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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.

We truly engage learners in their training

Michelin, which employs 125,000 people worldwide, uses Coorpacademy as a platform for digital acculturation for all its employees. Catharina Bot, Group Competency Manager for the IT and Digital professions (3,000 people), spoke at one of the workshops of the We Love Our Clients by Coorpacademy programme about the advantages and positioning of the platform. According to Catharina Bot, one of the main challenges of online training is to succeed in “bringing learners in and constantly renewing their interest! She gives us concrete details of the actions deployed to successfully meet this challenge.

Q.1 : In order to acculturate employees in digital technology, what was important for you in choosing the training platform?

The first criterion was to have content that was completely adapted to our needs, i.e. dealing with “soft skills” associated with digital and accessible in several languages. This training content also had to be available in microlearning mode, so that learners could follow independent five-minute modules on the subjects of their choice.

Another much needed requirement on our side, and one that was much appreciated by the top learners, was to have a mobile application where all the courses on the platform and its progress can be found. This will also allow us to reach the on-site manufacturing agents, who represent about half of the Michelin population.

Finally, the last element that seemed essential to us was the possibility of structuring the online learning paths to avoid the learner feeling lost in the 1700 modules offered, and wondering what to do! Hence the creation and promotion of “digital passports” (3 certifications of increasing level on digital) grouping together the courses considered as fundamental.

In short, the Digital Culture platform is just what we need!

Q.2 : Tell us about the flagship event organised annually at Michelin around digital: the Digital Week!

Digital Week is an annual event that has already taken place twice in person, and which has been transformed into a 100% digital and remote event, due to the pandemic. The aim is to show everyone all the digital achievements made in the group, and to share with as many people as possible the vision of what the group wants to do in this area.

We had to deal with the transition of Digital Week to 100% remote, and to keep the interactive and fun side, we decided to use the platform as a tool for animation during this event.

In concrete terms, we deployed a program of challenges using the training platform. This enabled us to reach an even wider audience than the one usually involved in Digital Week. Digital should not remain the exclusive preserve of the IT and digital professions, but should permeate all levels of the organisation.

Q.3: How did you use the Digital Culture training platform at the Digital Week event?

The animations aimed to introduce the platform, engage learners, and of course, intelligently complement the other Digital Week workshops and remote presentations. Our aim during the week was to build a coherent and attractive experience to promote digital within the group.

To do this, we first selected the most relevant content and launched this challenge programme. I can think of three animations in particular. The first animation consisted in setting up and promoting a “Digital IQ test” allowing learners to assess their level of digital skills at the beginning of the week, and again at the end of the event. The second, called “Star Week”, allowed participants to obtain bonus stars to move up in the ranking. The third animation, called “Battle Week”, rewarded the participants who had launched and won the most duels (battles) on a series of questions!

As a result, we have seen a 3-4 fold increase in platform activity during the week of Digital Week and the following week.

One of the key success factors was the active collaboration with our Customer Success Manager at Coorpacademy, Catherine McKernan, who helped us to create and coordinate the animations and communication.

Q.4 : Do you have any tips and good practices to share on how to successfully engage learners?

Thanks to the modular courses and the certificates, we really engage the learners in the training. However, we do not impose anything, we rely on events, or on Coorpacademy’s communication, through personalised follow-up emails (Note: intelligent follow-up emails sent automatically by the platform according to the learner’s activity).

Also to boost employee motivation, we offer prizes to be won (purchase vouchers) during the events and games organised on the platform. The winners are also highlighted and promoted via a dedicated Sharepoint.

Soon, we will be running an internal promotion campaign based on learners’ testimonials, following an assiduous collection, so that everyone can see what the platform can do for them and thus increase the number of people and their attendance!

Finally, another avenue that we are exploring is to offer highly specialised, tailor-made content, in response to the natural demand from the professions to have their specific training courses on this platform.

