Tag: education

Coorpacademy in the Top 15 Performing Learning Technology Platforms for the second year in a row by The Learning and Performance Institute

 

After making it in 2018, we made it again!

We are pleased to announce that we are part of the 2019 Top 15 Performing Learning Technology Platforms unveiled today by The Learning and Performance Institute, the UK’s leading authority on workplace Learning & Development.

It is great recognition – this supports our ambition to be the partner of choice of companies that are willing to implement a continuous learning culture and develop the employability of their employees.

 

The Top 15 report is available here!

Here are some insights from The Learning and Performance Institute website on how these Top 15 highest-performing learning technologies providers have been selected.

What does ‘highest-performing’ mean?

Since 1995, The Learning and Performance Institute has consulted with, evaluated, and mentored thousands of organisations worldwide to help them build internal capability and deliver notable performance improvement. This is done through the LPI’s “Performance Through Learning” programme: a consultative framework that leads to accreditation by prioritizing outcomes over delivery, homing in on the value, efficacy and business impact of learning, and aligning competencies with organisational strategy and goals.

The 15 organisations listed in this eBook have a clear roadmap by which to build their capability and adapt their strategy for continual success. They demonstrate a strong customer value proposition and have a corporate culture that instils confidence throughout sales and marketing, to delivery and after-sales support. They are passionate and committed to developing their staff, their products, their market reach, and their performance.

Prospective and existing customers can be assured that these 15 organisations will provide the highest quality of service and the best user experience. They are trusted business partners, acting always in the best interests of their clients and, as such, fully endorsed by the Learning and Performance Institute.

How are they measured?

During an accreditation assessment, the LPI evaluates organisational efficacy against the following key performance indicators (KPI’s), scoring each against a reference framework.

  • Client Integrity
  • Corporate Integrity & CSR
  • Client Value Proposition
  • Marketing
  • Sales
  • Learning Technologies Consultancy
  • Learning Platforms
  • Learning Authoring Tools
  • Quality Management
  • Service/Product Roadmap
  • Qualifications/Accreditations
  • People Development
  • Business Stability

 

The results of this are fed into a formula that applies weightings to each KPI to generate numbers representing Best Solution, Best Operational Management and Best Overall. This eBook uses the figures from Best Overall.

Discover more here by downloading the eBook!

We are proud at Coorpacademy to be part of the Top 15 Highest-Performing Learning Technologies Providers.

 

Capturing Learner Data

 

“If somebody describes to you the world of the mid-21st century and it sounds like science fiction, it is probably false. But then if somebody describes to you the world of the mid-21st century and it doesn’t sound like science fiction, it is certainly false. We cannot be sure of the specifics, but change itself is the only certainty”, says futurologist and author Yuval Harari.

Change means disruption – and getting ready for change. And HR leaders need to proactively help people develop, adapt and learn new skills as part of this change if they are serious about retaining their competitive advantage.

This article from Jean-Marc Tassetto, co-founder of Coorpacademy, featured in Training Journal in the September edition – the UK’s most influential Learning & Development publication – looks at how the most advanced learning experience platforms are revolutionising the analytical possibilities for L&D professionals. Allowing them in the end to unlock and consider the full potential of their people: a good thing for business and, most of all, for the future of the employees. Discover the article!

Capturing Learner Data

Jean-Marc Tassetto looks at how the most advanced learning experience platforms have revolutionised the analytical possbilitiés for L&D professionals.

It’s no secret that the global workplace is going through a huge transformation. The arrival of automation, connectivity and artificial intelligence is seeing employees increasingly work alongside complet – not always transparent – technological processes.

As futurologist and author Yuval Harari says, the only thing we can be certain of is that our future in uncertain: “If somebody describes to you the world of the mid-21st century and it sounds like science fiction, it is probably false. But then if somebody describes to you the world of the mid-21st century and it doesn’t sound like science fiction, it is certainly false; We cannot be sure of the specifics, but change itself is the only certainty.”

Change means disruption – and getting ready for change. According to a recent survey by global analysts PwC, for example, 80% of CEOs said securing the right skills for the new digital economy is one of their biggest challenges.

The same survey found that 74% of employees are ready to learn new skills or retain to be employable in the future. 

But HR leaders still need to proactively help people develop, adapt and learn new skills as part of this change if they are serious about retaining their competitive advantage. 

But despite all this context of disruption, there is a positive outlook for humans in the job market. By 2022, says the World Economic Forum, emerging occupations are set to increase from 16% to 27% of the employee base of large firms globally, while job roles currently hit by technological obsolescence are set to decrease from 31% to 21%. THe body estimates that 75 million current jobs roles may be displaced by the shift in the division of labour between humans, machines and algorithms – meanwhile 133 million new job roles may emerge at the same time. 

Jobs going? Yes, but jobs are coming. 

In other words, robots are being added to the workplace but so are people – with new and different skills. US staffing giant ManpowerGroup, for example, has stated that it is reskilling people from declining industries such as textiles for jobs in high-growth industries such as cyber security, advanced manufacturing and autonomous driving. 

