Rédaction Blog, Author at Coorpacademy

How Sopra Steria became a learning organization – Discover our interview!

The Sopra Steria Group, a major player in the European Tech sector, is fully committed to developing the skills of its 55,000 employees to become a true learning organization.

In this video interview, discover the testimonies of Louis-Maxime Nègre, Human Resources Director at Sopra Steria, Adrien Kéruzoré, Head of Learning Experience and Innovation at Sopra Steria Academy, and Marianne Abadie, Training Manager at Sopra Steria Academy!

Sopra Steria, a major Tech player in Europe

As Louis-Maxime Nègre reminds us, Sopra Steria is a Group that is constantly preparing for the world’s major transformations, in an environment that is constantly changing. This reality is characterized by societal, social, environmental and ethical changes. As a European leader in Tech, recognized for its consulting, digital services and software publishing activities, Sopra Steria is committed to supporting its customers in their digital transformation, thus contributing to a more sustainable world.

Training is of crucial importance at Sopra Steria. It is the key to helping the company’s 55,000 employees develop their skills, both technical and behavioral, and thus ensure customer satisfaction.

How to build a learning organization

Sopra Steria Academy has a clear ambition: to build a learning organization at all levels of the company. The idea is to enable each employee to become a player in his or her own learning process, and to encourage continuous skills development.

To achieve this objective, Sopra Steria has set up various training systems. Among them, the Coorpacademy by Go1 platform plays a central role, covering needs in three key areas:

1. Management & Leadership: For coaching and cross-functional management.
2. Behavioral skills development: for learning to learn and stimulating creativity.
3. Technologies : For an introduction to digital and emerging technologies such as Artificial Intelligence, Digital Sustainability, Data, and Security.

The latter theme has been widely covered since the merger with Go1, which offers a wide range of short courses on the subject.

Make training an event and create learning rituals

To anchor the learning culture within the Group, it is necessary to make training an event and create learning rituals. To this end, the Group organized several events throughout the year:

– The Learning Month

According to Louis-Maxime Nègre, it’s essential to make training an event to create learning rituals. Last June, Sopra Steria launched its first “Apprenticeship Month”. The aim was twofold:

1. To embody the learning culture by involving all employees through a unifying event.

2. Introduce rituals to change the mindset towards training.

– “Learning World Tour”: June in two highlights

As Adrien Kéruzoré, Head of Learning Experience and Innovation at Sopra Steria Academy, explains, the month of June featured two highlights. Firstly, the “Learning World Tour” on June 7, 8 and 9, with the theme “Skills for a Greener Future”. The company is committed to increasing skills in green and sustainable skills, crucial for a more environmentally-friendly future.

Then, from June 12 onwards, Sopra Steria distributed Coorpacademy or customized educational content on a daily basis, created by Sopra Steria Academy experts, to encourage and anchor learning rituals among employees over the long term. Modules were shared to train employees in digital transformation, a strategic priority in the company’s training plan.

Engaging employees in training: the benefits of Digital Learning

Personalization and gamification are essential levers for engaging employees in their skills development. The functionalities of the Coorpacademy platform make the learning experience pleasant and motivating, which, as Adrien Kéruzoré reminds us, “makes employees want to go on the platform and encourages emulation”. In this way, several factors encourage commitment:

Easy integration into everyday life

Marianne Abadie, Training Manager at Sopra Steria Academy, comments: “The accessibility of the platform and the diversity of formats make it easy to integrate training into my daily routine”. She often sets aside half an hour a week for regular training. These courses have helped her in specific situations, such as managing international projects in hybrid mode, which encouraged her to take the module on “Intercultural communication”.

Diversity of learning methods

Adrien Kéruzoré emphasizes the diversity of the modalities on offer, including podcasts on technological developments and forward-looking issues. These varied formats enable learners to choose what best suits their needs and learning style. Marianne Abadie also cites other features, such as the revision mode, which enables learners to revisit concepts they have already learned, and innovative modules like Cluedo and Trivial Pursuit, which make learning fun. It is through this diversity that every Group employee can learn, at his or her own level, pace and needs.

How to prolong the learning dynamic?

The learning dynamic doesn’t stop with “Learning Month”. The Sopra Steria Group continues to innovate in order to maintain training as a lever for day-to-day development.

New highlights are organized throughout the year to maintain training as a lever for day-to-day development. A new training catalog format has been rolled out, making it easier for employees to find their way around their learning path. The catalog contains numerous Coorpacademy modules carefully selected to enrich training paths.

