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5 essential courses to sustainably transform the company through training

The ecological transition is an important axis of transformation for us, but also for the rest of the world. On the occasion of the Sustainability Week, which took place from 20 to 24 September 2021, discover the 5 essential courses to initiate the ecological transition of your company.

To learn is to understand

The causes of the ecological crisis are the first basics to acquire in order to understand the extent of the problem. Climate, pollution, biodiversity: the world’s ecosystems are in danger, and this is largely due to our social and economic system. The sustainable transformation of a company can only be effective if we also transform our personal and professional habits. The course “Understanding the ecological crisis“, co-edited with the College of Sustainable Development Directors (C3D), aims to provide the keys to understanding the ecological crisis, to enable professionals to understand the mechanisms at the origin of the ecological crisis, their interactions and their consequences.

Understanding the environmental crisis

Biodiversity, an often neglected natural capital

After understanding the extent of the ecological crisis, it is important to identify what the ecological crisis is jeopardising. Businesses need biodiversity to operate smoothly and sustainably. Yet businesses affect it as much as they depend on it. Biodiversity is essential to the proper functioning of all ecosystems, yet it is threatened by the ecological crisis. It is therefore time to act to protect it. Thus, the Coorpacademy course “Protection of biodiversity: an asset for companies“ transmits the best practices to preserve and enhance this natural capital, and allows all employees to be initiated into the challenges of the ecological transition.

Protecting biodiversity: an asset for companies

Transform in order to last

Are you up to date on the origins of the ecological crisis and its impact on biodiversity? It is time to learn how to transform the company. Our contemporary economic system, which is based on a model of infinite growth, is no longer viable. It is therefore crucial to understand how the company can reinvent itself to become sustainable? Thanks to the course “Preparing the company for the environmental transition“ co-edited with the College of Sustainable Development Directors (C3D), you will be able to guide the transformation through essential tools for the transition and by adopting the right reflexes in the face of change.

Preparing the company for the environmental transition

From a straight line to a virtuous circle

To go further and really revolutionise the current economic model, we recommend the course “The circular economy: from a straight line to a virtuous circle” co-edited with MySezame. Indeed, if we evolve in a world of finite resources, it has its limits and we are beginning to see these limits. It is therefore time to rethink our linear economy in order to transform it into a virtuous and above all, sustainable circle.

The Circular Economy: From a Straight Line to a Virtuous Circle

What does this mean in practice?

Once you have developed and tested your theoretical knowledge of sustainable transformation, it is time to look at CSR approaches. Starting a CSR approach depends on each company. Each company can act on its own scale and have a greater or lesser impact on its sector, but how do you start or transform your own CSR approach? To guide you, discover through the Coorpacademy course “Sustainable transformation: success stories and business cases“ 3 very different companies that have integrated CSR into their strategy based on the UN Sustainable Development Goals. A course to give you the keys to action to positively impact society.

Sustainable Change: Success Stories and Business Cases

Large-scale training is essential to transform the company. By massively training employees on crucial sustainable development issues, and by raising awareness of the consequences that our human activities can have on ecosystems, we are gradually changing the rules of the game; and it is by sustainably transforming the company that we will be able to play longer. To go further, discover Coorpecology, the online training platform dedicated to sustainable transformation!

The HR themes of the recovery: what are the skills to develop to go back to work serenely?

September is the end of the vacations and the return to the office, but it is also the time to start all over again, the beginning of a new chapter. This new school year is particular, it follows a long period where individuals and companies had to adapt in record time. In a world in upheaval, what are the key HR issues of 2021? What skills are already essential to meet the challenges of the new year? Let’s discover the chapter that is being written.

Transforming to last

The list of skills you can develop by accessing the more than 1,800 courses available in our premium content catalog covers all those deemed indispensable by the World Economic Forum for 2025.

This year, the most sought-after topics on our platforms reflect the upheavals that companies and their organizations are facing. The key competencies to support managerial, digital, cultural and organizational transformations are widely represented in the catalog, as shown by the top 5 competencies covered in terms of number of courses offered.

Continuous learning to evolve in a changing world

Learning allows you to progress and evolve, and in a context as changing as the one we know today, it is a key to ensuring the relevance of the skills you will develop to face the challenges that the future holds.

So which courses make you want to learn the most? Let’s find out in the top 5 most played courses of 2021:

The course “Communicate effectively to collaborate better” co-edited with Dunod Formation, which gains 2 places compared to the 2020 ranking.
The Coorpacademy course “Big Data”, which loses 1 place compared to the 2020 ranking, but which remains a must!
The course “Adopt an agile culture” published by Coorpacademy, which enters the Top 5 by gaining 4 places compared to the 2020 ranking.
The course “Solving complex problems with the 4S method” co-edited with Bernard Garrette and Olivier Sibony, which also makes a triumphant entry in this Top 5 2021, gaining 10 places compared to the 2020 ranking.
The course “1 hour to stop stressing and stay zen” co-edited by Dunod Formation, which remains in the Top 5 despite losing one place compared to the 2020 ranking

Key skills for the future

Training plays a crucial role in ensuring that your employees develop their skills and adapt to the new expectations of the job market.

In view of the top 5 skills consumed in the 2nd quarter of 2021, our learners are already ready to serenely apprehend the uncertainties of tomorrow’s world:

Topics that are on the rise

The skills found in the top 5 skills consumed in 2021 do not vary so much from those whose consumption is growing fastest in Q2 2021. The need to meet new employee expectations and adapt to new ways of working is only intensifying. Not surprisingly, digital literacy skills are on the rise, as the digital transformation of companies is never done.