Growth is also forecast in frontline and customer-facing roles – which all necessitate interpersonal skills such as communication, negotiation, leadership, persuasion, complex problem-solving and adaptability. 

With talent shortages at a 12-year high and new skills emerging as the world gets more connected, companies are also realising they can’t source the skills they want at short notice. ManpowerGroup found that a staggering 84% of organisations expect to be upskilling their workforce by 2020. What would that look like in practice? The World Economic Forum estimates the average employee will need 101 days of retraining and upskilling in the period up to 2022. 

This is no small ask for HR and L&D departments. And while there is unlikely to be a jobs apocalypse in the future, if organisations don’t take the right steps now there will be a drought of skilled talent, which will have a detrimental impact on the bottom line. What we can be sure of is that technological change will necessitate employees continuing the L&D process throughout their careers, requiring strategic lifelong learning plans.

Where is the hard ROI training data?

Supporting such plans will put pressure on organisations to provide comprehensive and imaginative L&D opportunities to fully support us through these changes. That’s not great news at a time when training budgets are being squeezed and the C-suite is demanding to know its return on training investment. So having the right metrics and guidance to show proof of ROI back to stakeholders is now more crucial than ever. Let’s review how important that is. At the Learning Technologies exhibition and conference in February this year, independent HR analyst firm Fosway revealed the first preliminary results of its annual digital learning realities research, and the verdict was not positive: “By not providing hard evidence of how learning is adding value on an individual, team or organisational level, practitioners are missing a huge opportunity to gain recognition of their contribution to the organisation and much-needed investment for future learning,” warned the organisation’s director of research, David Perring. 

Perring went on to detail how only 14% of the UK HR community can say with confidence they are effectively measuring the impact of learning, while around half are doing so, but poorly, and a third are not measuring impact at all. No wonder, when asked to describe the L&D industry’s progress in measuring learning impact, this analyst responded with just one word: “terribly.”

Help may finally be at hand

The good news is that a way of mapping training investment to measurable bottom-line results may be about to become available at last. That’s in the shape of the learning experience platforms (LEPs), recently formalised as a new market category by Gartner, which have started to become increasingly common in L&D work in the past few years. 

Highly user centric in their delivery model and usability, it’s maybe less well understood that the most advances of this class of edtech software has also revolutionised the analytical L&D palette; 

The advanced LEPs in question track learner behaviour and use that data to test what works and what doesn’t, based on a powerful new way of collecting such data – the Experience API or xAPI standard. That’s a really significant step forward because, until very recently, learning analytics only existed in a very basic way. That was because learning management systems (LMSs) managed access and tracked participation of learners, namely the attendee list – but little else. There may in addition be information on e-learning content downloads, task completions and module completion, but the data was thin to say the least. 

xAPI and activity streams

The gamechanger here in these modern LEPs is the new interface, as xAPI allows us to record any learning experience, including informal learning, providing a much richer picture of an individual’s learning path. The Experience API also prevents data from remaining in the confines of your siloed LMS, as it succeeds the older de facto e-learning standard SCORM (the sharable content object reference model) and is capable of correlating job performance data with training data in order to assess training effectiveness.

Let’s make that a bit more concrete. If you look at someone’s Facebook wall, what you are looking at is a series of activity stream statements; and activity streams are gaining traction as a useful way to capture a person’s activity, both on social networks and in the enterprise.

xAPI uses the same format to capture learning experience data, and as we start to aggregate these streams across an enterprise, or even across an entire industry one day, we can start to identify the training paths that lead to the most successful or problematic outcomes, and so what determines the effectiveness of our whole training programme. 

Doing that would enable organisations to glean new insight into what a learner has successfully learned, how they gained this knowledge and which learning approach they chose to follow. This provides opportunities for strong diagnostic values and advance performance indicators, such as curiosity, or resilience – both hugely valuable people metrics. And, of course, this will ultimately aid the workplace learner as he or she becomes aware of what their own data says about their progress and experience, so as to ensure long-term employability. 

This transformative potential of these new indicators is even greater if you consider that World Economic Forum identified reskilling and upskilling of the current workforce as the number-one strategy companies need to embrace in light of our continuing transformation into a knowledge economy. Knowledge, in the Google age, is easily acquired – while curiosity on the other hand seems less ubiquitous, and many commentators believe we need to boost employee curiosity as well as builder greater resilience and adaptability to change. 

In conclusion

Summing up, the demands of the modern workplace mean we now need to move to a far more learner centric model, where classroom training is supported by virtual training, available on demand, wherever and whenever the learner wants to access it. Such learner centric approaches and leading edge xAPI-enabled technology are proven to work – and most importantly, secure high levels of user engagement. 

Together with the benefits this new generation of LEP-derived behavioural learning analytics could bring, this puts training back at the centre stage in business. Exactly where it needs to be to satisfy the growing and diverse skills requirements of a digital future. 

The result: HR and training professionals can finally use multiple data sources to consider the full potential of their people for specific roles within the organisation and business outcomes. And this has got to be a good thing – for the business and, most of all, for the future of the employees.