As Louis-Maxime Nègre reminds us, in an ever-changing world, it is essential to offer relevant, up-to-date content, available in several languages, to meet the challenges of international transformation. This is how Sopra Steria ensures that its employees remain prepared and competent to face the challenges of the future.

To find out more about our customers and Digital Learning, follow our newsletter! To become a learning organization yourself, make an appointment with one of our experts.

Digital Learning: an effective lever for upskilling employees? Back to our webinar with U Enseigne

U Enseigne has the dual objective of accelerating managerial transformation and developing digital transformation within its cooperative. In a recap of our webinar, discover how, thanks to Coorpacademy by Go1, U Enseigne has become a learning organization.

The webinar was moderated by Martin Caboco, Success Customer Manager at Coorpacademy by Go1, and welcomed Sophia Lacome, Educational Engineer at U Enseigne, who shared her feedback on the platform, 1 year after its launch.

U Enseigne, a supermarket cooperative, employs over 75,000 people in its stores, and has around 2,300 employees in U Enseigne establishments, who support store performance. Historically, training courses were mainly face-to-face and focused on office automation. With the launch of U Learning in June 2022, an online training platform for 2,300 store employees, U Enseigne has marked a major turning point in its training strategy.

From face-to-face to online training

U Learning has decided to rely on e-learning to train its collaborators more rapidly and on a larger scale. Historically delivered in face-to-face, training at U Enseigne was designed to meet a number of challenges:

– High demand for training in digital transformation, sustainable development and soft skills.

– Need to provide an immediate response that is accessible to all, and that meets the challenges of all business lines.

– Create a real training reflex among collaborators, to become a learning organization.

The U Learning platform was well accepted by collaborators, who quickly adopted the training content. The platform has been designed to meet the immediate needs of U Enseigne collaborators, with an emphasis on the development of digital skills and “soft skills”, to meet the growing demand for these skills.

The success of U Learning: one year on

Sophia Lacome confirms with Martin Caboco, who has been with U Enseigne since the launch of the project, that the platform and content offered by Coorpacademy by Go1 have met the needs of collaborators and convinced them!

After a year’s deployment of the ULearning training platform, the results are promising. The platform now has over 2,000 active users, out of a target of 2,300, which is a significant achievement. Human resources teams are pleased with the progress made, confirming that the initial objective has been achieved. It’s important to note that the switch to digital has not meant the end of face-to-face training, but rather the addition of a new element to the overall training strategy. Collaborators are enthusiastic about the new platform, and fears that it would replace face-to-face training with digital training modules have proved unfounded; on the contrary, it’s a brick that consolidates the existing strategy.

What’s more, the objective of creating a craze for training has also been achieved, with a real training reflex having been created among employees. As Sophia Lacome mentioned during the webinar, “collaborators appreciate having a freely accessible platform to support them in their day-to-day tasks”. When they’re looking to improve on a particular subject, their reflex is no longer to “google” the solution, but to log on to U Learning! That’s quite a victory.

The benefits of Digital Learning for the learning organization

U Learning has met the needs of U Enseigne’s collaborators for increased skills in a variety of ways. The first obstacle to training, as Sophia Lacome points out, is lack of time and workload. By offering a Digital Learning platform, collaborators can now benefit from microlearning modules that enable them to train quickly in 5 minutes. This format appeals enormously to learners and lends itself well to U Enseigne’s need to create this training reflex. Quiz formats and videos also make learning more interactive and fun, while the ability to access the platform from different devices has increased flexibility. Sophia Lacome insists on this “multi-device” accessibility, which means that training can be enjoyed not only on the job, but sometimes even outside it, by listening to podcasts, for example. In this way, the variety of training formats offered by digital technology has largely contributed to making learning more interesting for U Enseigne collaborators.

How do you engage collaborators in long-term training?

U Enseigne’s collaborators have quickly grasped the importance of ongoing training. Nonetheless, it’s worth pointing out good practices, such as setting aside dedicated time in their calendar for training, as Sophia Lacome suggests. Managers also play a key role in promoting training and explaining its benefits to their teams. What’s more, aligning training content with internal company events has boosted engagement, ensuring that the right information is made available to employees at the right time, to maximize collaborator interest.

