future of learning Archives

Quiet quitting: how to re-engage your employees

We’ve been hearing about it everywhere since this summer: “quiet quitting” is a phenomenon that consists of staying at work while taking a break. Saying no to overtime, giving up reading emails outside of work hours, apologizing for events in the life of the company, would be the symptoms of this phenomenon of quiet quitting.

So, should we consider this phenomenon as a real disengagement of employees or a simple reaffirmation of their well-being? And above all, what measures can managers put in place to respond to this phenomenon?

It is spreading on social networks, the hashtag #quietquitting, which now counts more than 75 million views on TikTok. Born in the United States, this phenomenon would particularly affect the employees of Generation Z. In order to preserve their mental health and well-being, these employees would decide to do what is asked of them, in the strictest sense of the word. Generation Z is one of the generations most affected by mental health issues, and this trend is a direct result of the difficulties GenZers face in not considering work a priority in itself.

According to a study conducted by Malakoff Humanis last July, 23% of employees under the age of 30 report poor mental health, compared to 16% of all employees. Thus, 44% of young people who judge their mental health negatively attribute it to the professional context alone. Moreover, the health crisis that has led to confinement, disconnection from the professional world and an increase in teleworking also explains the appearance of this phenomenon. The “post” world is also a world where the boundaries of work are redefined, and where the quest for meaning is more than ever a priority for employees, even before the question of remuneration.

Is the term “silent resignation” really appropriate? The phenomenon does not so much refer to a desire to quit as to an aspiration for more well-being in life. As the World Economic Forum explains, it is about finding a better balance between work and private life. A better lifestyle for workers does not prevent them from remaining productive and meeting deadlines. Indeed, the symptoms of silent quitting come from legitimate demands, from employees who have reviewed their priorities. Whatever one thinks, the right to disconnect exists and is even framed by law (voted in France in 2017). The question that lies then is not whether these employees want to quit or not, but rather, how the company manages to conjugate with these new expectations.

In this context, employees are in a position of power. As Josh Bersin aptly describes, “It’s okay to set limits on your work, but don’t do it ‘quietly.’ If you tell your manager that you can’t work those hours and he or she gets upset, it may be time to leave. There is no shortage of jobs right now, and as hard as it may seem to leave, it always leads to something better.” From then on, quiet quitting would mostly be an opportunity for companies to put the well-being of their employees first. Quiet quits are more often indicative of managerial issues than a desire to be lazy.

So how can companies respond to this phenomenon?

The quality of management is key. If managers are disengaged, employees will feel it and will be less able to give their best. Indeed, the quality of the manager-employee relationship is one of the main factors of job satisfaction and commitment. Beyond the commitment of the manager himself, he must also learn to actively take into account the expectations, the needs and the difficulties encountered by his collaborator, in order to accompany him in the best possible way. It is imperative that a relationship of trust be established beforehand so that the employee feels comfortable confiding his or her needs, and that the manager is able to give the employee the means to do his or her job properly.

According to Gallup, the best requirement and habit to develop for managers is to have one exchange per week with each team member – 15 to 30 minutes.

To effectively engage employees, you also need to account for the collective work. This means detailing how each person’s work contributes to the common goal.

Finally, companies would benefit from adapting more to new organizational modes and hybrid work, which are part of employees’ expectations. More flexibility and autonomy for employees are crucial trust-building measures that can no longer be ignored by companies seeking to improve their employer brand.

Indeed, to remain attractive and attract talent, the company must learn to communicate its corporate culture to the outside world and provide a quality onboarding process to integrate new talent. Employee benefits are also important. For example, according to a Linkedin survey, 94% of employees would stay longer with a company if it invested in their career. Offering a training program to employees is in fact at the heart of their employability strategy and their renewed commitment to the company.

To remember

Basically, “quiet quitting” is neither a fashion nor a new phenomenon. It is simply the affirmation of new expectations in terms of well-being at work on the part of employees. Having quiet quitters within the company means having employees who are not very involved in their work outside of their assigned missions. The starting point is to understand them in order to allow a questioning of the management in place, and to open the discussion between employees and managers in order to re-establish a relationship of trust.