Jean-Marc Tassetto is co-founder of Coorpacademy and a former head of Google France; Find out more at coorpacademy.com

 

The two-pager on Coorpacademy in the latest special issue of Capital Magazine

“Coorpacademy: the Netflix of knowledge. Say goodbye to boring training! This Franco-Swiss startup is revolutionizing corporate training by putting the user back at the center of a collaborative and playful experience.”

This is how the article from Benjamin Janssens starts in the latest special issue of Capital Magazine. By interviewing Frédérick Bénichou, co-founder of Coorpacademy, he showcases the stand-out factors of the platform, from ‘simplexity’ to the soft skills catalogue, from the ludic and addictive features to the engaging and individualized learning paths.

Discover this article (translated from French):

“When La Redoute definitely went from paper catalogue to focus solely on digital, they had to train their employees on digital culture and tools and on the latest trends of e-commerce. And what better way to do this than through proposing… online training! The retailer chose Coorpacademy to conceive a digital learning branded platform with tailored content meeting their needs. In 6 months, 800 employees were connected on the platform and – most notably – 88% of started courses got completed. Way faster and more efficient than the old ways – when face-to-face training were needed for each and everyone of the employees. 

Moreover, traditional training usually focus on developing ‘hard skills’, technical skills, at the expense of ‘soft skills’, those more human and cross-sectional skills – the ones robots can’t acquire – which are more and more sought after by employers and recruiters. It is with the idea to fill that void that Jean-Marc Tassetto, Arnauld Mitre and Frédérick Bénichou, two former Google executives and one serial web entrepreneur, launched Coorpacademy in 2013. This Franco-Swiss startup, which won a lot of awards since then, started to put together a disruptive pedagogical method  based on soft skills assimilation. The concept? ‘Simplexity’. Behind this portmanteau word is a very easy-to-use, ludic and engaging user interface, but giving access to targeted and relevant content. 

“We’ve conceived a flexible tool which adapts to the user: our content pieces can be consumed everywhere at any time, in 20 minutes on average, or even in 5 minutes thanks to microlearning”, Frédérick Bénichou, one of the co-founders, says. 

More specifically, how does it work? “We use the flipped pedagogy. The learner watches a 2 minute video or answers questions, and it is only just after that the learner will access to the pedagogical content. This content allows learners to either correct themselves, or go further, and the whole thing infuses a new dynamic to the learning process.

The success amongst employees can also be explained by the playful aspect of the platform: we score points at each levels, progressively. Numbers prove that offering gaming elements creates high engagement rates and a healthy competition between coworkers. “For a company, it is also a good way to find hidden talents within the company, people that will potentially turn very helpful for the company”, Frédérick Bénichou adds. At Pernod Ricard for example, the employee who had the best score on digital culture was a storekeeper in Cognac; his knowledge on the topic and the fact that his bosses realized this brought him to coach the Chief Marketing Officer.” While having fun, one develops his digital culture and his emotional intelligence with the possibility to challenge his peers or to be helped and coached by another learner within his organization. 

So what’s the link with Netflix? Training modules, short and playful videos are all accessible anytime from any support (smartphone, tablet, computer). And thanks to machine learning, played content pieces help to recommend others – the startup created 27 distinct learners’ profiles. 

After having tried at the beginning to target individuals, Coorpacademy revised its business model since then and only works in B2B for large accounts (Crédit agricole, Renault, Auchan, L’Oréal, Engie, Michelin…). Companies pay a subscription which allow their employees to access the training catalogue. Rates are decreasing depending on the number of users: from 9,90 euros a month for less than 100 employees to less than 7,90 euros from 300 employees, without any fixed-term appointment. It can be specific training content made for the company or the more general catalogue with soft skills oriented training – or a mix of both.  

Coorpacademy recently implemented an internal control training program for Pernod Ricard, or a platform to make ‘La vie en bleu’ – a program around healthy good, health and wellbeing – known to all 350 000 employees at the Auchan Retail group. For soft skills training that are proposed to all companies, Coorpacademy is relying on a network of more than 40 partners and experts, including Capital and Management magazines, but also Dunod, Bescherelle, Video Arts, IBM. The website offers more than 1,000 videos and 8,000 questions (digital culture, management and leadership, future of work…) and covers more than 90% of soft skills identified by the World Economic Forum. A 10 million euros fundraising in 2016 allowed Coorpacademy to go abroad, by translating the training content in English.”

Benjamin Janssens

A new heart, infinite lives, to love learning a hundredfold!

 

This summer, our product team worked hard to give you two new features on the Coorpacademy platform. Here’s a short article to unveil them to you!

A new heart to love learning.

Cats have 7 (or 9), you had 3 to complete a course chapter on the Coorpacademy platform. Do you know what we are talking about? Lives, of course.

As a reminder, if you give a wrong answer, you lose a life. Once you’ve lost all 3 lives, you have 2 choices: you can watch the course video to win back one life, or you can start the chapter again. But that was before!

You have now 4 lives for each level, all the time, on Coorpacademy.

Why did we chose to do this?