We are constantly trying to reinvent ourselves in order to develop our employees’ commitment to training day after day.

Coorpacademy is integrated in Teams: when working, collaborating and training are done in the same place

We are witnessing the emergence of new, more ergonomic collaborative tools, designed to communicate in a faster and more organized way. Emails are less and less common and the expression “Slack me“, referring to the collaborative communication platform Slack, is starting to democratize, while in September 2019, the platform exceeded 12 million daily active users. These tools that streamline communication between teams and improve overall productivity are slowly replacing older, more segmented work tools. This is both a digital transformation, which favors the adoption of these digital tools, but it is also a generational transformation of collaboration methods at work. Employees will favor comprehensive, interconnected communication channels, or ecosystems such as Microsoft Teams, which facilitates teamwork and telecommuting by combining instant messaging, video conferencing, and file sharing on its eponymous collaborative platform. By 2020, the Teams platform exceeded 115 million daily active users.

Under pressure from the lockdown and generalization of remote working, companies are adapting and adopting these new tools that allow them to work together on files simultaneously, to organize meetings, conversations, and calls, in short, to collaborate – even remotely – from a single location, common to everyone. You might as well say that next to what these new tools allow, messaging services such as Outlook, almost look like fossils of professional communication. Today, we can have everything at hand on the same interface, designed to facilitate and streamline communication. It’s a natural progression, as the user experience on the platforms improves, the work tools also become easier to handle, and respond even more to the needs of a company.

But then, to truly meet all the needs of your employees and provide them with all the tools to improve their productivity, training must also be part of this ecosystem to naturally integrate into the employees’ workflow. Because a tool is useless if no one uses it, digital training solutions must be accessible directly on these new collaborative tools, because this is where employees are active, but it is also where they encounter the need for training. There is even a parallel between the evolution we are witnessing concerning our working methods, which are becoming more ergonomic, digital, and which respond to a set of needs thanks to the same global solution; and training, which is becoming digitalized, innovating to create formats adapted to the needs of the learners and offering contents with high added value in a single place. Our ambition at Coorpacademy is to make training accessible to all your collaborators and to meet them where they work. Thus, to make training accessible to all, the Coorpacademy platform is integrated into Teams! Indeed, on the Microsoft Teams platform, you can train in 1 click by integrating the Coorpacademy application, which will be accessible directly on your working environment once downloaded.

Work tools are becoming ecosystems and are more and more integrated, to guarantee a secure sharing of information within the whole organization and to promote collaboration. As we mentioned in our article “Learn and work at the same time or when training is just a click away“, training must be integrated into your organization’s productivity spaces, to allow your employees to have access in record time to a catalog of premium course content and thus immediately put into practice the knowledge acquired and optimize the retention of information.

Coorpacademy promotes innovation and skills development within Swiss Life France

Our clients have training needs and our mission is to meet them. At SwissLife, the challenge of training is to give employees the opportunity to be more than ever a player in their professional lives and to encourage innovation by developing their skills, according to their choices, their needs and at their pace.

In order to achieve these objectives, Swiss Life and the company’s Training and Skills Development Department regularly enrich their catalog of learning offers with differentiating digital training. Today, the Training Department is integrating the Coorpacademy platform, in order to stimulate the curiosity of employees and their desire to learn!

We are very proud to be able to support the strategic objectives of the SwissLife group through 4 training courses on innovation and digital transformation, selected for the launch of the platform in mid-June 2021: “Entrepreneurial culture”, “Digital culture”, “Creativity and agility”, and “Anticipating change”.

Through our catalog of premium content, SwissLife employees will have the opportunity to develop their skills on strategic topics for the company such as cultural, digital, or sustainable transformation and to further develop a culture of innovation in line with the company’s purpose.

“The challenge is to allow everyone to live according to their own choices and our strategic objectives. To achieve this, we need to combine creativity, method and rigor. A combination of behaviors that we must adopt collectively.”
Eddie Abecassis, Director of Innovation at Swiss Life France

To know more about the role of Coorpacademy in innovation at SwissLife.