The start of the HR season will not take place without the transformation of companies, and consequently, not without an increase in the skills of all employees. To accompany them in the changes that are already concrete, soft skills will be essential.

Thus, to apprehend the start of the 2021 school year, we recommend:

To know and understand the technological evolutions that are taking place more and more rapidly;
Develop your ability to identify, understand and react appropriately to the emotions of others in order to promote team cohesion;
Demonstrate flexibility and agility to respond effectively to current and future developments
Successfully leverage relevant company data to create value
Manage your teams in the best conditions, including remotely, while making good use of diversity
To learn continuously on Coorpacademy, to increase your skills while having fun!

It is better to have 1 engaging course than 1000 boring courses

Most Digital Learning providers rely on a platform that provides a large library of content from various experts to cover as many topics as possible. While this may be a useful argument for HR decision-makers looking to provide employees with as much training content as possible, is it really the best approach to effective learning?

Wanting to learn

Do you remember, in high school, when looking at the clock slowed down time? Strangely enough, as soon as you participated, time returned to its normal course… Today, thanks to cognitive science, we can explain this phenomenon in a rational way. During our schooling, we get used to learning in a passive way, sitting on our chair, raising our hand and waiting for someone to give us the right – or wrong – answer. This pedagogical approach is based on the transmission of knowledge, and is centered on the teacher, who comes to deliver his knowledge in a unilateral way. The exchange is restricted, participation is a privilege. Beyond the inequalities that passive learning creates – and reinforces – within a class, we want to address the reasons why this method of learning is ineffective in terms of deep learning and retention of information.

At Coorpacademy, our pedagogical team, at the origin of the creation and co-edition of all the courses of our premium content catalog, relies on active learning. As you will have understood, this pedagogical approach is centered on the learner, and not on the teacher. Our quiz-based courses are based on the flipped learning method: we ask the questions, and it’s up to the learner to draw on their knowledge to test their skills! Because the learner is also involved in the learning process, his or her cognitive biases are more stimulated, which will encourage attention and retention of information. From then on, the learner is committed to his training, which he sees as a real opportunity to progress, for his own benefit.

Engaging and quality content

What differentiates Coorpacademy courses from all the other courses that you may play in your life, is the quality and relevance of the content to your training needs. Indeed, if our unique pedagogy and our functionalities borrowed from gaming are key assets to engage learners, the quality and the relevance of the content of our courses are essential for a real rise in competence.

To ensure that our courses deliver truly effective content, our educational team is still on the job. Thus, all the courses in our catalog are created by our pedagogical team or co-created with partner publishers, experts on certain subjects. Moreover, if you wish to know more about the recipe of Coorpacademy courses, we advise you to read the interview of Solène Rascle, educational engineer. Everything that is given to learn: the reading of documents, the viewing of our short course videos, and the course questions are read and reread by our pedagogical engineers, who carry out an important work of verification of sources, to ensure the relevance of the information contained in the course.

Stimulate curiosity

Continuous learning is about being curious throughout your life. Curiosity is an essential quality to progress, because if we focus on what we already know, we don’t have the opportunity to evolve. So our courses are also designed to stimulate the learners’ curiosity. As soon as they answer a question, a screen to explain the answer appears. Whether the answer is right or wrong, one element always appears: a “Did you know? This insert is an opportunity to complete the answer while amusing the learner with general or unusual information.

This little insert is also a way of saying to our learners: keep learning! Sure, you got the right answer, but learning never stops, there is always information that can add to your knowledge, and that’s why continuous learning is essential to progress.

In conclusion, for effective learning, interaction with course content is far more impactful than interaction with a large number of courses. The more learners are stimulated in their learning, the more effective the courses will be. With the active learning mode, the cognitive engagement of learners is reinforced by the manipulation of information, or by an action on their part. Thus, their attention is required, not to say solicited. In short, it is better to have 1 very engaging course, which makes the learner interact with the learning material, than to follow 1000 courses where the only interaction is that of your mouse clicking on pause, because you stopped following what was said 10 minutes ago.

Organizational change: a collaborative approach

As we witnessed during the pandemic, developing the adaptive capacity of individuals and organizations is crucial to ensure their proper functioning. Because the future is unpredictable and the world is changing as quickly as customer expectations are rising, adaptation is a necessary disposition to meet current and future challenges. Nevertheless, when a company has to adapt, its entire organizational structure has to be rethought and transformed. Therefore, what skills are essential to initiate and sustain this change?

The pillars of change

An organization is first and foremost a human adventure, and to progress, people have to introspect. To remain competitive, improve their productivity or attract new customers, companies must also question themselves, evolve and adapt. The major transformation processes allow for the emergence of more responsible, digital and agile corporate cultures, to adapt to the objectives and constraints that a company encounters within its own ecosystem.

A company is also strongly influenced by its culture, and culture is only the result of who we are. As the heart of the company, employee involvement is key to organizational transformation. It is around the employees that the company’s structure and operating methods are organized. The human factor is essential to initiate organizational changes and the revision of the company’s structure, because it is at the center of the organization.

To engage employees in the transformation, everything possible must be done to support them through the stages of change. It is at this point that the role of the manager is as important as that of the HR function, as both are responsible for implementing the necessary actions to ensure a smooth transition.

The HR function at the heart of the transformation

If employees are the pillars of transformation, the HR function is the foundation. First of all, the HR function, as its name suggests, provides the company with the organizational and human capacities necessary to achieve its strategic objectives. It has a global view, enabling it to understand all the organizational issues and changes required to achieve the objectives. The HR function is responsible for creating the conditions for the company’s strategy to be realized, and this of course includes the field of corporate culture.

