We’re delighted to announce that our customer, La Française des Jeux, the operator of France’s national lottery games, has won the “Cas d’or du SIRH 2023” award in the “Training” category!
This French award recognizes the best digital solutions and devices for Human Resources.
In addition to this distinction, FDJ was also awarded the “Grand Prix”, testifying to the exceptional quality of their training project, launched in 2017 with the aim of boosting the FDJ Group’s digital transformation.
We are celebrating and would like to share with you the success story of their DigiLearn training platform, which enables all employees to be trained in CSR.
A unique training experience
Jérôme Pesenti, Head of Training at FDJ, emphasizes the importance of the training experience offered by the DigiLean platform.
DigiLearn: the FDJ Group platform
DigiLearn, a platform developed in collaboration with Coorpacademy by Go1, is accessible to all FDJ Group employees. It has been designed to accelerate the digitization of training courses by focusing on accessibility, short and engaging formats, and a catalog of native and tailor-made content.
And it works! Learners are delighted, like Sophie, an FDJ learner who regularly uses the DigiLearn platform:
DigiLearn’s objectives and development
The DigiLearn project was launched in 2017 with the aim of boosting the FDJ Group’s digital transformation. Since then, the project has seen several key milestones, including the introduction of new training courses focusing on Soft Skills and the opening of the platform to the various subsidiaries in 2019. In 2021, the group CSR program was launched via DigiLearn, followed by the creation of a Diversity and Inclusion (D&I) playlist in 2022. Finally, in 2023, FDJ innovated by introducing a profit-sharing criterion based on the completion of a playlist on the environment.
We congratulate FDJ on this well-deserved recognition: both the “Cas d’or du SIRH 2023” award in the “Training” category and the “Prix du Jury”. The DigiLearn project has been a real success in terms of CSR training. We’re proud to be working with FDJ to offer a unique training experience to all their employees!
On Thursday June 8, Go1 brought together its customers for its Digital Learning Club in Paris. Twice a year, this event brings together our corporate customers to share news and learning experiences, as well as best practices.
This edition theme was “How to engage learners & train the workforce on green skills“. How can employees be guided towards greater ecological awareness? How can we recruit and retain employees who are increasingly interested in these issues? How can we make the practical link between HR and CSR? These questions were at the heart of our exchanges, and were the subject of a panel discussion with experts.
Speakers’ panel: how to engage employees in green skills?
Stéphanie Osmont, La Poste Group Director of Social and Environmental Innovation, Julie de La Sablière, President of Little Wing, and Christian Nouel, chairman of the Fondation Croissance Responsable, took part in our Digital Learning Club panel discussion moderated by Amélie Barloy Lancrenon, Director of Partnerships and Content at Coorpacademy by Go1.
During this exchange, the panelists shared their ideas on greening employee skills and, more generally, discussed the challenges of transforming companies to achieve their sustainable transition objectives.
Three key points stand out:
All concerned: CSR is everywhere
La Poste is committed to “crossing the 50,000 Frescos mark internally by the Paris Olympic Games”, explains Stéphanie Osmont. This example of the number of employees to be targeted as part of the Climate Fresco training was a reminder that communicating around precise, measurable objectives is a crucial lever in the sustainable transition of companies.
The Climate Fresco (“Fresque du Climat” in French) is a French tool which objective is to raise employee awareness of the challenges posed by the climate emergency, teaches about the solutions available and encourages participants to get moving, so that everyone can play their part, both personally and professionally. This type of event is one of the building blocks of a company’s commitment to social responsibility, which is increasingly moving away from a silo-based CSR policy towards a genuine commitment to social responsibility.
The committed company: a clear demand from employees
Companies have had to change many times in recent history, proving that their transformation is far from impossible. When companies adapted to the digital revolution, the challenge was to create as much alignment as possible between employees’ personal and professional lives (adoption of everyday tools, reskilling in most professions…).
Julie de La Sablière draws this parallel to explain that, in the same way, companies need to take the measure of their teams’ demands and expectations with regard to the ecological transition. The first step is to listen to them, which is still not done systematically enough. Yet there is a strong expectation and desire not only for training, but also for “power to act” within one’s organization. While one in 2 working people feel that their skills are not up to the ecological challenges (Unédic with Elabe), all employees today see the value of training in these issues. The expectation is real.