We’ve observed that the success rate could increase by 50% on a course with one more life! Less stress, more time to focus on answering properly, on “Key Learning Factors” or on “Did you know?”. In the end, bigger chances to succeed in a course and bigger ones to love learning.

4 lives instead of 3 in order to improve, one more chance to answer rightly

Now that you love learning (even more that before), would you have 5 minutes?

5 minutes, it’s the time it takes to water your plants, to cook pasta or to take a shower. It’s now also the time you need to learn or to strengthen your knowledge on a topic. Because our agendas are fully booked, we’ve created 5′ Learning.

The way it works? It’s training, but in very short 5 minute sessions.

It allows you to learn always at the right time, before a meeting, when you really need to acquire some knowledge or – very simply – when you have a little time to satisfy your desire to learn.

Most importantly! There’s no life counting in 5′ Learning courses.

 

What does this mean?

You’ll never be stopped while doing a course, whatever the answers you give, right or wrong. You’ll then have time to focus on the correction of the questions you answered wrongly. Always keeping in mind that the goal is to revise, to learn and to memorize, at your pace.

Would you like a concrete example?

Franck is Digital Marketing Specialist in his company and he knows everything about digital campaigns. When he shows up at the office, he receives a meeting invitation from the SEO (Search Engine Optimization) Specialist, scheduled in 30 minutes, on the Google Ads “Quality Score” topic.

He freaks out a bit, because he doesn’t remember what it is and is afraid to ask someone. He takes his mobile phone, logs in into his company’s Coorpacademy Digital Learning Platform and selects the chapter “Quality Score: Your Adwords Campaign Currency” from  the course “Search”.

4 questions, a 2 minute course video: in 5 minutes, Franck revised the key points of the Quality Score, without pressure because there’s no life tally, and is fully ready for his meeting.

Revise in 5 minutes on the Quality Score

Infinity of lives in 5′ Learning, zero pressure for a maximum of learning benefits. 

4 questions, 1 video, an infinity of lives with 5' Learning

 

Stop Violence Against Women: Make.org and Coorpacademy are working on the Action Plan.

 

Coorpacademy is proud to work with the CivicTech Make.org on one of the eight actions of the “Stop Violence Against Woman” Civil Action Plan.

Coorpacademy is putting its digital expertise to the service of a training plan for professionals – especially policemen – in charge of helping women that have been victim to violence.

Discover the Action Plan (in French).

The Skills Gap And What It Means For The 21st Century Financial Services Worker – an article from Jean-Marc Tassetto, co-founder of Coorpacademy, in Finance Derivative

 

Coorpacademy’s Jean-Marc Tassetto discusses the importance of cultivating soft skills and how financial services firms like BNP Paribas are leading the way in upskilling and reskilling their employees.

This article was originally published in Finance Derivative, a global financial and business analysis magazine, published by FM.Publishing. It is a yearly print and online magazine providing broad coverage and analysis of the financial industry, international business and the global economy. Finance Derivative brings the latest News & Analysis from the finance world and corporate excellence. The magazine targets an audience of finance professionals, and corporate and private investors.

You can find the original article here!

Here are some extracts of the article:

“More and more experts tell us that soft skills in particular will end up in greater demand, in contrast to skills more reliant on fact-retention. Soft skills-based occupations may account for two-thirds of all jobs by 2030, according to Deloitte, while the Manpower 2018 Talent Shortage Survey underlines how transferable soft skills are gaining greater importance – with more than half of employers saying communication skills, both written and verbal, are their most valued employee attributes, followed by collaboration and problem solving.

The World Economic Forum’s recent Future of Jobs study says creativity is one of the top three skills workers will need and while robots may help us get to where we want faster, they cannot as yet be as creative as homo sapiens.”

[…]

“The financial services sector is not exempt from these trends. After all, superior customer service is quickly becoming an increasingly important competitive differentiator in the financial services field. That means that the development of soft skills such as empathy, emotional intelligence, motivation and effective communication can help brands elevate customer interactions and the customer experience overall. Financial services organisations may also overcome many of the obstacles limiting their growth by cultivating leaders with a strong set of key ‘human’ skills that can help them engage workers in digital transformation initiatives. A June article in the FT argues that ethics and navigating ethical dilemmas will also take centre stage as an important skill for future finance leaders, for instance.”

[…]

Making corporate learning relevant again.

“Learning and having fun are a good way of starting to encourage the development and practice of soft skills, as play and learning are both based on the desire to progress, to work with others and to have a social experience. Neuroscience has also shown us that playing stimulates curiosity and the desire to progress, for example, and play creates a congenial learning experience. Constant upskilling in things closely related to our daily job activities is a natural human goal to desire that we should be capitalising on.

To be successful, a modern workplace learning experience in the financial services universe should be deeply integrated with a job position and be directly useful to the learner. Modern workplace learning methods like microlearning are a powerful way to make this happen, for example, and this is an approach that can be easily integrated into the learning experience, allowing the employee to dynamically look for the knowledge she needs in situ. At the same time, the contribution of wider communities of learners can encourage uptake, as the ability to interact and measure up to others increases learning capacity.