Not only because it contributes to the definition of strategy and drives change, but also because it identifies the key skills to be developed to transform the organization, through its training and recruitment strategy. By organizing the expertise of each person, but also by attracting new talent, the HR function is essential for successful organizational transformation.

Management that guides the transition

Evolving in an uncertain context, companies must adapt more and more rapidly. Business strategy must change in response to the changing environment, and with it, organizational and human capabilities. The most agile companies – those that identify strategies quickly and adapt – have a major competitive differentiation asset to ensure their sustainability. When it comes to aligning with the company’s new strategy, organizational and human capabilities must evolve, transform. And it is largely the responsibility of management to involve and engage employees in the transformation. To better help employees overcome the challenges and changes they face, managers must be leaders who inspire and guide their teams. However, any major transformation cannot be achieved without identifying the essential skills that will enable the change to take place.

3 essential skills to transform your organization

Manage your team and encourage collaboration

As the human factor is the driving force of transformation, it is essential to encourage the development of its teams. New technologies, digital giants and start-ups are revolutionizing managerial practices to adapt to the new expectations of employees. To initiate change and foster organizational transformation, adopting a reinvented, collaborative and innovative managerial model is one of the keys to success.

The keys to emancipatory management

The ability to adapt

Strategies evolve, and the organization must adapt to the type of strategy chosen. As the organizational structure depends on the company’s strategy, it is also important for employees to develop their ability to adapt, to evolve with the strategy. Today, the environments in which companies evolve are so changeable and unpredictable that they are referred to as “VUCA” environments: Volatility, uncertainty, complexity and ambiguity (Warren Bennis and Burt Nanus). These contexts require organizations to rely on the agility of their organizational capabilities and to develop their capacity to adopt change.

Operating in a VUCA environment

Shift into leadership mode to engage teams

For a successful transformation, cohesive leadership is essential. Being a leader means being able to embody the change with employees and engage them in turn. Leaders are the masters of organizational transformation, as they influence their teams to engage them in the change.

The Fundamentals of Leadership

In conclusion, organizational transformation is intrinsically linked to the company’s strategy. When the company’s strategy evolves, the other strategy follows and the entire organization must adapt in order to provide itself with the means to succeed.

The Coorpacademy course recipe: interview with Solène Rascle, educational engineer at Coorpacademy

Engaging learners in their learning is one of the main missions of Coorpacademy. The objective is to enable employees to continuously learn, in order to guarantee their employability in an uncertain world and a changing job market. But how to create innovative, qualitative and engaging content? What methodology should be applied? These are some of the questions we wanted to ask Solène Rascle, educational engineer in our content team and who co-constructs the courses in the premium content catalog with partner publishers.

Not everyone is familiar with the job of educational engineer. Straddling the line between engineering and teaching, the job title can sometimes lead to confusion. Nevertheless, training engineering is evolving rapidly as it becomes more digital and as learners show an interest in diverse and innovative formats.

In this interview, discover the job of educational engineer and go behind the scenes of Coorpacademy!

To begin this interview, introduce yourself in a few sentences…

I am Solène, educational engineer at Coorpacademy! To give you an idea of my background, I have always been quite knowledgeable about education and training. I started in teaching, I have notably taught French in London or organized cultural and academic programs for international and American students in France / Paris. I have always loved learning, discovering, sharing, and as I like to invest myself in various activities, I thought I could blossom in the field of e-learning.

The job of educational engineer is not yet very well known, it is a term that I discovered myself with Coorpacademy. Could you describe the main missions of this position?

So to begin with, you can imagine that I also discovered this job by applying to Coorpacademy! In fact, an educational engineer is in charge of designing a learning path, designing courses, learning experiences, all of this to train a given public on various subjects. Hence the name of engineer, which concerns the design, creation and implementation of training devices adapted to a public of learners, and to which is added the whole pedagogical part, so that the training devices meet the fixed pedagogical objectives.

How does the educational engineer create a course? Is there a methodology specific to Coorpacademy?

First of all, several factors can influence the way a course is created. First, it depends on the educational engineer in question, but also and above all on the target audience, the subject of the course, the objectives and the company or the partner publisher! At Coorpacademy, we have our own method for building courses. Our unique pedagogy is based on several pillars. We start by asking questions to the learner, who can then play the short course video whenever they wants. This is the principle of inverted pedagogy: the learner is involved from the beginning of the course and everyone can progress at their own pace! So at Coorpacademy, when we work on a course, we must first keep this format in mind. Then, we must also think about the fun aspect of our courses, with quizzes, battles between learners, and stars and lives to accumulate. The gamification of training invites the instructional engineer to think of these courses in an entertaining format, which makes the course and the learning experience more fun and engaging, as opposed to the classic course format, which we already know by heart.

To build a course, you must first master the subject matter, and for that, we work with partner course publishers, or experts. We have the pedagogical expertise, but not the expertise on all the subjects we will cover in the premium content catalog, which already includes more than 1,700 courses! So, when we have to think about creating a course, we talk to those who have the expertise on the subject, our role being to take ownership of it, to understand what is at stake, to define the pedagogical objectives and the skills that the learners will have developed as a result of the course.

Could you give us a recipe for creating a course at Coorpacademy?

Of course! First of all, you will need essential ingredients: curiosity, desire to learn, a zest of humour and a good dose of rigour. As far as the recipe is concerned, I invite you to follow the following steps:

Step 1

For a successful Coorpacademy course, start by getting to grips with the subject. Once you have a good grasp of the subject on which the course will be focused, you can define the pedagogical objectives with the client or partner. These elements are crucial to building a course architecture. With this detailed plan, we will be able to think about and define which essential ideas we want to convey, in which order we want to organize the ideas, in how many chapters and, above all, in how many levels.