Training is a big deal!

Training is above all a human adventure. It puts people at the heart of the company and helps the talents that make up the company to progress. Through the story of my experience, I would like to try to answer the following question: does the size of the company count when it comes to training?

Having had the opportunity to work within groups of different sizes and operating in different sectors or regions, I have always noticed a common denominator in these experiences: my desire to learn. Whether it was learning how to produce an editorial calendar, something very concrete, or developing my adaptability, a so-called soft skill, the size of the company was never a hindrance to progress. But then, if size doesn’t matter, what’s left to measure? To help you understand, let me tell you the story of my rise in skills.

Here we are 3 years ago, I land in Montreal, and I discover the queue to enter the bus. If I decided to join Céline, it’s not for the love of poutine but for an internship in a big international cosmetics company. The dream – with 20 degrees less. With more than 8,500 employees, this first experience in marketing will allow me to develop skills that will be essential to me later on… Because in addition to the management and coordination tasks that I carry out on a daily basis – and which I quickly adopted the basics of – I am developing an unfailing ability to adapt without even noticing it. FYI, I work in French with Quebecers who work half the time in English. Since Canada is an English and French speaking country, all communications are done in both languages, but not all communications can be adapted to both languages. I adapt the speech, change the slogans, arrange the visuals. And when I get back to France, I feel like I’ve become a chameleon who can’t wait to change my appearance.

I’m back in France, I’ve just got a work-study contract to validate my last year of a Master’s degree in Communication, I’m starting in 2 days. The chameleon that I have become is not disappointed: I will now work in a telemedicine start-up! A dream come true – minus the Quebec accent. From my very first days, I’m learning new tools, adopting a new tone in my communications and immersing myself in new subjects. Offering teleconsultations and understanding the care pathway is a bit different than selling perfumes and understanding different skin types. And while I’m gaining skills in the Adobe suite, developing my creativity and gaining self-confidence, something happens that turns my life upside down: a certain extremely contagious and dangerous virus has appeared in the Wuhan region. You already know the rest: confinement, teleworking, Zoom aperitif and increased screen time. For my company, which has about forty employees, the adaptation is fast, and that’s good because we are at the front line. Although size doesn’t matter when it comes to training employees, it does influence the available manpower. This is why I had the opportunity during this pivotal period to provide support for tasks other than those usually assigned to me. This experience and this unprecedented situation allowed me to develop resilience and flexibility. But as I finish my work placement and head towards the world of work, I know that I will miss the school benches because I am thirsty to learn… Unless?

Unless the world of work is finally similar to the school benches. To finish our story, we are – almost – out of the health crisis and I finally found my first job as a Community Manager! The dream – minus the terraces. So I work in a start-up that does digital learning. A platform for massively developing the skills of employees, while meeting the needs of each learner. If joining a digital learning company makes it easier to increase your skills – I admit it – I discovered that, in the end, what I want to do later on is learn. Indeed, today I have understood that the common denominator of my employability, and above all of my motivation, is to progress, to improve myself, to adapt my skills to my environment. And as my environment is constantly changing, the chameleon that I am wants to learn continuously.

Thus, I have noticed through the writing of this article that all my experiences have led me to mobilise essential soft skills. Adaptation, resilience, creativity, team spirit, stress management, etc. are the soft skills that I have developed and nurtured throughout my professional life. The development of my skills is mainly based on my motivation and, to a certain extent, on the tools or situations that allow it. If the size of the company does not matter for my motivation to learn, the tools that will be made available to me can be influenced by this factor. In 2015, the inequality of opportunity in terms of training is reflected in the figures: the proportion of employees who received training in 2015 increases significantly with the size of the company employing them: 25% in the 10-19 employee group, 29% in the 20-49 group and 41% in the 50-249 group. These figures then increase to 58% above 250 employees, and to 63% above 500. Employees of large companies are therefore proportionally two and a half times more likely to have been trained in 2015.

