Tag: HR

“Soft skills training, a question of survival for the company? – what HR-learning managers think

 

Over the last few months, we have put on our investigator’s hat… Several hundred French HR directors and training managers have responded to the Coorpacademy by Go1 survey in partnership with the Féfaur consultancy firm on the strategies they are implementing to develop soft skills in their company.

 

French companies are undergoing major changes (arrival of new AI, digitalisation and new forms of hybrid work) and to survive in this new environment, soft skills have become essential. In this article, we give you the 3 key points to remember from our study.

 

1. Soft skills: the first lever for adapting to new forms of hybrid work

Soft skills are crucial for companies, which see them as the key to cope with changes in the world of work and attracting the talent they need to succeed. 83% of HR-training managers mention new work organisations as their main concern and reason for developing soft skills. Communication skills, problem solving and initiative taking are valuable assets to adapt to the changes taking place in the company.

 

The talent shortage, in second place (50%), is also a reason why soft skills are essential. Companies find it difficult to recruit and retain employees with the right skills, especially soft skills such as teamwork, problem solving and taking initiative. Communication skills are also in high demand.

 

Finally, for nearly 45% of the HR training managers surveyed, digital transformation is their main concern. Employees must acquire new skills and adapt quickly to technological tools. The ability to learn quickly, creativity, time management and adaptability are essential skills to meet the challenges of this transition.

 

2. Soft skills: not just for managers!

According to the Coorpacademy by Go1 x Féfaur survey, almost half of companies (49%) now prioritise the development of soft skills for all their employees, regardless of their position or hierarchical level. This trend reflects a growing awareness of the benefits of soft skills, which can benefit the whole team and help the company grow as a whole. The other half of companies have yet to be convinced that they would benefit massively from such training at all levels. Every employee can benefit from learning these skills to improve their performance and well-being at work.

 

At the managerial level, 65% of companies think that soft skills are absolutely essential when it comes to recruiting or promoting a manager. It is indeed key to ensure that managers have the necessary skills to lead their teams well.

 

3. Digital Learning: a key lever for developing soft skills


Digital learning is a popular tool for soft skills training, thanks to its flexibility, accessibility, customisation and skills tracking. Training and HR managers welcome the potential of digital learning to increase access to soft skills training and break down traditional barriers. The variety of formats offered and the adaptability of this tool are also appreciated by the learning & development (L&D) professionals interviewed. The customisation of training according to the feedback and evolution of employees is considered important by 46% of respondents. The social and collaborative dimension of digital learning is also valued by 25% of respondents, encouraging the exchange of knowledge. Finally, 20% of respondents emphasise the possibility of evaluating the effectiveness of training and the transfer of skills acquired in the professional environment thanks to the monitoring of soft skills in action.

 

To conclude, the results of the Coorpacademy by Go1 x Féfaur survey highlight the growing importance of soft skills in companies and their impact on the overall performance of the organisation. HR training managers are looking to integrate these key competencies into continuous training programmes as well as using digital learning tools to provide flexible, personalised learning experiences tailored to individual needs. This learner-centred approach to training promotes the acquisition and development of the soft skills that are essential for success in a constantly changing business world. Let’s put our investigator’s hat back on and get back to our core business: supporting people in developing their skills through digital learning.

 

 

Would you like to know more about our Digital Learning offer? Meet our experts in a demo of our solutions by clicking here.

5 questions to ask yourself when thinking about long-term talent management

 

In 1987, the average lifetime of a technical skill was 30 years. Today, it varies between 12 and 18 months (OECD). As the obsolescence of technical skills increases, the HR function must both meet short-term requirements and think about the future of the organisation. So how do you meet this challenge and ensure the company’s long-term performance, while at the same time ensuring short-term results?

 

There is a duality within the company. It thinks and acts in the short term, but its survival depends on its long-term strategy. However, there is no question of rushing into emergencies, because survival also depends on a company’s ability to adapt and respond to fluctuations in its environment. Following the pandemic, it is now a certainty: the long term must supplant the short term. And if past events are not enough to convince you of this, the coming climate crisis shows us the importance of building for the future now.

 

The company’s main asset is its human capital, which is an essential pillar of its overall strategy. Strategic decisions are made taking this resource into account, and skills management then becomes a tool for deploying the company’s strategy. So-called “soft” skills are increasingly sought after, although technical knowledge is still valued, developing employees’ “soft skills” enables the company to promote profiles that are strong in adaptation, resilience, creativity and agility. These behavioural skills are a real competitive advantage in a context where the skills required vary and the environments are changing.

 

The HR function must therefore be able to align its strategy with that of the company, while taking into account its own changes within its environment. The major transformations that companies are undergoing today are strategic issues both for a company’s HR strategy and for its global strategy. It is therefore necessary to think about strategies in a common way, to coordinate efforts and to gather employees around the same objectives.

 

But in the day-to-day life of an HRD, long-term thinking is often interrupted by short-term emergencies. Thus, HR teams are reactive in the face of day-to-day problems but at the same time deploy strategies that respond to more global objectives such as recruitment, employer branding and training policies, all of which help to ensure the company’s sustainability and good health.