 One customer of ours has achieved this. BNP Paribas Asset Management employs these modern e-learning techniques, including pedagogical videos, online learning modules and games on digital platforms deployed across the entire network worldwide to update the skills of its workforce and to keep its advisors fully up-to-date on its suite of financial products.”

[…]

“For an approach that puts the user centre stage, user support is everything. Some comments HR at the bank has received suggest it’s doing this right: “The platform is user-friendly thanks to the battles, much better than traditional online learning;” “Very clear, the videos are graphically pleasing, and just the right length;” “A way of revising that is quick and efficient, very succinct content, a congenial platform.”

As a result of the kind of seismic drivers of employment change taking place in all industries including financial services, it is becoming more imperative that we all manage our long-term employability. Businesses that don’t equip their workforces with the tools to help will not be able to compete – shrinking, or even disappearing, as disruptive new players better prepared to help their teams develop the skills they need will take their place. Don’t let that happen to you.”

Discover the full article here!

You can also discover other articles from Jean-Marc Tassetto in the press!

Why acquiring soft skills is not as hard as you think – RealBusiness

Let’s start using a whole new class of meaningful HR KPIs – HRReview

How to Stop Worrying About a Jobless Future? – Bdaily Business News

ROI of continuous training: HR Directors’ unsolvable problem?

 

For many years, calculating ROI (return on investment) of continuous training has been difficult, especially with the pressure of Direction Committees and stakeholders, with expenses sometimes hard to justify with actual and tangible results. 

‘The main issue for Human Resources is the calculation of its return on investment.’ Catherine Benet, former HRD of Paris Airports (Aéroports de Paris). 

How do we calculate the ROI of continuous training?

In the 50s, PHD and former president of the American Society for Training and Development Donald Kirkpatrick described an evaluation model of training efficiency in a 4 levels pyramid: The Four Levels of Training Evaluation. Jack Phillips then completed this model in the 90s in order to calculate ROI, with a 5th layer. 

However and despite the evolution of HR practices over the years, the attendance sheet is – way too often – the method used to follow how people train and to see how many employees attended a course.

In this article, I’ll try to show you how asking yourself 12 questions can help nurturing the debate on the return on investment of continuous training. Food for thoughts and maybe a few leads to start calculating a tangible return on investment.

This is 7 minutes read. But there is a summary at the end of the page, for people in a rush 😉

Which ROI? For whom?

The 1st issue with return on investment comes from each and everyone’s expectations. When expectations are different, the calculation of ROI is different as well. Let’s take a few examples:

The stakeholder: ‘If I invest 1€ in training, I need to get 1€ + interests back.’

The senior executive: ‘To measure the return on investment, I need to see the training’s added value to business. How does it impact my business results?’

The HR Director: ‘In order to improve the return on investment of continuous training I can use digital learning tools. It’ll allow me to deploy our training content to the whole company very quickly, and to reduce face-to-face training times. My costs will be reduced, I’ll improve the return on investment.’

The Chief Learning Officer: ‘How can I measure my coworkers’ real learning impact? How can I measure with tangible results what they actually learnt?’

The managers: ‘Are these training programs concrete? My team doesn’t have any time to waste.’

The employees: ‘I hope the training content will be interesting.’

12 steps to calculate the ROI of training

In the end, the calculation of the ROI comes from a group of questions to be answered first.

These 12 questions aims at obtaining a positive and lasting return on investment with corporate continuous training.

  1. How many employees like to train?
  2. How many employees really train?
  3. How many employees train with qualitative content?
  4. How many employees remember what they learnt?
  5. How many employees apply what they learnt in their day-to-day jobs?
  6. How many employees are more efficient thanks to what they learnt?
  7. On how many professional tasks are these employees more efficient?
  8. How are these employees performing better?
  9. Is the company seeing the result of this better performance thanks to tangible and measurable results?
  10. Is these results important to senior executives and management?
  11. Is the Direction Committee rewarding these results?
  12. Is the reward valorized by the employee?

If you apply a conversion rate to each of these questions, you will obtain a ROI calculation and an estimate of this feedback loop efficiency. Obviously, the more your conversion rates will be high, the better will be your ROI. 

Does this solve the main problem of HRs?

Does this solve the main issue for HR? No.

No.

The calculation is complex. These tasks cannot be completed by HR executives only. HR executives cannot impact all of these elements. Learning, learning tools, content, pedagogy, trainers, senior executives are also playing an important part in this cycle. We also know there will be loss at each step. 

To illustrate what I’m saying, let’s say we apply a 70% conversion rate to each steps. 

On the 70% of employees who like to train, 70% are actually training for real. 70% of those former 70% are training with qualitative content, 70% of those remember it… And so on – you get it!

At the end of the 10th question, it’s easy to understand how it is complicated for a HR Director to justify the return on investment of continuous training.. The direction will only look at the result in the end: here, it’s a 2,82% performance (70%^10).

How to maximize your impact as a HR Director?

On which key performance indicators do you have the most impact?

Basically, on the first 4 steps of this cycle: make people enjoy learning, make training more accessible, provide qualitative content and improve how people memorize and learn. 