This is why it is crucial that all companies, regardless of the number of employees, should be able to offer – and be offered – training that is engaging, impactful and accessible from anywhere. In conclusion, to train effectively, let’s not measure the size of the company, but rather measure the commitment of learners to develop their skills and the relevance of the devices put in place.

Are you a company with less than 250 employees and are you looking to develop your staff rapidly and massively? Discover Team by Coorpacademy, the training offer specially designed for start-ups and SMEs! Take advantage of a 15-day free trial – only available in French: https://coorpteam.coorpacademy.com

Clue, the educational investigation: become the hero of your training!

Having just arrived on Skill Island, the seven members of the Newcleus research laboratory’s party committee soon lose one of their number in tragic circumstances. What happened to poor Mr Boddy? While everything seems to point to an accident, Colonel Mustard suspects… murder! He decides to investigate on the sly… Who could have had it in for the good man? With what weapon was he killed? And in which room of the house did the murder take place? These answers are up to you to find, thanks to the clues that have been misplaced in the sumptuous house. It’s up to you to play detective, it’s up to you to play…

Clue !

With more than 150 million copies sold worldwide since 1950 – including 4 million in France – the mythical board game developed by Hasbro® has been invited onto the Coorpacademy platforms to make your employees the heroes of their training.

Discover this new educational format through 3 clues on the backstage of this partnership!

Clue 1 – An iconic and entertaining partnership

Building on the success of the Trivial Pursuit courses, our partnership with Hasbro continues to enrich our training offer through the world-famous game Clue. Making learning more fun is one of our core beliefs and engaging employees in training is one of our daily missions. Therefore, we are constantly looking for innovative and entertaining formats, so that the learner is a real actor in the course they are playing.

With this new learning innovation, the learners of the Coorpacademy platforms have the opportunity to develop their skills through a game that they know well, and which mobilises their full attention! Indeed, a good detective must be critical…

Clue n°2 – A formative and playful investigation!

In Coorpacademy’s Clue investigation, your objective is to understand who is behind the murder of Mr Boddy… To solve this crime, you will have to discover as many clues as possible by exploring the manor and questioning the five suspects. But be careful… they will mislead you, knowingly or not! Your critical thinking skills will be essential to unravel the truth.

This skill, identified as indispensable by 2025 by the World Economic Forum, enables people to learn how to construct rigorous reasoning in order to achieve an objective, or to analyse facts in order to formulate a judgment.

Clue 3 – An immersive learning experience

You are now in the shoes of the famous Colonel Mustard! You have access to the different rooms of the manor. These are full of clues that you can manipulate to gather all the information you need to solve your investigation. Pssst… the mansion is so big, it also hides secret passages. Pay attention, they might help you to identify the real culprit…

Set sail for Skill Island, a windy island, and find the seven members of the Newcleus research lab’s party committee! Hurry, one of them will soon disappear under strange circumstances… Start the investigation!

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

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

Wanting to learn

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

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

Engaging and quality content

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

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

Stimulate curiosity

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

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

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

Organizational change: a collaborative approach

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

The pillars of change

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

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

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

The HR function at the heart of the transformation

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

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

Management that guides the transition

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

3 essential skills to transform your organization

Manage your team and encourage collaboration

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

The keys to emancipatory management

The ability to adapt

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

Operating in a VUCA environment

Shift into leadership mode to engage teams

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

The Fundamentals of Leadership

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

Future of training: a review of the round table between Coorpacademy, OpenClassrooms, Simbel and Brighteye Ventures

The training sector has learned some important lessons from the pandemic. Closed training rooms, bans on meetings, lockdowns, remote working that breaks the link between employees and employee motivation, the challenges created by this crisis were numerous for HR functions. How have they met the challenge? What future for the training sector? A look back at the round table discussion between the co-founders and investors of the leading EdTech companies in France: Coorpacademy, OpenClassrooms, Simbel and Brighteye Ventures.