The two pillars of learner retention :

Two elements have been key to learner retention. The first is the platform’s editorial calendar, based on key internal moments and international dates, which keeps employees interested throughout the year. At U Enseigne, the editorial calendar is based on internal events, but also on the animation plan proposed by Coorpacademy by Go1.

The second pillar is gamification and the platform’s functionalities. Battles”, where colleagues can challenge each other on training modules, or gamified modules such as the recent “Monopoly: the art of negotiation“, have helped to motivate employees and strengthen their commitment.

Leading by example: Sophia Lacome, the platform’s first ambassador

Sophia Lacome, as Educational Engineer, also shared her own experience. Being immersed in training topics on a daily basis, she regularly spends 1-2 hours a month on the platform to deepen her knowledge and prepare for specific training projects. This shows how even training experts continue to rely on digital tools to enhance their skills.

She also shares how microlearning can be very useful on a day-to-day basis, like a few minutes before the webinar, when she was able to take a short course on public speaking.

The U Learning project implemented with our customer U Enseigne is a true example of customer success! We’re proud to have helped U Enseigne employees develop their skills, and to have encouraged the adoption of a learning reflex within their teams! This initiative has made it possible to respond to the need for collaborators to upgrade their skills, while strengthening commitment and creating a favorable learning environment. With a solid strategy, innovative features and ongoing commitment, U Enseigne has made training even more impactful!

Monopoly: the art of negotiation – Discover our new pedagogical innovation!

Did you know? According to Monopolypedia, Mr Monopoly is No. 13 on Forbes’ 15-name list of the richest fictional characters, with a net worth of $1.2 billion. And that’s probably because Mr. Monopoly is a master negotiator.

One of the first board games based on buying and selling land for development, it quickly became the world’s best-known board game.

We’ve all played Monopoly before. We’ve all learned how to get rich on the backs of our loved ones in order to win the game. It’s a game that lets us have fun while developing essential negotiating and strategizing skills. No wonder Churchill loved to play it.

So what does a pedagogical Monopoly look like?

Negotiation in action

Based on the founding principle of the board game, we have adapted this module to meet a specific pedagogical objective. The aim? To develop negotiating skills.

Taking inspiration from games to develop soft skills is part of our DNA. Our partnership with Hasbro has already given rise to a number of playful, immersive formats, such as the Trivial Pursuit-inspired modules for developing general knowledge, and the Cluedo educational investigation, which aims to develop critical thinking and is one of our top 5 most consulted courses.

The principle: mobilize your negotiating skills and your sense of observation to land the ultimate property title. All this by exchanging only the shares in your initial investment.

After analyzing his possessions and those of the three owners with whom he will have to negotiate, the learner will build his negotiation strategy and action plan, and then dialogue with each of his interlocutors to achieve his objective.

In this “Monopoly: the art of negotiation” module, we cover several pedagogical principles around negotiation:

– analysis of concrete elements upstream to prepare your strategy (property titles of each owner, interests, objectives, personality, etc.)

– application of negotiation techniques during dialogues (analysis of the personality of the other party, choice of negotiating stance, etc.).

When the learner begins the experience, they have 3 property titles in their initial stake: a main title, which will enable them to build a negotiation strategy, and two “bonus” titles, which can help them to convince the other party in the event of difficulty.

Before starting a negotiation, the learner must consult the documents available in the office, which contain various elements essential to the development of his strategy. By analyzing these various elements, the learner determines how to conduct his negotiations to achieve his objective. Once the strategy has been defined, the learner can start negotiating with the owners.

Gamified learning experience

Taking inspiration from the rules of Monopoly seemed obvious, but the learning experience had to follow! To achieve this, we created an immersive, interactive module based on the codes of the famous board game.

The board, the starting square, the jail passage, the chance cards and the famous property cards have all been adapted for our version of pedagogical Monopoly!

And what would Monopoly be without Mr. Monopoly… The emblematic character accompanies the learner like a mentor throughout the module. He will intervene at various stages of the experience: briefing on the mission, advice and feedback throughout the negotiation phases, and congratulations when the objective is reached.

Better training impact

If we’re fond of gamified modules, it’s not because we like to play games, but because immersive, interactive, game-inspired modules are more effective!

But what is gamification? Gamification involves introducing game-inspired elements or features to make digital learning more interactive, fun and competitive. As a result, gamification encourages learners to become more engaged with the learning medium they are following, increasing information retention and building a learning culture.