Step 2

Once the course architecture is ready, let it rest, the better to make the dough rise! In non-cooking terms, this means leave yourself some time to analyze the course progression: is it coherent? Is there a gradation in terms of difficulty of the questions? What format would be most appropriate to best address the topic? All these questions are essential to ensure that the pedagogical objectives are achieved.

At Coorpacademy, it is on this basis that we will then produce all the course content, making it engaging with short and entertaining videos! To remain in the analogy of the recipe, it is a bit like the cherry on the cake.

Step 3

You’re almost there, but there’s still a lot of preparation to do: this is the production of the videos, which are our main course materials. To begin, write a script. This writing step may require working with an editor (external or partner). Once the script is finalized in your hands, it’s time to taste the dish: proofreading! And if it’s not to your liking, the ideas are not clearly stated or the tone is not appropriate, make the necessary changes. Finally, it’s time to cook! The videos are produced, and naturally, this step will also require you to pay attention to the final production, even if it means cooking a little longer.

Step 4

The oven is ringing! The course materials are ready and it is time to assemble them. On the basis of the courses, therefore the scripts, you will be able to write the inevitable quizzes, the Coorpacademy trademark. To make sure that the dish will be delicious, you have to put yourself in the shoes of those who will taste it! So, we put ourselves in the place of the learner, we try to vary the question formats (True or false, multiple choice, situation, illustrated questions, etc.) and to vary the situations. In fact, the hardest part is often finding the wrong answers! They should not be too obvious, nor too complicated.

Step 5

It’s time for service and tasting. Everything is ready. Put it on the plates, or rather, on the Coorpacademy client platforms! Then, after the final proofreading and uploading, it’s time to play the course of our colleagues, and to get some good practices and feedback from them.

What about custom courses, i.e. courses tailored to our clients’ topics?

For custom courses, the same production process and methodology is used. The steps of the recipe remain the same. The only difference will be in the subjects. Often, with custom courses, we will deal with subjects that are more specific to a sector, an industry, a customer need – and for a more precise target: learners from the same team, from a specific profession, or who already have a certain level of knowledge on the subject. The first step, which consists of taking ownership of the subject and defining the client’s training objectives, will also be defined by the theme that the client wishes to address. Then, it is the CSM team that takes over the cooking, by the way, discover the CSM job in this article!

What do you like most about your job today?

Beyond the fact that I really like Coorpacademy and my colleagues with whom I get along very well, what I like most in the work of an educational engineer is the multitude of subjects that I have to deal with. I learn every day and interact with a variety of people, so I never get bored! I also like the challenges that it can sometimes represent and the intellectual stimulation that it provides to think together about well thought-out course paths for learners.

Do you have any courses that you prefer to work on?

Overall, all subjects are interesting to work on, but if I have to name one, I would choose sustainable transformation because it is a current topic and because it is urgent to act! But in itself, all topics interest me. What will matter most to me are the courses that require different formats. It’s kind of fun to work on innovative formats, and then I like the reflection that it requires to build the course. Innovating, thinking, putting yourself in the shoes of the end user/learner to make the learning experience as pleasant as possible, always with the pedagogical objective in mind. Finally, I think that what stimulates me is to create, to do new things and especially when we invest in subjects that seem classic but are nevertheless unavoidable.

Could you describe a typical day for you?

I don’t have a typical day in the sense that, as we manage several projects or several partners at the same time, I am constantly developing my agility! Switching from one subject to another, from partner X to partner B, managing emergencies: my typical day is ultimately a mosaic. On the other hand, there are tasks that are constant and cannot be ignored: reading sources, books, proofreading and writing scripts and quizzes, and finally, a lot of spelling and typography work. It’s a job that requires both work and dedication upstream of the publication of the course, but also downstream because it also means following the feedback (from learners, customers, partners) to improve ourselves, perfecting our content so that it is as qualitative in content as in form!

Do you have any advice for those who are interested in becoming an educational engineer?

Among the ingredients of the recipe, you can’t do without the two main ones: stay curious and keep learning! Curiosity is one of the primary qualities of an educational engineer. You have to be willing to learn about all subjects, even those that don’t necessarily speak to you at first. From a more pragmatic point of view, there are more and more training courses for educational engineers, and I think that this can be a good way to discover this profession! But any experience in education, training, writing, or publishing are interesting experiences to have in this position. Finally, and not surprisingly, I would advise sleeping with a Bescherelle on your bedside table, because you need to have impeccable grammar.

And finally, a little quiz: If you had to choose between these 3 new courses in the catalog, which one would you choose and why?

The new Trivial Pursuit courses
The “Making Better Decisions with Game Theory” course
The “Preventing Discrimination and Encouraging Diversity” course co-published with Wolters Kluwer

I would say Trivial Pursuit because it is a perfect course for summer and vacations! Trivial Pursuit is 30 questions to learn while having fun, while developing one’s general culture and knowledge of certain subjects. Moreover, at Coorpacademy, we provide you with an explanation of the right answer and a “Did you know?” as a bonus, unlike the classic general knowledge game. Frankly, a course played on the phone at the beach with your friends or your family, it is still the best way to learn in a fun way and with others!

Trivial Pursuit – Planet and Environment

Trivial Pursuit : 2 new courses to make people love to learn

December 15, 1979, two friends who love board games decide to play a game. Scott Abbott, a sports journalist, and Chris Haney, a photographer for the Montreal Gazette, ask themselves: who is the better player?