If – thanks to you – you achieve getting 75% people enjoying training and learning instead of 70%, with 75% of them actually and effectively training,  with then 75% of them training with qualitative content and 75% of them – the ones who train with qualitative content – memorizing better, then your impact will almost be perceived as twice as better than previously: 4,96% of performance! This is the KPI the Direction Committee will study and see as important!

The 4 key steps

MAKE PEOPLE ENJOY LEARNING!

To transmit the will to learn to someone is often a balance between what’s mandatory to learn and the will to give knowledge as a trainer, whether the trainer is a parent, friend, teacher, manager, coworker of HR manager.

To say that a student or a coworker doesn’t want to learn is a mistake. Everybody enjoys learning, but not on all topics and not if the learning process is boring, annoying or sometimes humiliating. It’s normal that the school system or some training programs are disregarded because of these observations.

A very few of us wake up in the morning wishing to learn theories we won’t be able to apply in real life, for hours, before to be tested via a quiz that won’t explain the notions we might have not understood previously.

A good User Experience is the essential basis in any training programs, whether it is in face-to-face learning or e-learning. Do you want to learn in a freezing classroom with boring teachers? Do you want to learn on a e-learning platform full of bugs where you can easily get lost? NO.

To exit the scheme of traditional learning and understand what really drives learners, we need to understand the Facebook quiz scheme. Why does a Facebook quiz engage students more than a lecture course in a large classroom, on a topic students voluntarily chosen?

Answer: format and methodology. 

When Facebook asks you 10 questions to see which country would be the most suitable for you, your brain understands it’s a game, without challenges, in which you will probably learn something. Used in pedagogical ends, reverse questioning can be very efficient.

We need to deeply change the way we see training, and the solution doesn’t lay in what we were used to at school. Gamification can bring us a part of the answer. If you’re skeptical about the benefits of gaming, I invite you to take a look at the proportions of video games players per age ranks in France in 2018. The good balance between the game aspects and the learning ones is still to be found though. 

MAKE TRAINING MORE ACCESSIBLE!

When does someone want to train? The morning before going to work, or going to work? When facing a business challenge? During a meeting? In the evening? Between two meetings?

Like any desires, it can happen anytime! We’re not robots: the urge or the desire to learn something new can pretty much happen all the time.

What is fuelling this desire?

Sometimes it’s a life goal, sometimes it’s a weak stimulus, something that got you curious at the coffee machine: ‘Did you hear about the latest scandal of misappropriation of funds by top executives of this famous international bank?’

10 minutes after, you’ll probably be reading press articles about the case, on your laptop or your smartphone. 

From the beginning of content conception, we need to think it – the training content – to be as accessible as possible, on any support, at any time, from wherever we are. 

PROVIDE QUALITATIVE CONTENT!

Would you rather look for information yourself among thousands of possible results or receive the most accurate information, summarized? 

Don’t make the mistake of seeking volume over quality. By doing this – volume over quality – you’ll reduce your coworkers’ engagement, lose their trust and it’ll be way more difficult to monitor their progress on a large volume of content. Without mentioning how difficult it would be to update all content pieces.

2 options are available if you’re looking for qualitative content: look for the experts in each skill fields or look for training players who chose the quality of content as the main part of their editorial lines.

In order to massively and internationally deploy your training programs, keep in mind that your main constraint will be the cost of deployment of your training courses. For this reason, digital learning is a very interesting tool to massively and instantly deploy your content all over the world, at reduced costs. 

IMPROVE HOW PEOPLE MEMORIZE AND LEARN!

What are the best practices to memorize information?

Some use the ‘Method of loci‘ to improve memorization, others simply follow training programs.

To repeat several times is a well-known technique to improve memorization. Right now, the buzz word is blended learning: mixing training methods to repeat information while avoiding the monotony of repetitions. Blended learning became very popular among large corporations but might not be enough to ensure information retention. 

Well-thought quizzes where each right answer can get you a bigger bonus of points than previously will motivate you to repeat your actions without feeling it is boring or annoying. It’s the art of gaming: making you better while having fun.

The challenges – ‘Battle’ on the Coorpacademy platform –  between learners are  a good example of efficient gamified repetitions, especially for people who like to challenge themselves and others. It particularly suits salespeople. 

At last, pedagogy need to stay at the heart of the learning system. Forcing someone to learn doesn’t guarantee – at all – the memorization of information. Sometimes we think we know the topic already and we don’t want to go through the ‘learning step’ before answering questions and actually test our knowledge. Why then force a learner to watch a video, learning material before answering any question? The learner could simply answer, make a mistake, relearn, redo it a bit later. This counts already for 2 repetitions, while it’s not more expensive, and the key learning factors will probably be way more memorized by the learner than if he/she was working on a classical learning format (the course, then the questions, then the evaluation).

To improve information retention, memorization, one needs to master the art of repeating while making the experience pleasant and enjoyable for the learner.

To sum up…

The return on investment of training is still hard to measure. A lot of factors – and most of the times factors that you can’t impact as a HR leader – need to be taken into account. But it is possible – still as a HR leader – to impact positively the ROI. 