Training to meet the challenges of COVID19

The LearnEverywhere webinar “The Need for Training in Times of Crisis” sheds light on how some organizations have had to adapt in a very short time. At the beginning of 2020, face-to-face training experienced a real upheaval. The sudden crisis forced companies to react very quickly to manage the cancellation of planned classroom sessions. One of the first challenges was to manage the immediate emergency by cancelling and communicating about these unprecedented changes. As a result, 97% of public sector training was affected by the crisis, as well as 80% of French presential training. (1)

The second phase of crisis response is adaptation. Once the emergency has been managed in the short term, and the future of the crisis is a little better defined, organizations revisit the training plan and make choices between what to cancel for good, what to postpone and what to convert to distance learning, through digital learning. This stage requires a lot of work to redesign course materials and to support trainers in mastering the technological tools. Thus, the crisis marks a real revolution in training, which is becoming digitalized at an exponential rate. In fact, 85.2% of European training managers believe that the crisis has accelerated the digitalization of training. (1)

Paradoxically, in times of crisis, training becomes even more essential. Especially when the crisis forces us to organize ourselves differently, to use new tools and when it disrupts our lifestyles. It is then necessary to accompany the employees so that they appropriate the new tools and understand their functioning, their usefulness, and what is at stake. Thus, to ensure team training, some companies have opted for virtual classrooms (73%), for the company’s LMS platforms (54%) and for third-party digital platforms for off-the-shelf content (28%). Among the topics to be covered are: getting to grips with the tools thanks to digital acculturation, training on how to work remotely, but also how to manage remotely, and finally, training more focused on the well-being of employees, which is essential in these difficult times.

Unsurprisingly, the pandemic has caused an unprecedented disruption in the entire professional training sector, shaking up our habits and giving us the opportunity to rebuild everything.

The future of learning

But while the word recovery is talked about everywhere, what future do we want to shape for training, which is crucial to the smooth running of businesses?

The crisis has had several positive impacts on the EdTech sector. By forcing companies to operate remotely, they were forced to invest in digital learning and finally adopt it. As a result of the crisis, online training was able to prove itself, and training managers were able to test and discover the tool, which they might not have done before. Due to the cancellation of face-to-face sessions, the budget that was previously earmarked for this purpose was redistributed to finance the digital transformation. So the future of training is indeed digital, or at least hybrid, to keep face-to-face sessions when the subject matter lends itself to it, or to diversify the formats. Thus, after the crisis, 73.8% of companies will increase the share of online training in their training offerings. (1)

Another conclusion from this crisis is the need to diversify formats. To engage learners in their learning, it is crucial to innovate and develop different ways of learning, through various media. For example, at Coorpacademy, we attach great importance to pedagogical innovation. Therefore, we have developed many formats such as Escape Game, audiolearning or other formats inspired by games like Trivial Pursuit. Diversifying formats is a key to making training a pillar of your company, because it allows you to engage but above all, to encourage information retention. That’s why, after the crisis, 58.5% of companies are willing to innovate in training formats. (1)

Finally, what will define the future of the training sector is also the evolution of the job market, which will require an evolution in skills. The World Economic Forum has already stated that by 2025, the job market will have undergone two major upheavals: job losses related to increased automation and the economic repercussions of the COVID19 pandemic.

These two disruptions combined could displace an estimated 85 million jobs. Thus, the World Economic Forum lists the 10 key skills to be acquired to face this profound disruption. These skills, mostly soft skills, are the future of employment, but also the future of training. Among these skills, we find resilience, agility, leadership, creativity, etc. It is therefore crucial for digital learning players, but also for HR functions in charge of training, to do everything possible to help employees develop the skills of tomorrow’s world.

In conclusion, the future of training will be digital and varied. Between the hybridization of training, offering face-to-face sessions combined with a digital training platform, and the need to diversify formats, training is at the dawn of its metamorphosis. It is up to us, EdTech players, training managers and employees, to accompany these changes, to integrate them and to define the best possible strategy to move forward serenely together, learning continuously to guarantee the employability of all!

Sources

(1) Talentsoft Study – The impact of COVID-19 on the Training Departments

Learn Everywhere #6 : The need for training in times of crisis
SNCF x Coorpacademy: The rise of digital learning

Coorpacademy’s blog – The 10 key skills to be developed by 2025

Contest “Show us where you learn” – To learn continuously during the summer, with Coorpacademy!