Manager of tomorrow: 3 skills to adapt to the managerial revolution

Companies are changing. Like the world around us, organizations are evolving and with it, the teams that make them up. To guide these transitions, managers are the ones who will take the first steps towards change. New work methods, project management, and new cultures require the adoption of a 3.0 management style that adapts to the new needs of employees, and also responds to the upcoming challenges. So how can we transform our management so that everyone invests in the common good and achieves their objectives?

There is no ideal organizational model. When we talk about transformation, we may tend to believe that there is an ideal to be reached and that it is enough to meet the challenges of major transformations for them to be “completed”. But in a world that is constantly and rapidly evolving, transformation is never finished, it is renewed. Today, all major transformations ultimately depend on the ability of individuals and organizations to adapt, to evolve serenely in an uncertain world, and to react to the unexpected. Management is a pillar for supporting business transformations, because they are driven by teams. The challenge for management in 2021 is to guide change.

Towards a management 3.0

Companies are facing new challenges: hybridization of work, digital and cultural transformation, renewal of skills and talents, to only name a few. The context of the pandemic has transformed our management methods towards more agile methods and requiring more autonomy. Added to this is the arrival of the younger generations, called millennials, which implies, for example, a review of management methods.

According to a study by the recruitment site Monster.fr carried out in 2020 with the Yougov institute, at the end of May 2020, 19% of 18-34 year olds said they did not need meaning in their jobs, whereas at the end of 2020, only 4% shared this view.

In search of meaning, millenials are therefore no longer just looking for compensation, but rather a sense of purpose. It will be important for these new recruits to understand how, at their own level, they participate in the company’s collective adventure. These new generations of employees are also looking for feedback and encouragement. In exchange for their involvement, it is important to be thanked and congratulated regularly.

The term management 3.0 was coined by Jurgen Appelo, a writer and lecturer, who works on leadership issues. Today, a manager is a leader. This means that they use their power of conviction to lead people towards their objectives. This concept describes all the methods of agile management: the manager-leader gives meaning to the employees, rather than giving them directives.

Management 3.0 would be an agile management type, based on a sharing contract. More linear, horizontal and collaborative, it would increase the autonomy of each person, and would be more empowering for employees. For the smooth running of organizations, it is essential for managers to develop certain skills, which will enable them to better understand the needs and expectations of employees, and to get closer to the role of coach. To do this, managers must learn to better manage their emotions, but also those of their teams. So, what skills should a manager develop today to reinvent his management and better support employees in the future?

Management 3.0

Active listening

Knowing how to listen is an essential professional skill for any good manager. Sincerely listening to one’s employees has important consequences on the overall efficiency of the team, both individually and collectively, but also on the quality of inter-colleague relations. So what is active listening? First of all, it’s about clearing your head to make room only for the information that your interlocutor communicates to you. Without thinking about what you are going to answer, you let the other person finish what they are saying. To draw the best conclusions from what your interlocutor communicates, you should not think about what you are going to say next. You let the speaker finish what he or she is saying, and only decide what to think about it once it is over. You can ask questions, show that you are attentive and constructive to what the person you are talking to is telling you. By developing your listening skills, you will truly understand the needs of your teams, and be able to respond effectively to their expectations.

Discover the course on Counselling

Managing conflicts at work

Within the company, we are in daily contact with each other and this can lead to conflicts. Indeed, in all human groups, tensions can occur and it is up to the manager to take charge of these conflictual situations in order to transform them into an opportunity to improve relations. Because it is by building together that we reach a satisfactory solution, managing conflicts is a crucial aspect of management. Between conflicts of objectives; conflicts of strategy or methods; conflicts of interests or needs; and conflicts of values, dealing with these tense situations requires very specific listening skills, particularly in order to resolve them. Even if the conflict often appears in a brutal way, it almost always presents signals beforehand, which one must learn to identify in order to manage them as soon as possible. As a manager, you must not only learn to identify situations of tension – which can lead to a rupture – but also learn to prevent conflicts between employees by instilling the right practices and behaviors.