 

Thus, when it comes to building the competence development plan, HR teams have to think in the long term. Not least because of changing environments and evolving skills, it is crucial to build a learning culture within the company, in order to foster the agility of the company and all its employees. This is an essential skill to ensure long-term success.

 

So, to ensure the long-term development of skills, here are 5 questions to ask yourself as a training manager:

  • What skills will we need to follow our strategy in 5 years time?
  • How will we enable our employees to develop these skills?
  • Which skills will be obsolete in 2 years?
  • What are the current skills?
  • How and where can we develop the company’s untapped potential?

 

Faced with this reality, companies must constantly question the skills that make up the company. Identify those that will soon be obsolete, and those that will enable them to survive in an unstable environment. It is therefore crucial for companies to take into account the strategies put in place in the short term, in order to consider the consequences in the long term.

Coorpacademy will be attending the HRD Summit UK in Birmingham on February 5-6th 2019!

 

On February 5-6th 2019, the Coorpacademy Team will be attending the HRD Summit UK which will take place at the International Convention Center of Birmingham.

The HRD Summit hosts the most senior gathering of HR Directors on the globe. The 2019 Summit will welcome over 1,000 attendees, over 150 speakers across 8 content streams, over 80 Exhibitors, over 250 Match Meetings and 11+ hours of networking spread across 2 days.

Let’s meet at the Stand T16 during those 2 days. To discover the full programme, it’s here!

 

Exclusive interview with Gwenaëlle de la Roche, Group Director of Marketing and Prospective at ManpowerFrance

 

We sat down with Gwenaëlle de la Roche, Group Director of Marketing and Prospective at ManpowerFrance. She also manages “Eclaireur Office”, the Group’s open-innovation unit, created in December 2015.

The Coorpacademy Team will be at the ManpowerGroup Lab during the two days dedicated to BtoB at the VIVA Tech trade show in Paris, on May 24th and 25th.

Hello Gwenaëlle de la Roche,

Thanks for meeting us!

This year again, you’re the HR partner of the VIVA Tech tradeshow which will take place in the Paris Parc des Expositions on May 24th, 25th and 26th… Why is that important for you – a major HR actor – to be present at this type of events, dedicated to innovation and technology?

For the 3rd year in a row, ManpowerGroup is the HR Partner of VIVA Technology. Expert in Human Resources and in employment for more than 60 years, Manpower Group aims at making the HRevolution that is transforming the corporate world an opportunity for each individual and each company.

The work market and jobs are changing, so how can we anticipate now the evolutions of recruitment and the jobs and skills transformation, so that anyone can find jobs in more easier ways?

We think that technological innovation is key and needs to be at the service of companies, but also employees, whom skills are to evolve during the whole course of their lives.

To put technology at the service of the human potential and to make evaluation, learning and recruitment processes more fair and more performing for all: these are our main goals!

What will you display at this 3rd VIVA Tech edition?

For  VIVA Technology 2018, the ManpowerGroup Lab will welcome large companies and startups, actors from the employment market, innovative entrepreneurs and experts of the future of work. HR innovations, customer feedbacks, case studies, talks: the Lab will be a privileged place for meetings and discussions around HR and employment.     

And we’ll also present a series of major HR innovations: an interview platform with a virtual recruiter, a sensibilization to the construction and public works in virtual reality or even soft skills evaluation modules that’ll be 100% digitized.

To discover all these ManpowerGroup’s innovations that’ll be showcased for VIVA, please visit the website: http://vivatech-manpowergroup.fr/ 

Why did you invite startups in your Lab?

With the creation of “Eclaireur Office”, its open-innovation unit, ManpowerGroup wanted to take a broader view, rethink its organization and transform its relationships with its service providers to make them partners, starting with startups. It does then make complete sense, since the first edition of Viva, to welcome startups we collaborate with in a shared value creation dynamic. Our partnership also aims at facilitating their access to the market, to our customers, which are large companies.

What opinion do you have on the French HR / Training startup scene?

The HR market is going through a huge revolution. A whole generation of entrepreneurs is disrupting the big employment machine and is committed to transform it from top to bottom. For ManpowerGroup, the idea would be to meet them and to integrate them into an innovation ecosystem which will be unique in France. By associating the startups dynamism and the large companies experience.

How have you been introduced to Coorpacademy?

We’re facing disrupting times, and we needed to work on our own transformation. We understood that nothing would be possible without the transformation of our own management, in depth. Following that idea, we launched the project “Leader Effect”, a transformation program for ManpowerGroup’s 85 top managers – for them to become connected leaders. Thanks to the work of our innovation unit “Eclaireur Office”, we rapidly identified Coorpacademy as the reference in digital learning to accompany us on creating courses on digital culture. The partnership with Coorpacademy has been very structuring to meet our goal: making our Group a learning company!

What type of collaborations are you setting up with startups which integrate the open-innovation unit of ManpowerGroup “Eclaireur Office”?

These collaborations can take many forms. From a classical relationship of privileged commercial partner to the development of a shared offering, from a “sponsor” through events like VIVA or our challenges, to HR initiatives, mentoring and reverse mentoring – for example.

See you soon Gwenaëlle de la Roche, and thanks for this interview!

MENOU

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