One argument leads to another, and an idea germinates in the minds of the two friends on this cold Canadian night. They don’t know it yet, but they have just invented a board game that will become mythical…

Trivial Pursuit !

Vendu à 20 millions d’unités en 1984, le jeu Trivial Pursuit est depuis plus de 40 ans, le jeu de culture générale pour animer soirées ou après-midis en famille, entre amis, et entre collègues.

Selling 20 million units in 1984, Trivial Pursuit has been the general knowledge game to liven up evenings and afternoons with family, friends and colleagues for over 40 years.

And it is also a partner publisher of Coorpacademy’s emblematic courses for 1 year now. The Trivial Pursuit courses offered on the Coorpacademy platform cover different themes, each time with 30 general knowledge questions on the chosen subject.

A partnership for a love of learning

If we are proud to collaborate with Hasbro to enrich our training offer, it is because this partnership is the symbol of our deepest conviction: learning can be fun and entertaining, while remaining effective and engaging. Indeed, with this partnership, we combine our desire to deal with all existing soft skills (and general knowledge is one of them!) with our constant search for innovative and entertaining formats, which make people want to learn and, above all, love learning.

To date, 7 Trivial Pursuit courses are available on the Coorpacademy platforms, and we have just added 2 new courses accessible from today, 23 July 2021:

Trivial Pursuit courses

Science & Nature

Trivial Pursuit – Science & Nature

Geography

Trivial Pursuit – Geography

Entertainment

Trivial Pursuit – Entertainment

History

Trivial Pursuit – History

Arts & Literature

Trivial Pursuit – Arts & Literature

Sports & Leisure

Trivial Pursuit – Sports & Leisure

(New) Planet and Environment: 30 questions to test your knowledge of the circular economy, to develop your sustainable thinking and initiate change.

Trivial Pursuit – Planet and Environment

(New) Web & Technology: 30 questions specially created for those who think they know everything about the Internet, GAFAM and the big names of Silicon Valley.

Trivial Pursuit – Web and Technology

At the end of the programme, you can win a special certificate with all the pie charts to illustrate your general knowledge!

But what does an online Trivial Pursuit course look like?

Of course, you can find your Trivial Pursuit courses in your course catalogue:

Let’s choose the Planet and Environment course, published this week, which will allow you to develop the new essential skill for tomorrow’s world: sustainable thinking. It looks like a classic course, like all the courses you can find in the Coorpacademy catalogue. The same interface, a Basic, Advanced, and Coach level.

As part of this pie chart, you will, on completion of the Basic level, be able to :

Know a simple technique for air conditioning homes
Understand the concept of the circular economy

At the end of the Advanced level, you will be able to :

Know which resource is the most exploited by humans after water
Master the concept of grey energy

Finally, at the end of the Coach level, you will be able to :

Understand the etymology of the word “climate”
Know the plant-based alternatives to leather

Three levels, increasing levels of difficulty. So far, nothing new.

The difference with another course lies in the structure of the questions, as well as in the way the course is “validated”. Each level will “ask” you 10 general knowledge questions. There is no lesson, no video. Each correct answer earns you 4 stars (as in any other course) and you need 6 correct answers out of 10 minimum to access the next level. Here is an example of a question:

In 2016, Bertrand Piccard made the first round-the-world trip in a…

solar-powered

nuclear-powered

hydrogen-powered

In a solar plane! By answering a question, whether you answer correctly or not, you will have access to these two irremovable elements of the Coorpacademy pedagogy. The Key Point, and Did You Know? As in the following screenshot:

Now you know everything! All you have to do is play the course. And it is perhaps in this context that the expression we regularly use (playing a course, rather than following it, for the entertainment dimension we try to add to all our training content) takes on its fullest meaning.

It’s your turn to play!

TRIVIAL PURSUIT, the associated logo, the distinctive design of the game board, trivia cards, game tokens, and scoring wedges are trademarks of Hasbro and are used with permission. © 1981, 2020 Hasbro. All Rights Reserved. Licensed by Hasbro.

A digital Escape Game to raise awareness of recruitment and integration of people with disabilities

SQLI, a European digital services group with 2200 employees, has been using Coorpacademy as a digital learning solution for 2 years. Within the framework of the workshops of our We Love Our Clients programme, Alexis Guillotin, Group Development and Training Manager, shared with us the backstage of the most original animation of 2020, aimed at learners and rewarded a few months ago by a Coorpacademy Award.

Q.1 : Where did the idea of offering a digital Escape Game on your online training platform come from?

We had the idea of taking advantage of the European Week for the Employment of People with Disabilities (EWPD) to raise awareness of the recruitment and integration of people with disabilities. This week took place last November and so our plans were disrupted because of the lockdown imposed at that time.

We had a double challenge. The first was to create an event for the whole group, simultaneously in several countries, several languages and which could be done at a distance!

There was also the question of the content, and how to disseminate it to raise awareness of disability. With this in mind, we chose our Coorpacademy digital learning platform Onegenius to reach all our employees. We worked on the content with the agency T by Talenteo, an agency that supports us on the subject of disability, and then, with the help of Coorpacademy, we decided to adapt it to integrate it into the Onegenius platform in order to benefit from its gamification aspect.

We had noticed the great success of a playful format among our teams: the digital Escape Game! It allows you to learn without realizing it, by solving puzzles to move to the next level! We therefore reused our existing initial content, but put it into this new format in order to raise awareness among our employees while keeping the gamification aspect.

Q.2: How did you go about setting up this Escape Game?