At the Human Resources level, it’s by making people enjoy learning, making training more accessible, providing qualitative content and improving how people memorize and learn that you’ll increase significantly the impact of continuous training on teams’ performance.

A few ingredients are essential to a good learning process: desire, pedagogy, repetition, top-notch user experience.

For an efficient international deployment for organizations of +1000 employees, e-learning and more particularly Learning Experience Platforms (LEP/LXP) became the essential tool which guarantees instant deployment at reduced costs.

Continuous training is even more important today as new jobs are created and others disappear before we even invented the right training for them. Learning how to learn is becoming essential in order to maintain one’s future employability. Training on soft skills is becoming more and more important as studies from the World Economic Forum and McKinsey show it.

BONUS

Why companies serious about training need to embrace a new generation of e-learning tools? – An article of Jean-Marc Tassetto, co-founder of Coorpacademy, published in Computer Business Review.

By the way, last but not least…

If you Googled the ‘Method of loci‘, you’re among the learners that are proactive in the way they learn. Congratulations!

If you haven’t but now want to Google it while reading this, it proves that it just takes a small stimulus to make people wanting to learn 😉

Let’s start using a whole new class of meaningful HR KPIs – Jean-Marc Tassetto in HRReview

 

This article has been originally published in HRReview. It has been written by Jean-Marc Tassetto, co-founder of Coorpacademy. To read it in its original form, it’s here.

There’s plainly a crisis in how HR and L&D is working with training data. For example, according to the 2019 run of its annual Digital Learning Realities Research, HR analysts Fosway reported that only 14 per cent of respondents in the UK HR community think they are effectively measuring the impact of learning, while 53 per cent admit they’re probably doing it ‘ineffectively’ and 33 per cent are not even trying.

Discover some extracts of the article:

“However, help may finally be at hand in the form of the Learning Experience Platform (LXP), originally defined by workplace learning expert Josh Bersin and recently formalised as a new market category by Gartner.”

[…]

“Why we need to move beyond the LMS

That’s because LXPs track any behaviour traces and use them to test what works and what doesn’t, based on a powerful new way of collecting such data, the ‘Experience API’ or xAPI standard. The Experience API is a technology designed to create a rich environment for online training and learning and is there to address the limitations found with the e-learning technologies currently used that are too focused on tracking the learner through a specific course, rather than through diverse learning experiences.

Why does this matter? Up until recently, elearning analytics only existed in a very limited form, as any learning data that was harvested was very partial. That was due to the fact that the technology L&D had to rely on for so long – the LMS, the Learning Management System – is primarily an admin and delivery system, designed for managing access to training and participation of learners.”
[…]
“The rise of new HR metrics 
So how does this new API work? By working with activity streams. The best way to understand this is if you look at someone’s Facebook wall, what you are looking at is a series of activity stream statements, and the concept is gaining traction as a useful way to capture a person’s overall online activity, on social networks and in the enterprise. xAPIs capture learning experience data – and as we start to aggregate these streams across an enterprise, we can identify the training paths that lead to the most successful or problematic outcomes, and so what determines the effectiveness of the whole training programme. Doing that would in turn enable HR leadership to glean new insight not only on what a learner has successfully learnt, but how they gained this knowledge and which learning approach they chose to follow. This provides opportunities for strong diagnostic values and advance performance indicators, such as Curiosity, or Resilience, and other very promising new HR metrics.
For example, ‘Curiosity,’ is associated with advanced abilities including an aptitude for learning – and as Knowledge, in the Google age, is easily acquired, employees we know who have this capacity could be a real asset for the company.”
[…]
A deeper picture of workplace learning
By using these new behavioural indicators, data available for Human Resources and line of managers of the real capabilities of their teams becomes much richer and more complete. What’s more HR professionals can properly consider the full candidate potential of a person for a specific job not only in terms of their knowledge and skills, but also their character and behavioural qualities. Brands would have access to not only what a particular person has actually learned, but also how the learner landed there, what learning approach they have chosen, so we can come up with tailored recommendations that are close to their actual needs. Good news for the corporation and the benefit for the employee is to help her become the real owner of their employability. Finally, trainers and HR managers also benefit, because they can access all sorts of new types of insight – not only what someone successfully learnt, but also how the learner got there and which learning approach they chose.

So let’s seize the chance that the powerful combination of the LXP and the xAPI offers – and make workplace training and development the truly strategic business tool we all know it deserves to be.

You can read the article in its complete and original form here.

Discover other articles from Jean-Marc Tassetto, co-founder of Coorpacademy:

How to Stop Worrying About a Jobless Future? – Bdaily Business News

Let’s welcome a new dawn of behavioural learning analytics – TrainingZone

Why Training is an Under-Used Source of Employee Insight – Incentive & Motivation

Government of the Principality of Monaco Chooses Coorpacademy to Help Train its Community of Public Servants

 

The Government of the Principality of Monaco has confirmed e-learning leader Coorpacademy as its new digital training platform to underpin Monaco’s strategic transformation programme, Extended Monaco – a plan to digitise all of its public sector and economy.