Indeed, emotion is a shortcut to memorizing information. When emotions are called upon, our attention is captured, enabling our brain to memorize that moment. In this way, it is also emotions that articulate the inscription of a memory in the memory and consolidate it more or less durably. Indeed, emotion is a shortcut to memorizing information. When emotions are called upon, our attention is captured, enabling our brain to memorize that moment. In this way, it is also emotions that articulate the inscription of a memory in the memory and consolidate it more or less durably.

When we play, we feel emotions. Joy, frustration, stress and anticipation – games use these emotions to trigger our memory. By adapting this principle to digital learning, we improve information retention thanks to the learner’s interest in the training module. By experiencing a familiar, nostalgic feeling when returning to the famous game board, learners will pay more attention to what they are learning.

What’s more, the immersive, interactive format gives learners the impression of being in a real game of Monopoly, as opposed to being learning on a training platform. Engagement is guaranteed. In fact, one study revealed that 90% of employees are more productive thanks to gamification.

So don’t wait any longer and discover this innovative new module: “Monopoly: the art of negotiation”.

Engaging employees in training: what our customers think of Forever Learning, our animation program

While the summer is sometimes synonymous with desertion in the office, another aspect of working life is affected: training.

The conventional wisdom is that it can be difficult to motivate and engage employees in training during the holidays, and rightly so. However, at Coorpacademy by Go1, our ambition is to engage learners in training, all year round.

Because continuous learning is crucial for anchoring knowledge, every year we work on a program to animate our customer platforms, in order to offer an impactful and effective learning experience.

So, as every year, our Summer Learning Camp was held from 26 July to 16 August 2023. This year, we put forward a fun playlist, designed to offer innovative and engaging formats on a variety of themes.

Increasing commitment

The good news is that it works! Just when you might think that learners don’t connect to the platform during the summer and don’t want to learn, our animation proves the opposite. But that’s no longer a surprise to us, given the results generated by the same event in 2022.

During the 2023 Summer Learning Camp, which attracted over 17,000 participants, we saw a 5% increase in user connections compared with the 2 weeks prior to the event. Positive results, both literally and figuratively. The number of courses started rose by 14%, and 23% of courses were completed.

To motivate learners even more, 3 winners are drawn at random from among the participants to win a prize, including this year 1 year’s subscription to an audio book and podcast application.

Positive feedback from our customers

Our ongoing support in running our customers’ training platforms is highly valued. Saving time, engaging learners, providing expert advice and setting up learner communications, our team of Customer Success Managers is a real asset for maximising the impact of training within your company.

Recently, our customer GrantThornton warmed our hearts with this feedback on our support and the activities we offered:

Support throughout the year

Our “Forever Learning” programme, developed in close collaboration between the Communications and Customer Success departments, promises many highlights throughout the year. This personalised support is essential and takes into account the expectations and recurring issues that our customers tell us they have. In this way, the programme meets the needs of our customers and covers the major training themes that concern companies undergoing major transformation.

What’s the next event?

In order to raise your employees’ awareness of the environmental transition, our “Forever Learning” programme will soon be launching a new activity to coincide with European Sustainable Development Week, which runs from 18 September to 8 October. Learners will be offered a brand new playlist.

La Française des Jeux, the operator of France’s national lottery games, wins the French Award “Prix des Cas d’or du SIRH 2023” for its DigiLearn training project!

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!

Green skills training: a look back at the Digital Learning Club on June 8, 2023!

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!

Intergenerational management: Dive into the basics of X, Y, Z & Co!

“Things were better before”

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“.

Safran’s Digital Academy: a look back at the first year of Digital Learning with Frédéric Verger

One year after the launch of the Digital Academy, Safran’s online training platform that trains employees to increase their skills on all digital transformation topics, Coorpacademy by Go1 takes stock of the situation with Frédéric Verger, Group Director of Digital and Information Systems and member of Safran’s executive committee. 5 minutes only to say it all!

In this interview, Frédéric Verger celebrates an “extremely successful adventure” with Coorpacademy by Go1, throughout this first year. In the first seven months, 15,000 collaborators had completed no less than 70,000 modules in total.

One year after launch, Safran has already exceeded 35,000 users for more than 2 million questions answered, for nearly 65,000 hours of training.

Frédéric Verger also details the functionalities and contents that have made the greatest impression on learners: a craze for battles, for example, a trademark of the Coorpacademy catalog, as well as a strong interest for certain digital trends in particular, such as blockchain, NFTs or the cloud.