The Escape Game: Disability Awareness was created, translated and put online in a record time of one month. The idea was to make it clear how the five disabilities we had listed (essentially non-visible disabilities) impact the daily lives and therefore the work of the people concerned.

We decided to turn the tables: each level of the Escape Game takes the learner to a world where people with attention deficit disorder, autism or visual impairment are in the majority. It is up to the learner to adapt!

The pitch was as follows: “Travel aboard a ship in other dimensions where the disabilities you know are mostly shared. Practice with our simulation module to better understand the daily consequences of each of these disorders and diseases.”

Q.3: What communication actions did you carry out to promote this game event? Are you satisfied with the results?

We set up a very fast-paced communication campaign to ensure that as many employees as possible tried to solve the Escape Game and were effectively made aware of disability during this European week.

The first step was to send out a teaser by e-mail a week beforehand.

All the members of the CODIR participated in the promotion and were active relays.

Then, each day of the week, the learners were reminded by e-mail to invite them to travel to a new dimension, with five disabilities being covered. Finally, all the employees received a summary email containing all the stages and solutions to the riddles of this unique journey, so that everyone could finish or redo the game as they wished.

We are pleased with the results, as we observed a 280% increase in connections on the platform during the week of the animation.

And all the countries played the game! Beyond the figures, in this particular year, the Escape Game helped to unite the teams and encourage exchanges between them, as well as raising awareness about diversity and disabilities.

Management as a pillar of the cultural transformation of companies

Following a year of lockdown, organisations’ culture is undergoing a profound change. The pandemic has changed our habits and behaviours, beyond the personal sphere. To ensure recovery, companies are resilient and are preparing to face the transformations they are going through. The new management and working methods also imply a profound change in the corporate culture and this transformation is essential to support the other transformations to come.

Google searches around Employer Brand have doubled in three years, and 77% of adults in four countries (US, UK, France and Germany) say they first learn about a company’s culture before applying for a job, according to Glassdoor‘s Mission and Culture 2019 survey.

The culture of a company is now an inseparable factor in employee well-being. This trend is only becoming more pronounced as Millennials enter the workforce. The new generation is challenging organisations, demanding a corporate culture that shares their values and, above all, that these values are supported by management and embedded in the day-to-day running of the business. The Glassdoor study confirms this new paradigm as 73% said they would not apply to a company if they did not share its values.

But the arrival of millenials on the labour market is not the only issue of cultural transformation. Indeed, our contemporary economy is giving rise to new trends, new modes of organisation, which are giving rise to transformations. There are many issues at stake: the transition from a vertical organisational mode to a more horizontal and open organisation, the transition from a product-centred economy to a customer-centred strategy, new managerial functions and practices (start-up model, reinvented company, emergence of the manager-coach). Companies are also working more and more with a wide range of international players: suppliers, customers, employees, etc. Being able to work, exchange or negotiate with people of different nationalities and profiles is now a key skill. For all these reasons, companies must transform themselves to meet the new needs of the talents they recruit, to ensure the diversity and richness of their teams, to consolidate their operations on a global scale and, finally, to adapt to a changing world.

Transforming a company’s culture means questioning all the behaviours in the company, but also the policy, commitments and processes, so that all these elements that make up the organisation reflect the values and beliefs of the employees. It is not just a question of adopting behaviours and ready-made sentences, but of deconstructing the tacit “rules” that regulate the life of the company and the unconscious, informal and non-verbal behaviours of each person. Thus, a cultural transformation is also an individual transformation, which upsets the ways of thinking of the employees, which makes the values shared by the group evolve, and concretely change the way employees act.

Corporate culture is defined with words and implemented with actions. Behaviours are the concrete testimony of an organisation’s culture. To ensure that change is successful, that attitudes are aligned with the company’s values, collective and individual coaching is crucial. The manager is a pillar of all major transformations, as they guide change by involving each employee in the great adventure that is corporate life. So, what skills must the manager develop to ensure the cultural transformation of his organisation?

Diversity and Inclusion

Our organisations are made up of people from different backgrounds and interact with a multitude of stakeholders around the world. The term diversity, as Dr Derrick Gay – an international educator specialising in intercultural competence, diversity and inclusion – points out, is often used to refer to people who are identified as ‘different’. But different from whom, from what? The term implies that there is a normality, but there is only a plurality of personalities, cultures, religious practices; ways of perceiving and experiencing the world. While the company is a place where societal changes can be brought about and developed, knowing how to disseminate a culture of inclusion and truly understand diversity is crucial for today’s managers if they want to accompany the cultural transformation of their organisation and encourage employee fulfilment. Working in a company that encourages different points of view, that listens to a variety of experiences, and where everyone can express themselves freely, has a positive impact on the overall performance of the team and the company.

Preventing Discrimination and Encouraging Diversity

Adaptability and Resilience

In physics, resilience is the ability of a body to absorb shocks. In psychology, it is the ability of an individual to cope with a difficult or stressful situation. As the COVID19 crisis has surprised us all and forced us to change our processes, resilience has become an urgent skill to develop. Indeed, employees and organisations today evolve through disruptions, which we must learn to overcome without being destabilised! This is the whole point of developing resilience in business. A resilient individual will be able to better manage stress, adapt more easily to an unforeseen situation and remain optimistic when faced with adversity. Resilience and adaptability are two highly sought-after soft skills. According to an Ifop Lavazaa study, adaptability is even one of the most valued soft skills in companies. Adaptability means knowing how to evolve in an environment that is different from the one you know, without letting yourself be conditioned or influenced by this new context. As a manager, developing the resilience of teams is key to fostering group cohesion and supporting the cultural transformation of the organisation. Overcoming hardship, being resilient together reinforces the feeling of belonging to a group, a tight-knit group in which we can rely on each other. Knowing how to adapt also means knowing how to work surrounded by different ways of thinking, doing and conceiving projects, which is key for organisations that wish to succeed in their cultural transformation.