In this context, the Principality’s government is launching a digital university, the Monaco Digital Academy, with a detailed training syllabus for its 3,600 public servants and agents in order to help them transition successfully to new way of working and processes.

A major player on the European Corporate Digital Learning scene and born on the campus of the Swiss Federal Institute of Technology (EPFL), Coorpacademy develops innovative digital training solutions for businesses, government and third sector.

The Monaco Digital Academy will provide Monaco public sector professionals with an online training platform that integrates new digital functionalities, such as gamification and mobile learning, the latest pedagogical innovations including reverse pedagogy and 5-minute targeted training modules and multiple forms of high value content, so supporting letting learners develop vital new skills in a rapidly changing world.

The courses available online will focus on reinforcing and acquiring new soft and digital skills, and will be accessible via a catalogue of over 1,000 courses published by Coorpacademy in collaboration with its expert partners. The courses cover 90% of the skills deemed fundamental as identified by the World Economic Forum (The Future of Jobs 2018 study). In addition, the Government of the Principality will complement this digital resource with bespoke training, such as on wellbeing in the workplace and development of capabilities for specific positions.

The Academy is envisaged as a flexible and progressive training asset, enabling civil servants and agents to receive training on the subjects of their choice, whenever and wherever they want, using a computer, a smartphone or any other digital device.

For Frédéric Genta, Interministerial Delegate in charge of Digital Transformation in the Principality of Monaco: “In order for our public services to be a model in the digital world, we must help everyone, starting with our people in charge of carrying out our public policies. They must be able to benefit from an ambitious training programme, as there is no better investment than investing in one’s teams and their training.”

Stéphan Bruno, Head of Human Resources for the Government of the Principality of Monaco, explains the choice of Coorpacademy: “We wanted to create a training offer for our public service teams that is accessible, fun and diversified, and not limited to job skills. The user-centric learning experience offered by the Coorpacademy platform and the depth of its catalogue of courses elaborated with experts offered what we were looking for.”

“We are proud to have been selected as a core training supplier for this strategic digital plan that will impact all Monaco’s public policies,” adds Jean-Marc Tassetto, co-founder of Coorpacademy.

“The importance of training in the strategy of the Principality’s government and leaders demonstrates the ambition of this plan and their global understanding of the issue of digital transformation.”

How Manor’s top executives and managers train on soft skills and digital culture: exclusive interview of Graziella Ribic

 

Manor is the largest department store chain in Switzerland. It has its own online shop. With a market share of 60%, it is the market leader. The company employs around 9,750 people in its 60 department stores, 28 Manora restaurants, 31 Manor Food supermarkets, 4 distribution centres and in its headquarters in Basel. Tradition and innovation come together in this company; since its founding in 1902, it has reinvented itself time and again. After all, change is – and will remain – a great constant. As the dynamic, fast-paced and innovative company that it is, Manor began working with Coorpacademy in October 2018, mainly to help its employees adapt to digitalisation.

The partnership with Coorpacademy is based on the following premises: no content generated, but the desire to train Manor employees on topics related to digital culture, the future of retail, management and leadership skills. On the occasion of the beginning of this partnership, we met with Graziella Ribic, Head of Executive Development, who is leading the project.

How does Manor implement its innovation strategy in everyday life, particularly in the areas of human resources and employees’ personal development? What does the company do in real terms?

We offer a range of professional development courses in these four areas: Digital Basics, Sales, Leadership and Purchasing. These courses are tailored to the future needs of the company and of the market, which we continually adjust in the face of emerging changes. For example, we are currently offering our managers the ‘Leading Change’ training course, which is made of 2 parts: digital courses with Coorpacademy and a subsequent classroom training component. In addition, our managers have free access to all Coorpacademy course offerings. This allows them to engage in continuous training in an independent manner on a whim.

You already have a process for designing training content. What were the requirements and what did you like so much about Coorpacademy and its catalogue that you wanted to add it to your existing content catalogue?

Since we were primarily looking for content and methods that would help us in the areas of digitalisation and leadership, Coorpacademy suited us immediately. The playful approach also appealed to us, as we already make sure our self-made e-learning courses have content that is as easy to understand as possible and that the knowledge is tested using short quizzes. The option of doing a five-minute learning session on a break or on the go is something that really goes down well with us, as our days usually have too few hours. Such short learning nuggets always fit in somewhere in the day!

Why do you think having a proper digital culture and learning soft skills are a key 21st century challenge?

Digitalisation has brought with it – and continues to bring with it – so many innovations that directly or indirectly change our daily lives. Who can imagine life without smartphones today? And we must know about all these innovations and learn how to use them. People who cannot keep up will one day – sooner rather than later – be left standing puzzled in front of a machine, helplessly looking around for staff that will no longer be available. But in my opinion, the question will not be one of ‘humans or machines‘ but rather of ‘both humans and machines‘. There will be areas where machines will dominate, but there will also be areas where humans will prevail. In order to find our way in daily life, we need to engage with the digital world. After all, digitalisation has come to stay.

Thank you very much.

Thank you.

Discover Graziella Ribic’s interview in video! (in German).

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