It also describes the future challenges facing Safran’s Digital Academy, which has been renamed the Digital Academy “Plus”. The first year is coming to an end, with the ambitious objectives of training on the challenges of the group’s digital transformation. A second season is now starting with: complete training modules on core skills (data, engineering or manufacturing 4.0), the addition of several use cases (learning by experience) and all the new features of the Coorpacademy catalog (AI, Chat-GPT and much more).

The top soft skills to develop by 2027: “Future of Jobs”, World Economic Forum 2023 report

The World Economic Forum (WEF) published the “Future of Jobs Report 2023” on April 30, 2023. This fourth edition follows trends in the future of employment and provides essential information to guide and prepare employers and employees for the ongoing changes.

Workplace is changing rapidly and so are the skills required to be successful and employable. Employers are looking for people who possess not only technical skills, but also behavioral skills or “soft skills”.

You can discover the full report, otherwise stay on this page, we summarize the report in 5 key points:

1-Soft skills, a human-sized asset in the face of Artificial Intelligence (AI)

According to the WEF report, technology adoption will remain a key driver of business transformation over the next five years. While machines and algorithms can automate many repetitive tasks, jobs that require human skills such as creativity, collaboration, communication, problem solving and empathy will continue to grow. Soft skills radically differentiate us from Artificial Intelligence, which is why as these advanced technologies evolve, the demand for soft skills is increasing (by 53% according to the latest Coorpacademy by Go1 with Féfaur survey, published in April 2023).

Emerging technologies such as generative AI are redefining workforce demands, and employers are placing greater emphasis on “soft” skills. These skills enable companies to respond to change and automation. Socio-emotional skills became increasingly important between 2017 and 2023, with the exception of a brief shift back to technical skills during periods of labor market downturns that were due to Covid-19 during 2020.

The technologies most likely to be adopted are big data, cloud computing, education technologies and AI. More than 75 percent of companies plan to adopt these technologies in the next five years. The technologies most likely to disrupt jobs are digital platforms and apps, e-commerce and digital business, and AI.

2- Soft skills become key levers to adapt to change

In an ever-changing world, it is important to be able to adapt quickly to change. The world is changing so fast that it is even referred to as a “VUCA” environment: an acronym for volatility, uncertainty, complexity and ambiguity. So it’s not just in our heads! But a real and accelerating phenomenon. People with good problem solving, critical thinking and decision making skills will be able to deal with the challenges and opportunities they face.

Since the health crisis and the advent of remote work, companies are asking their talent to be able to collaborate remotely, whether with colleagues, business partners and customers. Employers are looking for people who can work in teams, communicate clearly and listen to others.

Finally, employers are looking for people who can lead teams and guide others. To do so, leadership skills, such as the ability to communicate effectively, motivate others and resolve conflict, are increasingly in demand.

3- Soft skills improve employee satisfaction and productivity

Employees with good behavioral skills are often happier and more productive in their jobs. This can help improve company efficiency and reduce employee turnover.

The more than 800 companies surveyed in the report indicate that investing in learning and professional development is a common strategy for achieving their organization’s business goals. Four out of five respondents plan to implement this strategy in the next five years. Skills development is most often seen as the responsibility of employees and managers, yet to multiply the impact of training, it must be embedded in the company’s strategy at the highest level.

4- Time is running out: get trained before it’s too late

Six out of ten employees will need training before 2027, but only half of them appear to have access to adequate training opportunities today. Between 2023 and 2027, the top training priority is analytical thinking, which is expected to account for 10% of training initiatives on average. The second is to promote creative thinking, which will be the focus of 8% of training initiatives. Training in the use of AI and big data ranks as the third highest priority for companies to build skills over the next five years and will be favored by 42% of companies surveyed. Employers also plan to focus on developing employees’ soft skills, i.e., leadership and social influence (40% of companies), resilience, flexibility and agility (32%), and curiosity and lifelong learning (30%). Two-thirds of companies expect a return on investment from professional development within one year of the investment, whether in the form of increased mobility between roles, greater employee satisfaction or improved productivity.

Companies also expect that investment in the ecological transition and adaptation to climate change will have an impact on employment. In particular, they will ask employees to develop new skills in the area of sustainable development, known as green skills. LinkedIn’s “Global Green Skills Report 2022” published in 2022 gives the following definition: “Green skills are those that ensure the environmental sustainability of economic activities”. The same report also tells us that the share of “green” talent in the workforce has grown from 9.6% in 2015 to 13.3% in 2022 (a growth rate of 38.5%).