From Individual to Organizational Resilience

Creativity and Innovation

Working in teams, especially when they are composed of diverse profiles, is an excellent way to foster creativity and innovation. To support the cultural transformation of companies, managers must favour co-creation and facilitate the expression of each individual. Creativity is sometimes innate, but it can be cultivated and developed through training. To stimulate teams and create true multicultural collaboration, managers must also stimulate their own creativity and spread this climate of the right to make mistakes, imagination, etc. All employees must feel legitimate to express their ideas, to experiment, but above all, to build collectively. The challenge of creativity for cultural transformation lies in the group’s ability to work collaboratively, to expose itself to different ways of thinking and to hear the points of view of the other members of the team. In addition, our new ways of working have also led to the emergence of new methods such as Design Thinking or Mind Mapping. These new methods, which are familiar to the new generations, promote team cohesion, unleash creativity and bring out innovative solutions. Eventually, in an organisation where everyone looks the same, ideas are similar, and questioning is more complicated. Creativity is therefore an essential element for successful cultural transformation, because it initiates everyone to work together and to imagine diverse solutions, just like the company.

Unleash your inner creativity

In conclusion, organisations are facing new challenges regarding their employees. New quests for meaning, new managerial paradigms, new demands, the company must transform itself to meet the values and expectations of today’s and tomorrow’s workforce. To promote cohesion, creativity and innovation, the manager must instil this culture of diversity in everyone, so that everyone understands it and promotes its inclusion. We are all different, and everyone is “abnormal” according to an established norm. The company must be nourished by this plurality, and must also put in place the means to achieve it. This is the cultural transformation and the manager is a pillar for its success.

The Coorpacademy platform as a progression tool for employees: a Square Management success

Since 2019, we have been supporting Square Management‘s employees in training, in order to promote their upskilling on various subjects and their progression within the group.

Square Management met with one of the 3 co-founders of Coorpacademy, Arnauld Mitre, to discuss the benefits of this partnership. Back to this interview which describes the projects and successes of this partnership!

A continuously evolving collaboration

This partnership with Square Management began in early 2019. The platform was first made available within two of the group’s practices and then, as more and more employees showed their commitment to training on Coorpacademy, we expanded the partnership to the entire group practice in early 2020. To date, we have trained around 700 Square Management employees thanks to the Coorpacademy platform.

Why choose Coorpacademy as your online training solution?

The need expressed by Square Management was clear. Training was a pillar to accompany the progression of the employees within the group and to enable them to increase their skills, improve their performance and guarantee their employability. Thus, several elements guided the choice of the consulting firm:

A catalog of premium content

The off-the-shelf catalog that we offer contains premium contents, with courses created in collaboration with publishing partners and our team of educational engineers, and also the possibility of using an authoring tool in order to add their own content to the training catalog. Square Management also chose Coorpacademy to accompany the training of their employees because the consulting firm had a real need to train on specific subjects, such as management, leadership and other soft skills, which our catalog covers in depth.

Certifying courses, to validate the expertise of the consultants

Another success factor of the Coorpacademy platform within Square Management is the possibility to validate a range of courses corresponding to a field of excellence of the consulting firm. With this functionality, the consultants could concretely validate their acquired knowledge but also motivate themselves to complete the set of courses thanks to the delivery of a certificate once the set is completed. One of the success factors of the platform today is therefore the strong match between Coorpacademy and Square’s training teams, which gives employees the possibility to use the platform as a tool for their career progression.

Employees seduced by the platform gaming universe

Another aspects that has generated so much enthusiasm for Coorpacademy is the significant attraction for the gaming universe that the platform offers and which is also possible thanks to our pedagogy. Indeed, the Square consultants particularly appreciate the video game inspired functionalities: the quiz format, the player’s life which designates the chance given to them to progress in the course, the battles between learners, etc. The consultants really played the game. This motivation is also rewarded, because we also have a feature that is obviously rather positive, where we present the 20 best participants on the platform. This motivates learners to go to the platform and challenge each other to commit to training.

Pedagogical innovations to encourage collaboration

At Coorpacademy, our objective is to release one pedagogical innovation per quarter. The latest one: the Escape Game “The Forum of Babel“. In this innovative format, learners will join forces to climb the four floors of the digital Tower of Babel. Each week, they are provided with documents and clues to solve a riddle. A Babel Forum is also available for peer-to-peer exchange. In this Escape Game, collaboration is key to finding the answers to the riddles. Employees had only one week to decipher each puzzle and reach the top of the tower! This format generated a lot of engagement among Square Management’s consultants, who won the collaboration award with the highest number of exchanges on the forums.

Previously, we also launched an interactive series, “Suspects“, where the goal was to help conduct three interrogations – one per episode – by applying behavioral skills, the famous soft skills. And most recently, we launched a podcast series called “Cybercafé“, to learn about the great history of the Web!

A final word

The success of this collaboration would not have been as great without the involvement of Square Management’s training teams, with whom we are thrilled to keep this partnership going. We look forward to seeing the learners engage in their training and learn things! As Arnauld Mitre reminds us, at Coorpacademy, we believe that all means are good to learn something, even the most unusual ones, such as gaming.

In what world do we want to live in 30 years?