Discover more on Managing conflicts at Work

Leadership

The company is first and foremost made up of people, each of whom will have different behaviors. The adoption of new processes and the smooth running of certain projects can be encouraged – or not – by the employees and their behaviors. Thus, the organization is influenced by the personalities that make it up, and the manager’s mission is to unite these pluralities of behaviors around the achievement of common objectives. To guide transformations, leadership is a key skill because it allows one to learn how to respond to the needs of individuals and to understand the behaviors of each person, in order to better guide them. Getting teams involved in projects and enabling them to achieve their objectives requires a climate of trust, which can be fostered by the social influence of the manager, who knows how to communicate with the various individuals who make up the company. To go from manager to leader, you don’t necessarily need to have a strong personality, but above all you need to be aware that leadership is about motivating people.

Learn more on Evolving from manager to leader

Of course, there is no ideal organizational model. However, well-managed teams can make all the difference in creating the optimal conditions for collectively achieving business goals. According to a Gallup study, organizations that manage to personally involve employees in their missions achieve very good annual results. For example, a 10% improvement in the connection between employees and their organization’s mission or goal leads to an 8.1% decrease in turnover and a 4.4% increase in profitability. And finally, managers themselves want to be better trained to improve their job performance. According to a TalentSoft study, during the pandemic, 44.5% of public sector managers requested training for themselves, and that’s good! Managers, in their role as leaders, set an example and encourage employees to learn, so that they can continue to perform well in the long term, despite the unforeseen events that the future holds.

Learn and work at the same time or when training is just a click away

If like 91% of French and European HR managers, you consider skills development to be a strategic lever for the company, then this article should interest you. This figure is one of the four basic trends identified in the CEGOS 2020 European barometer “Transformation, skills and learning“, which questioned 1783 employees and 254 Human Resources Directors or Managers / Training Directors or Managers (HRD/HRM/HRM) all working in private sector companies with 50 employees or more.

Businesses are facing new challenges, transformations of all kinds, tensions, uncertain futures, and to face this evolving context, the competencies’ development is a key subject that allows the growth of organizational and individual resilience within the company. In the same study, 88% of the companies surveyed adapted their training offer during the health crisis, and 75% of the levers activated by HRDs to face the impact of digital transformations were based on skills development.

To foster skills development, we need to focus on learning, which in turn relies on training that must be continuous, accessible, and above all, integrated with the applications and tools already existing in the organization. This is the new paradigm that is shaking up training and the HR function: Learning in the flow of work.

Training integrated into employees’ work life

In his article “A New Paradigm For Corporate Training: Learning In The Flow of Work“, Josh Bersin describes this model for Deloitte. Companies are implementing solutions to support continuous learning, but the entry point to training is quick and easy access to the learning tool. As J. Bersin points out in his report for Deloitte, an employee will spend only 1% of a working day learning new skills. By integrating a training solution directly into the work tools, employees will be able to devote more time to their learning and thus develop their skills much more effectively.

With a short format, personalized content, and a learner-centric learning experience, training is transformed. Learning in the flow of work allows you to learn whenever you need to, at any time of the day. It is when faced with a difficulty, being able to train in a few minutes to overcome this obstacle. You’ve probably already found yourself not knowing something, looking for the answer to a question you’re asking yourself, right? Your first reflex is to “Google” your question? This is already a first step towards Learning in the flow of work as you learn at the very moment you need it.