5- Reshuffling the skills’ deck

Employers estimate that 44% of employee skills will be disrupted over the next five years. Cognitive skills are growing in importance the fastest, supporting the need for complex problem solving in the workplace.

According to the report, several skills are seeing a significant boost in importance. Companies surveyed indicate that creative thinking is gaining in importance slightly faster than analytical thinking. Technology literacy is the third fastest growing core competency in importance. Self-efficacy skills rank ahead of teamwork as the fastest growing skill. The socio-emotional attitudes that companies rank as the fastest growing in importance are curiosity and lifelong learning, resilience, flexibility and agility, and motivation and self-awareness. Systems thinking, AI and big data, talent management, and customer service round out the top growing skills. While respondents do not consider any skills to be in net decline, a minority of companies, but a significant one nonetheless, believe that reading, writing and math; the ability to keep one’s cool; manual dexterity, stamina and accuracy are becoming less of a priority for their employees.

45% of companies believe that investing in skills development is effective in connecting talent to jobs. Among actions government can take to promote employment, funding job training ranks ahead of flexibility in hiring and firing practices (33%), tax and other incentives for companies to improve wages (33%), improving school systems (31%) and changing immigration laws for foreign talent (28%).

In conclusion, soft skills are increasingly important in the future of work. Employers are looking for people who possess behavioral skills such as collaboration, communication, problem solving and leadership. People with these skills are better prepared to meet the challenges and opportunities of an ever-changing world.

But then, what are the 10 soft skills to develop by 2027?

Slashing, or when work becomes plural

Just imagine. You are 18 years old, with your diploma fresh in your pocket. The question you’ve been asked since first grade comes up again. What will you do later? You are allowed a maximum of 10 choices. You end up being accepted everywhere and that’s how you become a “slasher”.

No, this is not the title of a new profession but just another name to describe a recent phenomenon in the labour market. Don’t like Anglicisms? Too bad for you, the term “slasher” comes from the English word “slash”, which designates the slash used to join words together and give the whole a simultaneous character, for example, when you want to list two jobs that you do simultaneously.

For the history lesson, it was first introduced in 2007 by the American Marci Alboher in her book One Person, Multiple Careers. You may never have heard of it, but it is well documented in the Larousse, which defines it as “a person, usually from generation Y, who has several jobs and/or activities at the same time”.

Although few statistics exist on the subject, a study conducted by the Salon des micro-entreprises in 2015 already counted 4.5 million French people as “slashers”, i.e. 16% of the working population. Since then, with the hybridization of work and the changing expectations of workers, the trend to combine several jobs to fulfill one’s professional life is definitely underway.

These new expectations are especially claimed by Generation Z, who are 44% to declare that they “do not know if they want to do the same job all their life” (Moodwork, 2021). Moreover, according to an OECD study, the under-30s are expected to have an average of 13 jobs in their lifetime, most of which do not yet exist. It is therefore crucial for employees to learn to become more agile in order to prepare for the future of skills.

You might object that slashing is not for you. When you made your Parcoursup (or other orientation platform/moment) choices, you didn’t reach the limit of 10 choices. But don’t speak too soon, you may not have found the slash jobs of your dreams yet: 85% of the jobs of 2030 don’t exist yet.

Thus, “slashing” between several jobs could become the norm. However, this presents some challenges: time management, agility, prioritisation and job security.

Developing your soft skills is essential to respond with resilience to the changing world of work. So, here is our selection of 3 courses to learn how to work in the plural.

– Coorpcast, Episode 13 “Slashing: multiple jobs, multiple lives” edited by Coorpacademy

Our audio learning episode on the subject !

– Manage your time better co-published with Dunod Formation

Managing your time is essential to being truly effective at work. If you don’t manage your own organisation well, it can have repercussions for your colleagues and the teams you work with. And if you decide to “slash”, it will be essential to know how to juggle different jobs and organise your time according to your priorities!

This course will give you tips and keys to making the most of your time at work.

– Test your adaptability published by Coorpacademy

By definition, the future of work is constantly changing. In order to adapt, you’ll need to adopt best practices to become agile as a cat and land on your feet smoothly. Test your adaptability with this 9-step quiz, based on the three courses in our “Adaptability” course playlist.

Author: Rédaction Blog