What if summer was the best time to learn and train? With a slowdown in activity, vacation and a more relaxed atmosphere, the month of August is an opportunity to enrich one’s skills, in total mobility.

Distance learning has always taken advantage of technology to develop. Educational practices have evolved in record time, adapting to learners’ uses. At Coorpacademy, our mission is to accompany employees in their continuous learning, with the aim of promoting their employability. Thus, our catalog of premium contents is available everywhere, all the time, in particular thanks to the Coorpacademy mobile application!

This summer, Coorpacademy is organizing an Instagram competition to help you discover the pleasure and freedom of learning from anywhere in the world!

Show us where you learn

Engaging learners in training means first and foremost making them active in their learning. This philosophy is the foundation of our pedagogy. Make a catalog of premium content available anywhere, anytime, on any device, so that learning becomes a daily reflex.

This summer, try to win a weekend for two people worth 230€, as well as other prizes, by taking 5 minutes to train on your Coorpacademy platform!

But then, what is this Instagram giveaway and how to participate?

The “Show us where you learn!” contest will be held on the Coorpacademy Instagram account. In order to democratize the use of the mobile application and to encourage the continuity of your learning, we invite you to share a photo of the place where you are learning this summer!

To participate and try to win a weekend for two, follow these steps:

1 – Follow @coorpacademy on Instagram.

2 – Send us by direct message on Instagram, a photo of the Coorpacademy platform, used on mobile or any other media, of where you use it (the platform is accessible on coorpacademy.com – the link is in the bio). We will relay it on the official Coorpacademy account if it respects these two criteria (platform and location); aesthetics and originality will also be taken into account!

3 – Comment on the post of the competition announcement, using the mention #mylearningspot and tagging the person you would like to go away with for a great weekend together!

At the end of the contest, on September 15th, the winning photos will be chosen by a jury and the winners will be notified by private messages.

Find the rules of the contest by clicking here.

And what can I win by participating?

At Coorpacademy, we like competition and rewards! With the battles between learners and the stars to accumulate, which increase your ranking on the platform, we make the learner active and an integral part of the training. They can set their own personal objectives, over and above the pedagogical objectives communicated by the HR functions.

At the end of the “Show us where you learn!” contest, there are 3 prizes to be won:

🥇 The first prize is a surprise weekend for two worth 230€, to keep learning from everywhere!

🥈 The second prize is an Escape Game for two, to diversify the ways to learn and have fun!

🥉 Finally, the third winner will be able to do like Yann and Lya from the Cybercafé podcast series and learn about the history of the web with a Google Home mini!

The final date of the contest: September 15, 2021. This contest is in no way sponsored by Instagram or Google. By participating, you confirm that you are over 18 years old.

Need some inspiration?

To get your creative juices flowing, be sure to check out the 2018 “Show us where you learn!” contest entries!

Why does your e-learning solution need to be integrated with your LMS?

In information and communication technologies, a learning management system (LMS) or learning support system (LSS) is a software that allows the management and centralisation of training courses for all employees.

These learning management systems allow companies to manage, deliver and evaluate their online training programme. Thus, with an LMS, it is possible to design, develop and make available to employees, courses directly accessible on the software. The courses can be remote, i.e. they are not necessarily online but can be accessed desynchronously, and learners can obtain the courses at any time they wish, by e-mail, post or other medium. Training can also take the form of e-learning, which means carrying out training, a course or learning through a digital platform, via a computer connected to the Internet.

LMSs have the advantage of being central tools in the company and are therefore often used by the whole group. They are complete, but not specialised in digital learning… unlike us.

Once an organisation invests in training and provides its employees with independent training systems around an LMS, learners have access to a variety of content, through different media. However, integrating this course content into a single platform would improve the learning experience for employees and facilitate access to training.

So what is integration with an LMS and why is it useful for engaging learners in training?