With learning in the flow of work, you are only one click away from accessing training content, most often in the form of microlearning (course formats reduced to a few minutes). For example, on the Coorpacademy platform, our 5-minute learnings allow you to understand a subject very quickly and without interrupting your work. If you need to understand the stakes of 5G, what is SCRUM, or develop your agility in a few minutes, to meet an immediate need, learning in the flow of work is an adequate answer. Directly integrated into your organization’s productivity spaces, you can, in record time, immerse yourself in a subject that may have seemed complex at first. Learning while working also means better retention of information, because not only do we really need it when we learn it, but we also put into action what we have learned, in a short period. By making these tools available to employees, the company creates an agile culture and develops reflexes, so that training is a real tool for change.

What revolutionizes learning in the flow of work is temporality. While traditional training requires the mobilization of a specific time, even when it is done remotely, this new paradigm revolutionizes our learning time by integrating it into our professional life. It all lies in its name: it is integrated into our workflow and becomes an integral part of the daily life of the employee, the learner, the individual in general, as they progress in their daily tasks. Training time adapts to the learner and not the other way around, the content comes directly to them, i.e. at work.

Learning in the flow of work also means promoting agility, an essential skill to develop in a constantly changing world. Better adapted to the challenges of tomorrow, but also employees’ needs, this model improves employee’s experience, who no longer perceives training as an imposed time, but rather as their initiative to nourish their curiosity and to upskill. By integrating training into employees’ workflows, we also make the learner an actor of their learning path. With more involved, engaged, and interested learners, the impact of training increases and influences employee satisfaction, and ultimately the overall productivity of the organization.

In short, learning in the flow of work means integrating digital learning content and an engaging learning experience directly into the employee’s work environment. In other words, it means integrating the functionalities of a training platform into professional software, accessible to employees at any time. For training to become natural, access to online training must be simplified, allowing an increase in usage. Without interrupting the work in progress, learning in the workflow is a revolution that not only trains employees in the essential skills of tomorrow but also provides them with the skills they need for today.

But then, how do you integrate learning into the employee’s work environment? Learning in the flow of work requires the integration of tools within human resources management information systems (HRIS) and software that accompany and manage the learning paths of employees, the LMS (Learning Management System). To find out more, don’t miss our next articles on how to make training just a click away.

Training in the midst of transformation: a look at the impact of the pandemic

This Wednesday, June 16 at 6:30 pm, Jean-Marc Tassetto, co-founder and CEO of Coorpacademy, will participate in a roundtable discussion on the impact of the pandemic on the EdTech sector in France. During this round table, co-founders and investors of leading companies in this sector will discuss their vision of the future of education following this pandemic that has disrupted the uses. In anticipation of these discussions, discover this article that set the context of post-COVID digital learning.

Educational technologies, commonly referred to as EdTech, represent digital solutions that are revolutionizing the learning experience, through mobile apps, learning platforms, and other mediums. 2020 has redrawn the contours of learning, adapting to the exceptional measures that have been imposed on us, and thus shaping new uses. To say that learning is changing is an understatement. It is transforming.

We have been told for months: stay home! And for the better good. However, this measure raises a major question: how can we ensure that continuous learning is maintained if we are individually isolated at home? To address this issue, we had to implement solutions and take full advantage of the tools at our disposal. Thus, the use of new technologies, which was already obvious for some, has become indispensable for all. Both for educational institutions, which had to organize themselves to guarantee access to education and for companies, which had to reorganize teams and introduce remote working measures, while ensuring remote team training. The use of digital technology has therefore become vital to meet the challenges created by the pandemic and to ensure the smooth running of organizations despite the constraints of this unprecedented context.

The first lockdown allowed the French population to integrate the new digital uses more permanently and intensely. For institutions, distance learning has been adopted very quickly and for companies, between remote working and online training, the use of digital technology has made considerable progress. We are moving towards an era of digitalized training, where digital tools feed the learner’s experience and reinforce the pedagogy. Farewell to the traditional face-to-face courses and the dusty e-learning: they are reinvented to offer a digital learning experience that better adapts to individuals, their learning styles, their educational content consumption habits, and their life rhythms.