For the past sixty years, the world economy has been structured around an ideal of mass consumption and infinite growth. But in a world of finite resources, this model is beginning to show its limits. So how can we transform this line from extraction to the end of the product’s life into a virtuous circle? This is the objective of the new course “The circular economy: from the straight line to the virtuous circle” co-published with MySezame, a training organization specialized in sustainable transformation and one of the 135 French companies to be certified B Corp, the label of impact companies of the 21st century!

We interviewed Célestine Julien at MySezame, Head of the Inter-Company Course (GR20²°), who collaborated in the creation of the course on the Coorpacademy platforms.

1- In a few sentences, who is MySezame and what do you do?

MySezame is a training organization specialized in impact business.
We engage and train leaders and their teams in business transformations and innovations related to societal issues through inspiring meetings and action workshops. Our ambition is to create a shift from individuals to companies to engage them in a collective rethinking of business models and success, in order to make the economy sustainable, durable and inclusive.

2- Why did you choose to publish a training on the circular economy? What issues does it address?

The circular economy allows a new way of thinking the economy where collaboration is the cornerstone of the system. Indeed, the waste of some becomes the resources of others allowing, in fine, a reduction of the pressure of human activity exerted on the planet. Collaboration, by its definition, underlines the importance of working together to achieve a common goal. The notion of results and co-responsibility is therefore important. If we want to respond to the social and environmental challenges of our century, it is time to create a system with nature and all economic agents: citizens, consumers, employees, companies, industries, public authorities… to create a virtuous system.

We have a common responsibility where each and every one of us can act at their level and do their part.

3- Is the circular economy the breeding ground for the 4th Industrial Revolution? Is it the new economic paradigm towards which we should absolutely move?

If I tell you that in 30 years (I let you see how old you will be) the UN foresees +2 billion inhabitants on Earth, that the World Bank foresees an increase of 70% of our waste (where today there is already a 7th continent of plastic in the Ocean) and that currently, every year, we already consume in 6 months, on a global scale, all the resources that the Earth is capable of generating in one year. These few figures and the perspective they outline are quite catastrophic. However, they have the merit of making us aware of one essential thing: our current development’ mode, based on a linear economy, is not sustainable.

So let’s ask ourselves the question, in which world do we want to live in 30 years?

A world where, when we go diving in the sea, we will see more plastic than fish, where we will be forced to eat pills with a sour taste because we will have exhausted our resources, where machines will have replaced many uninteresting things we used to do but also things we liked to do, where we will be so connected that we will be chatting with a stranger at the end of the world but we won’t know our neighbor, where science will allow us to have 3 children, all of them born male because it would be more convenient for some obscure reasons, where we will hear every week that a country disappears from the map because of a lack of water, not to mention conflicts, natural disasters and other humanitarian disasters…

Or else, in 30 years, our waste will have become resources thanks to the collaboration of all the economic actors, we will know our neighbor, and with them, we will barter, we will share, we will exchange in all conviviality. We will eat organic vegetables produced in permaculture less than 150kms away and on the terrace farm of our building. We will have 3 children who will all be different, very creative and empathetic, because the school will also have changed. It will have taught them to read, write and count, but not only. It will also have taught them to manage their emotions. To make plans. To succeed with rather than against others. To ask questions rather than recite answers. To take care of themselves, of others, of their environment.

We will preserve our resources, we will share them, we will live together on the same planet.

4- The first perspective you mention is scary, and… the second seems far from our current world. How would the circular economy make us avoid the worst?

Let’s say the wave is there. The question is whether we ride it or let it drown.

We won’t lie to ourselves, the task is big. But if we choose the glass half-full option, the fear dissipates and makes way for an incredible field of possibilities!

The circular economy is a first step to act and collectively redesign our development model to make it more sustainable and desirable.

It implies taking a step aside and looking at the whole functioning of our economy in a different way. It opens up numerous opportunities for all economic agents by rethinking their relationship with the territory, their activities, but also the societal contribution they wish to make. It can therefore be a formidable lever for commitment, at all levels, around a common and revolutionary societal project!

5- Which companies (whether or not MySezame is working with them) do you think have made a particularly significant and successful sustainable transformation? Do they have a secret?

30 years ago, Ray Anderson launched a total transformation of his company, a world leader in the production of highly polluting carpets, to make it a “zero impact” company. The result? Unflinching growth in the bottom line. A better planet. Convinced consumers. Employees who are committed. (I invite you to learn more about this leading example in the course 😉 )

And on this side of the Atlantic, in France, Camif, a historic company created in 1947 to equip teachers with furniture through mail order, is reinventing itself. In 2008, the company went bankrupt and was taken over by Emery Jacquillat, who was able to engage all of his stakeholders and actors in the region around a mission: “To offer products and services for the home, designed to benefit people and the planet. To mobilize our ecosystem (consumers, employees, suppliers, shareholders, local players), to collaborate and act to invent new models of consumption, production and organization.” A true laboratory for experimentation, Camif places CSR and the circular economy at the heart of its operations. Now profitable, it proves that growth and social, societal and environmental responsibility can go hand in hand.

The secret of these successes? A sincere desire to make the company contributive and committed to the common good. Economic profitability is no longer the only objective to be achieved, but rather the contribution to the resolution of social and environmental issues.

6- Who is the course you have co-edited with Coorpacademy aimed at? What is the main objective?

This course is aimed at all employees, from all sectors and professions and can also touch the consumer and citizen in each of us. Through concrete and varied examples which illustrate this paradigm shift, the course allows to understand the main principles of the circular economy and to identify the “key success factors” which allow the economic agents to be part of this virtuous approach!