To make learning ever more fluid, accessible and continuous, it is possible to integrate e-learning platforms – also known as LXP (Learning Experience Platforms) – with a learning management system, such as LMSs. Thus, integration with an LMS consists of merging the learning management system with the e-learning applications already used in the company.

Today, the training sector is faced with new needs. Digitalization and new work organizations are shaping new uses. In order to respond to this, training must be integrated into the organisation’s existing systems.

Learning at the click of a button

In our connected environments, we have become accustomed to having our uses made easier, and user experiences increasingly tailored to user behaviour. The primary benefit of integrating a learning solution into your learning management system is ease of access. With single sign on (SSO), learners can log in and access their training programme without having to use separate credentials (usernames and passwords). Similar to using your Facebook or Google account to log into a site, single sign-on allows users to access the content of the platform or site in question with one click. For training, enabling learners to access training content more easily and quickly is a crucial issue for engaging them in their learning. Integrating your digital learning applications with an LMS allows you to have a single entry point, which is easier to understand for everyone.

An improved experience for all users!

Integration with LMSs is not only beneficial for the user experience of learners. It also greatly improves the use and follow-up of training solutions for learning managers in HR and Learning & Development (L&D) departments. By integrating an e-learning platform directly into your organisation’s LMS, learner profiles are created automatically, simplifying deployment across multiple subsidiaries or BUs. Learner activity data, such as course completions, is also automatically fed back into the LMS, which facilitates reporting (see Better performance and monitoring indicators). Integration with an LMS promises considerable time savings for training teams.

Integrate to engage

By making it easier to access your e-learning solution through its integration into your learning management system, you can increase traffic and the number of connections. In addition to improving your key performance indicators, these increases indicate that the training is being followed and appreciated by your teams! Continuous learning means learning on a daily basis and therefore learning in the flow of work. The increase in skills can only be effective if training is accessible everywhere, all the time, through integration.

Better performance and monitoring indicators

With the integration, the monitoring of the platform’s performance is greatly improved. Reports and evaluations are automatically generated and accessible directly on your LMS. This means you can quickly and easily find all the metrics you need to track the progress and engagement of your learners in their learning. This data is essential to improve your training solution and better meet your needs. The integration allows you to find all the training data you need in one click, all on the same platform.

An interface and pedagogy designed to make people want to learn

Improving the user experience is not only a question of accessibility. It is also a question of interface and therefore of design. In order to invest learners in their training, it is necessary to integrate an e-learning platform that meets their needs and expectations. This applies both to the design of the platform and to the way in which the course is delivered. Integration with an LMS means above all being able to offer learners a web user experience worthy of the name, to make training more enjoyable and to reinforce the uses of e-learning platforms.

In terms of interface, our Coorpacademy training platform is inspired by the codes of video games: quizzes, battles between learners, life quotas to validate – or not – a course module, etc. Learners benefit from a real learning experience that is fun, digital and that makes them active in their training. Because we are convinced that training must adapt to new uses, we also offer premium content, developed through a reversed pedagogy: we ask the learner questions before presenting the lesson. And the lesson – in the form of a video for the most part – does not exceed 5 minutes, so that learners remain active during the course. We also invent innovative formats such as the digital Escape Game or more recently, the Cybercafé podcast, which once again respond to the uses of the modern world.

What are you waiting for to integrate Coorpacademy into your LMS?

Training is becoming digital, not only because of previous confinements, but also because the digital transformation of companies implies maximising the use of digital tools. Today, the challenge is to make the processes around training even easier. Accessibility, user experience, performance monitoring, e-learning platforms are a formidable lever for optimising your LMS and your global training offer. By integrating Coorpacademy into your LMS, give your learners access to courses co-published with renowned publishers, and make training an entertaining, instructive and collaborative moment!

Labour shortage: training as a crucial tool for recovery

As the economic recovery is confirmed, we are already witnessing the consequences of the pandemic on the labour market. Faced with the reopening, many companies are facing a shortage of skilled labour. According to the Dares, The French Directorate for Research, Studies and Statistics, although the job market has picked up again since the end of the health crisis, many positions remain vacant due to a lack of candidates. This problem therefore raises a training issue for organisations if they wish to participate in this revival of activity.