To constantly improve the learning experience and adapt to the world in which we evolve, it is necessary to rethink educational formats and ways of delivering information. It is certain that our attention spans are impacted by the use of digital technology, especially with social networks and the culture of immediacy. Accelerated by the COVID19, the use of digital has increased, shaping new habits, which are the beginnings that will shape the of the future of education and training in companies.

To learn more about this future, don’t miss the roundtable discussion on June 16 at 6:30 p.m. organized by Speedinvest, which will feature the leaders of the EdTech sector in France:

Jean-Marc Tassetto, co-founder & CEO of Coorpacademy
Pierre Dubuc co-founder & CEO of OpenClassrooms
Charles Gras co-founder of Simbel
Benoit Wirz partners at Brighteye Ventures

Register for free to the round table by clicking here.

Digital transformation: what if it is not over? Discover the top 3 skills for a successful transition

Following the pandemic, one out of three companies in France stated that they increased their budget dedicated to digital transformation, according to a study released by Twilio on companies’ digital transformation and their customer engagement strategies. Affected by the COVID-19 crisis, digital transformation is now more than ever a priority for organizations if they want to develop serenely and be ready for the future, even more uncertain than today. Although it is not the only lever for organizations’ transformation, it has a lasting impact on behavior and shapes new processes, as it profoundly changes our habits.

Omnipresent both in our personal lives and in our professional environment, digital tools are growing at a rapid pace, sometimes much more rapidly than their uses. Here lies the complexity of digital transformation: how to integrate and adopt innovative but constantly evolving tools?

As the pandemic taught us, it is essential to prepare for major upheavals before they occur, so as not to be caught short. In 2025, a revolution will disrupt the job market. The digital aspect of companies will be decisive in the face of new challenges. Projections made by the World Economic Forum’s “Future of Jobs” 2020 report allow us to define which best practices to adopt and the skills to develop.

What is digital transformation in 2021?

Cloud, e-commerce, social networks, Zoom or data, blockchain, automation: you already know digital tools. Digital transformation is the process of integrating these technologies into all the company’s activities to improve its performance. Transitioning to digital also involves adaptation to new uses, for example, those of new consumers, which are rapidly developing.

Many think digital transformation resumes to implementing digital processes in the company, but how can we ensure they are understood and anchored in behaviors? Guiding the digital transformation is mainly leading the employees on the handling and understanding of these digital tools. Involving collaborators in change management and improving their ability to adapt is key for any major transformation to be successful. Indeed, when facing changes, agility and adaptation are fundamental qualities. This is where the HR function is decisive to drive their organization’s digital transformation.

How to become a digital employee?

The “Future of Jobs” 2020 edition report published by the World Economic Forum highlights this: the trend has been towards digitalization for several years and it is now a top priority for companies. The Twilio survey states that globally, 97% of business leaders believe the pandemic has sped up the digital transformation of their organization. It’s a fact: businesses are not done with digitalization.

The interest of companies to invest in data encryption recently emerged. Indeed, digitalization also comes with its risks, and preventing them is an essential step to complete this transition to digital tools.

The Future of Jobs report reveals a list of 10 key skills to develop for 2025, which you can find here. In this list, 3 skills are crucial for the digital transformation of organizations. As stated before, this transformation is essentially about the employees who compose it, or rather, their ability to adapt to it.

As the survey shows, companies plan to restructure their workforce in response to new technologies. What are the 3 key skills to guide the digital transformation of companies and employees?

N°1 Technology use, monitoring, and control

Digital tools can sometimes be complex to get used to, especially when they change our habits. The WEF survey results show that skill shortages in the local labor market and the inability to attract the right talents remain among the top barriers to technology adoption.

It is crucial to learn how to use new digital technologies and understand how they work, to earn their tangible benefits. Lacking this ability, the adoption of new technologies is slower, globally affecting the speed at which an organization transforms.

