more effective at work. Thus, the question of well-being at work, beyond being a social issue to be taken seriously, is also a real vector for growth and productivity.  A study by the Department of Economics at the University of Warwick in England concludes that being happy at work could on average increase employee productivity by 12%.

 

Discover 5 tips to successfully preserve the psychological well-being of your employees as a manager:

 

  • Adopt a daily attitude of listening 

 

The way people are treated and led on a daily basis is central to their mental wellbeing and commitment. So it is important to listen to your team.

 

Maintaining a mentally healthy workplace also means responding to mental and physical health, safety and well-being issues in and because of the work environment on an ongoing basis. Talking about your mental health is your choice, and you don’t have to talk about it in the workplace if you don’t want to. However, if your mental health is significantly affecting your work, it is best to tell your employer. In this case, it is the same as reporting a physical health problem.

 

  • Taking care of your own mental health

 

It can be helpful for employees to see their managers prioritising their own mental health as well. This creates a culture within the organisation where everyone is allowed to look after their own wellbeing. Managers need to adopt healthy behaviours, such as exercising during the day, openly expressing gratitude for things that are working well and having their boundaries and including equal consideration for physical or mental health issues in their speech or attitude.

 

  • Be available to listen to your employees

     

If you spot signs of mental ill health, you should start a conversation with your employee. Opening questions could include:

– “How are you doing at the moment?”

– “You seem a bit down. Is everything okay?”

– “I noticed you’ve been coming in late recently and I was wondering if you were okay?”

– “Is there anything I can do to help? ”

 

Ask the person if they would like to talk – if they refuse, make it clear that you are available if and when they need you.

 

  • Be proactive in finding solutions

 

To help an employee with mental health problems, make sure you focus on what can be done. Take a proactive and positive approach.

 

If you are not sure what to do, discuss it with those around you, your line manager or your mental health support provider to share ideas about what is possible and how you could help.

 

To find all the best practices to adopt to ensure the mental health of your employees, discover the eponymous course co-published by Video Arts. 

Mental Health – Part II

 

Voir l'étude de cas