“Last year we provided 35,000 training courses. We would like to increase this year to 45,000 to help the working population find the right job.”

In response to the difficulties in finding workers, Frank Ribuot, President of Randstad France, explained in a BFM Business interview on 25 June 2021 that employers are forced to “recruit less experienced staff or staff from another sector“. Training is an essential pillar for overcoming this obstacle to recovery, as it will allow for the effective training of a workforce that may be less qualified, but which is ready to quickly upgrade its skills.

According to Alain Griset, Minister for Small and Medium-sized Enterprises, “Labour shortages were the number one concern of entrepreneurs before the crisis – it is now the sustainability of their activity – and this issue is coming back strongly with the recovery of activity“. SMEs would therefore be even more affected by these difficulties. Nevertheless, all sectors are experiencing recruitment difficulties, particularly in the construction sector, in personal services such as cleaning or assistance to the elderly, in the digital sector and also in certain industrial sectors, according to François Asselin, President of the CPME, the Confederation of Small and Medium-sized Enterprises. Thus, the construction trades (carpenters, roofers) and the health and social action trades (doctors, home helps, domestic helpers) are the trades most affected by the shortage, according to the Pôle Emploi “Labour Needs” Survey 2021.

Around the world, the phenomenon is becoming more pronounced. In early June in the United States, the US Federal Reserve Bank (Fed) warned that companies were struggling to hire enough people to meet demand.

“It is difficult for many companies to hire new workers, especially low hourly wage workers, drivers (…) and skilled sales people. The lack of job applicants has prevented some companies from increasing their production, sometimes even forcing them to reduce their opening hours.

In Germany, same observation. In a KfW Research study analysing the current skills shortage and how it could develop up to 2040, Dr Fritzi Köhler-Geib, Chief Economist of KfW Bankengruppe – one of the country’s top 15 banks – explains:

“The German economy can respond to the skills shortage and low productivity mainly through more investment, innovation, training and qualification measures. Our economy also needs these ingredients to overcome the coronavirus crisis and its consequences as quickly as possible. We therefore need a long-term growth and investment initiative from the public and private sectors for the coming years – not only in Germany but also in Europe. The main areas of action are crisis resilience, climate action and productivity growth through innovation and digitalisation.”

And in Quebec, the labour shortage is reaching new heights. According to Statistics Canada, the number of vacant positions in Quebec has increased by 18,500 (+14.4%) compared to a year earlier. One of the most affected sectors is the construction industry. Just over one-third (33.8%) of construction companies reported difficulty recruiting and retaining qualified employees, according to the Canadian Business Situation Survey. As a result, Quebec businesses continue to adapt to the COVID-19 pandemic and plan to invest in e-learning on an ongoing basis in the future, according to the Quebec Business Expectations Survey for the second quarter of 2021.

As we can see, the challenge of this recovery lies in increasing the skills and adaptability of companies and workers. It is clear that the available talent is scarce in most sectors. But this difficult period can also be an opportunity. The opportunity to invest in the development of skills, on an ongoing basis, to better deal with this problem in the future. Training is therefore a remedy for the shortage of skilled labour, and can also accompany the various transformations of companies at the same time. The challenge is to plan for the needs, to understand the issues and therefore to prepare for them. It is by identifying in advance the skills that will be crucial in the future that companies will be able to initiate change and face the next difficulties. It is therefore a real training strategy that organisations must put in place to promote the recovery of activity and overcome the current labour shortage. Human resources must initiate a real reflection on the talent available and the talent required, in order to put in place strategic training plans that meet the new needs: accessible at a distance, innovative and varied formats, features to engage learners and hold their attention, etc.

Labour shortages do not mean worker shortages. All employees are capable of upgrading their skills, learning, and evolving. What we are really witnessing is a shortage of qualified skills within the pool of potential workers. Of course, some will say that this is an optimistic way of looking at the problem. But we are convinced that it is by believing in the potential of workers and providing them with the tools for success that companies will be able to overcome all the current and future challenges.

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.

Tag: future of learning