Some skills that come with digital transformation, often very technical, are so-called “hard skills” that require a computer or very specific, scientific knowledge. In concrete terms, if we all use and take advantage of the disposable technologies, then we are collectively developing towards a more digital and agile company. Training can also focus on soft skills, to promote agility and adaptation, and becoming more resilient while facing unexpected changes! As an example, cybersecurity, a digital challenge that concerns not only engineers, or big data, which is also part of the digital revolution, if the entire company knows how to benefit from it.

To better understand the scale of the digital revolution, learn to anticipate the tomorrow’s world :

Preparing for tomorrow’s world

Develop your agility:

Adopt an agile mindset

N° 2 Technology design and programming

The WEF report figures that executives face challenges while recruiting talent that specializes in AI, machine learning, software development, and applications. To enable a company to take full advantage of the potential that new technologies bring, we must set them up first.

By 2025, the digitalization of organizations will speed up and the availability of new digital tools will increase. To drive this transformation, technology design and programming skills will gain value. It’s mathematical. If you decide to use more tools, you also need to increase the number of people needed to implement them. And as technology expands and becomes more sophisticated, it also becomes more complex to design.

However, companies should not fall into the following trap: thinking that digital transformation solely relies on the recruitment of technology design and programming profiles. As previously mentioned, the real challenge lies in the general understanding of these technologies by all employees, to move towards a global, concrete, and collective change. To instill this idea of change, acculturation of the organization’s key players is the first step. Digital acculturation means understanding the issues it engenders and better transmitting them to all the collaborators. Beyond this first stage, digital dexterity plays a crucial role. It refers to the employees’ desire and ability to take on existing and emerging technologies to improve their performance. A collective attitude motivated by a genuine desire to understand makes all the difference as it allows employees to take the measure of the changes digital transition implies.

To start acculturation to digital tools:

AI and cognitive technologies

N°3 Resilience, stress tolerance, and flexibility

Resilience, stress tolerance, and flexibility are essential “soft” skills to help people understand new tools.

New technologies, and any change generally, can be perceived as an obstacle for employees. Therefore resilience, i.e. the ability of a person or a group to project themselves into the future and to evolve despite difficulties, is crucial to digital transformation. These difficulties are also a source of concern but will be easily overcome if employees learn to develop a good tolerance for stress and unexpected situations.

To develop resilience and succeed in overcoming individual or collective obstacles:

Resilience

Digital learning, the primary tool for digital transformation?

Data from the report’s survey shows the importance of training to face the future of the job market. Indeed, mastering key competencies will allow collaborators to be more productive in the long term. To address this issue, employers investigate employees’ training, and it’s already going digital! The number of employers offering digital learning opportunities to their employees will increase fivefold by 2025, according to the survey. Although companies say that by then, the in-house department will deliver 39% of training, e-learning platforms will still supplement it for 16% of training. Digital training is therefore constantly growing and ensuring employees’ skills development.

The digital transformation of companies also involves the digitalization of training, accessible to as many people as possible, adapted to each, and engaging for all. To quote the economist Klaus Schwab, founder and executive chair of the WEF: “the same technological disruption that is transforming jobs can also provide the key to creating them – and help us gain new skills”. The tools are at our disposal, it’s just up to us to use them intelligently so we can unleash the human potential already present in our organizations.

Unlock the human potential of your business:

All courses

International partnership: Coorpacademy will distribute Cegos e-learning solutions in Europe [Press Release]

Cegos, a worldwide leader in learning & development, and Coorpacademy, a EdTech startup which deploys a digital learning platform adapted to the learners’ new uses, sign a distribution partnership agreement.

Through this new partnership, Coorpacademy customers will now have access to Cegos’ e-learning catalog on Soft Skills (in three different Html5 formats). This premium content will be available to Coorpacademy customers in France, Germany, Switzerland and in the UK.