His advice to company directors? “Make strong decisions and give employees the means to take action: to do this, you need to align management teams, put in place the right training solutions, but also and above all support employees in taking on board these issues, which are often very anxiety-provoking when they are not turned towards action.”
Leading by example: the duty of major groups
For Christian Nouel, this parallel between digital transformation and the sustainable transition of companies is also interesting from the point of view of the place of the law in these processes. Where the law lagged behind the Internet, it is now an essential pillar of sustainable transition, forcing companies to rethink their strategy and adapt their governance.
It is also necessary to create a group effect, so that large companies enable smaller ones to achieve the sustainability objectives assigned to them by law and regulation. In this way, the ecosystem needs to show solidarity and get moving, around ambitious, shared objectives. To achieve this, Christian Nouel insists on the need to adopt “a totally holistic vision”.
Green Skills Pack: heading for sustainable development week!
After a networking lunch featuring Go1 CEO Andrew Barnes, the Digital Learning Club resumed with an interactive quiz hosted by Nandi Dossou, Head of Customer Success & Support at Coorpacademy by Go1, and won hands down by our corporate client LCL!
This was followed by a presentation of our “Green Skills Pack”, tailor-made for our customers. The heads of our Customer Success team, Capucine Forbin and Morgane Poilleux, explained how to take advantage of Sustainable Development Week this September, but also how to promote the ecological transition every other day of the year. Employee engagement is ensured by dedicated events and interesting, entertaining content, which we organize into playlists designed to help you achieve your green skills objectives.
Our course with the C3D (Collège des Directeurs du Développement Durable), “Understanding the ecological crisis“, was the most popular course in the Coorpacademy by Go1 catalog this month!
Thank you all for your active participation and for sharing your ideas at our Digital Learning Club!
Every generation may tend to think so… and rightly so, since it’s easier to collaborate with people of the same age as ourselves. We don’t have the same aspirations or day-to-day needs as those who have more or less professional experience than we do. Our ebook “X, Y, Z & Co: A Practical Guide to Managing All Generations” is here to enlighten you about this phenomenon and to convince you to work with intergenerational teams, which are the most effective at work.
In this ebook, we explore the differences that characterize each generation at work, the better to demystify preconceived ideas and discover the commonalities attributed to them. But that’s not all! We also give you practical advice on how to meet the challenges of intergenerational management and find the keys to motivation for each group. In short, the ABCs of X, Y, Z and Co!
There’s more to the world of work than philosophy, but we’d like to give you a minute’s thought. According to André Comte-Sponville, successful management depends on employees enjoying their work. Today, the question of the meaning of work is back with a vengeance: why do we work? Everyone answers this question in their own way, with varying degrees of importance. Different generations, shaped by distinct and constantly evolving eras, approach work in different ways. Whereas Baby Boomers and Generation X saw the company as an extension of themselves, Generations Y and Z see work first and foremost as a means of personal fulfillment. And this shift in perception is at the heart of the matter, because everyone could answer the question posed above in a different way.
We recently watched the WeCrashed series, which tells the story of Adam Neumann, the charismatic founder of WeWork (a controversial and topical venture). He asserted that tomorrow’s employees want to “People want to make a life, not a living”. We can’t argue with him when we see the proliferation of coworking spaces and ultra-cool startup offices, with their table soccer games and after-work parties. Today’s company has become a real place to live, where future generations want above all to feel good and fulfilled. The relationship with work has shifted from a purely professional one to a more affective one, bringing with it new expectations on the part of employees and requiring adapted management.
This new affective paradigm of work requires a change of mentality on the part of managers. They must take on the role of coach, showing empathy and inspiration, and providing regular feedback. The traditional relationship between manager and subordinate is gradually giving way to a balanced exchange. To win the loyalty of their teams, managers need to be constantly listening to their employees. The master-pupil relationship is gradually giving way to a win-win one, and this is leading to a reorganization of hierarchical relationships.
So how do you meet the challenge of intergenerational management? First of all, you need to be flexible and adaptable. Each generation has its own preferences and needs, so be prepared to adapt. Find out what your employees’ needs and expectations are, and try to meet them by adapting your posture.
Managing teams is always a continuous process of adaptation and learning, and even more so when you have to manage employees with different motivating factors. Stay tuned and open to change!
The first step? We strongly advise you to gain a better understanding of the specificities of each one and discover all our tips for developing intergenerational management skills by downloading our ebook “X, Y, Z & Co: A Practical Guide to Managing All Generations“.