Founded in 2013, Coorpacademy is a European EdTech startup specialized in innovative, scalable corporate digital learning solutions. Based in Paris and Lausanne, at the EPFL (Swiss Federal Institute of Technology)’s campus, the company is at the heart of Learning Sciences and Educational Technology Research, partnering with EPFL’s Research Centers. Thanks to its digital Learning Experience Platform, Coorpacademy supports companies’ transformation and efficiency by engaging their employees, partners and clients in upskilling on any topic central to their competitiveness, thus reaching top quartile engagement rates. To unleash the desire to learn, Coorpacademy has developed a proprietary Saas platform delivering latest generation instructional design backed by Ecole Polytechnique Fédérale de Lausanne Innovation labs, making corporate learning more fun, flexible and collaborative, truly centered on the end-user: the learner. Coorpacademy is part of the EdTech France association.

With its international culture and French origins, the Cegos Group is both a keen observer and a dedicated player in the world of work and business. The Cegos Group deploys a global offering, including turnkey and tailored training and development, operational consultancy, Digital Learning, Managed Training Services, international training projects, and certificate or diploma courses.

Running its own operations in 11 European, Asian and Latin American countries, Cegos is also active in over 50 countries through its network of partners and distributors, which are all leading e-learning solutions providers. Thanks to this network, its Catalogue on Soft Skills has 2.5 million learners per year.

Arnauld Mitre, co-founder of Coorpacademy, explains: “Since our creation in 2013, our vision of learning has been supported by outstanding, premium, unrivaled learning content and our ambition has been to offer the best possible learning experience to our learners. We have observed that our methods, from flipped learning to courses co-edited with top industry experts, showed high engagement rates amongst learners. We also thought that it was time for us to give our learners a pluralistic content offering in order to become a learning hub for top qualitative content. This is why we’re very proud to unveil this first partnership with Cegos, whose content catalog quality has been acknowledged worldwide and has won multiple awards. We’re thrilled to celebrate this major milestone in becoming a hub, allowing learners to find the best available content, with Cegos’ offer plus our existing catalog on learning soft skills.”

Pascal Debordes, Head of Channels and Alliances at Cegos Group, adds: “We are particularly proud to start this partnership with Coorpacademy. This fast-growing company and Cegos share the same learning & development conviction. Digital transformation and technological breakthroughs are revolutionising jobs and skills. The challenge is even more significant with the global health crisis we are facing, and which will have huge consequences on employment and organizations: millions of employees around the world will have to upgrade or refresh their skills through learning. More than ever, L&D has a crucial role to play. The power and the services provided by the Coorpacademy Learning Experience Platform (LXP) coupled with the innovation and the 18 languages of our Soft Skills catalogue is a premium answer to skills development challenges that companies need to address.”

If you want to discover more about the partnership, it’s here.

The Battle of Premium Content in the Learning and Training Industry

On April 23rd, Coorpacademy co-founder Arnauld Mitre was invited by Fabernovel to their MultipLX, the Learning Expedition from your desk, to talk about the key stakes in corporate digital learning.

Video is in French but you can watch it with English subtitles.

Amongst these stakes, content. One of the biggest issues in the learning and training industry – which is a content industry – is to think that 2 contents with the same name are worth the same. Thinking that I would be able to learn how to become a better manager for example, on any support, with any course called ‘How to become a better manager?’ There are no other industries where this is the case.

You wouldn’t say, for example: “I’m going to watch a detective series”. But rather: “Would I watch Columbo?” or “Would I watch Money Heist?” These are not the same profiles; one chooses a particular content.

The first battle for the learning industry is the battle of content, the one you can find nowhere else, the battle of the best content.

In 1996 Bill Gates was already saying: “Content is King.” And it is even more true in the learning industry!

What about you? Are you more Columbo or more Money Heist?

Tag: digital transformation