soft skills Archives - Page 2 of 5

It’s not you, it’s me: the great resignation phenomenon

Subway, work, sleep. This expression sums up quite well the system that many American workers have been questioning in recent months, claiming a sense of enforced work routine. This is what the new workers, those who followed the “big quit” are questioning. They decide to resign from a job that no longer suits them, and go to work for companies that are in line with their values. So, how did this phenomenon export itself to France, and what lessons can we draw for the future?

The “Big quit”

This phenomenon is known as the “Big Quit” in the United States. In 2021, more than 38 million Americans left their jobs, 40% of whom had not found another job when they took the plunge. Since then, the phenomenon has intensified in France, albeit to a lesser extent, but affecting all jobs and sectors. For example, a large CAC40 company recently lost 23.5% of its workforce. The DARES (Direction de l’animation de la recherche, des études et des statistiques) indicates in a study that “the increase in employee-initiated contract terminations does not only concern permanent contracts. In June 2021, early termination of fixed-term contracts stood at 25.8%, above the level reached two years earlier.

With the unemployment rate stagnating at around 8.1% and over 45% of companies experiencing recruitment difficulties in 2021, the phenomenon is making its way into France. With the French economy doing well even after the health crisis, employees have not hesitated to leave a job that did not suit them, even without necessarily having another guaranteed position. Moreover, the current labour market situation is rather to the advantage of workers, allowing them greater mobility. By the end of 2021, the same DARES study cited above reported that 130,000 to 265,000 jobs were unfilled and 80% of HR managers surveyed reported a labour shortage. These conditions have encouraged employees in all sectors to leave their jobs and look for better opportunities elsewhere. Nevertheless, the next few months will be crucial for our economy, which is likely to be affected by the domino effect of the war in Ukraine and may reshuffle the deck in the labour market.

A social phenomenon first and foremost

Two years ago, we did not yet know how to react to the health crisis and we were still in the process of adapting. Thus, the French workforce went through a series of confinements, periods of partial unemployment, teleworking, etc. This unstable period raised real questions about the future of the economy. This unstable period raised real questions about the absurdity of the system, made many employees question their real motivation at work. For many, the confinement was an opportunity to catch their breath, or rather, to breathe for the first time.

The health crisis has reshuffled the deck in many aspects of our lives. The world of work has not been spared: the balance between personal and professional life, the search for meaning, the prioritisation of needs, etc. For a number of French employees, the crisis has been a source of concern. For a certain number of French employees, COVID19 has served as an accelerator to take the plunge and leave their jobs for a more meaningful profession, which feeds a real need for consideration at work.

Towards the “Big transformation”

The expectations of employees have changed radically and we have to adapt to them. Make way for the “big transformation”. Indeed, if workers quit, it is also due to a lack of listening or recognition at work. According to Danny Nelms, president of the Work Institute in Franklin, Tennessee, organisations that want to retain their employees must “listen” and “put tools and processes in place to be able to respond to the needs and demands of their people”. For example, Danny Nelms suggests tools such as ‘retention interviews’.

The phenomenon of large-scale resignations, although on a lesser scale in France, bears witness to a real change in the needs and expectations of employees. Nevertheless, this phenomenon is not inevitable, if the company transforms itself and does everything possible to adapt to this new labour market. On the manager’s side, listening is therefore crucial. The work environment must be pleasant and the teams play an essential role in maintaining a positive work atmosphere. On the recruiters’ side, the attractiveness of an offer is a key point to attract talent. Teleworking, flexible working hours, geographical proximity and other advantages are all motivating factors. More than the benefits, it is also the company’s values that will give employees a sense of belonging and commitment.

From then on, learning takes on its full meaning when it comes to onboarding new talent, retaining employees and training them in the company’s challenges and values, or even creating or reinforcing a corporate culture, etc. It also allows managers to adapt management methods to each personality and to learn how to encourage employee commitment.

There is an urgent need to develop work environments that are pleasant to live in and that encourage employees to make a long-term commitment rather than to quit. Training is an essential tool for this, because learning is the only way to evolve.

Management 3.0

Digital Learning glossary

Adaptive Learning, ATAWAD, serious Game, entertraining… Are you often lost in the jargon of e-learning and digital technology? Don’t panic, to help you find your way around, we’ve put together a little Digital Learning glossary!

Active Learning

Active learning aims to engage learners in their learning, by involving them in the course activities. Thus, the learner is no longer just a receptacle for information, but an actor in his or her training.

Adaptive Learning

Thanks to the data collected on the platforms, we can draw up learner profiles in order to adapt the learning to each learner. Thus, the training courses are personalised and individualised, to provide the learner with content and methods in accordance with his or her profile and needs. Each learner follows a different path according to the way he or she answers the questions asked, and the learning pace is accelerated or slowed down to suit the learner’s level.

Audio Learning

Audio learning refers to lessons in the form of short narrative podcasts to learn where you want, when you want.

Asynchronous training

Asynchronous time refers to learning times or exchange times that are carried out off-line (with the trainer or between peers). The use of asynchronous communication tools is highly recommended in distance learning as they allow the learner to organise their learning time as they wish.

ATAWAD

This acronym stands for “Any Time, Any Where, Any Device” and illustrates the trend towards flexibility in modern digital learning devices that adapt to the particularities of each learner.

Learners

Learners are people in a learning situation. This is a generic term for all individuals who are learning, whether face-to-face or at a distance.

Blended Learning

Blended learning is an approach that combines face-to-face and distance learning. It allows you to benefit from the different advantages of these complementary solutions.

Cockpit

Cockpit is our course creation and publication tool. It allows our clients to build the architecture of their courses, add their own media (videos, PDF, SCORM, podcasts, web pages), translate the content and subtitle their videos in 23 languages, all in total autonomy.

Custom Courses

Custom courses – as opposed to off-the-shelf courses – are so-called “tailor-made” content. They are specifically created to meet a company’s precise needs. To create your custom content, Coorpacademy provides clients with a course creation tool called Cockpit.

Collaborative Learning

Collaborative learning is about learning with and through others. With the development of e-learning solutions, the collaborative sharing of learning content will encourage learner engagement. For example, on Coorpacademy, each course is accompanied by a forum for leaving opinions, asking questions and adding clarifications.

Completion rate

Completion rate is an indicator of the achievement of a digital learning device. A 100% completion rate means that all learners have followed the entire course; this is different from the success rate, which only judges those who have validated their learning through tests. On the Coorpacademy platforms, the completion rate is on average 84%.

Digital Learning

Digital learning and e-learning are not the same training processes. Digital learning is a digital learning format that allows participants to acquire new skills online, in an autonomous way. The technology allows for many interactions and devices, such as video, quizzes or playful devices (Serious Game, immersive reality) and social learning, which offers learning with and by others.

Educational engineering

Training engineering includes all the steps and actions necessary to implement a training action. From then on, pedagogical engineering amounts to designing a training system. It includes all the stages of analysis and choice of teaching methods to be used. Thus, at Coorpacademy, the educational team is made up of several educational engineers who construct the course content.

Engagement

To boost the effectiveness of a training course, learners must first of all be engaged! This engagement can be encouraged by innovative teaching methods or features on the platform. For example, at Coorpacademy, learners can send each other “battles” between users and thus challenge each other on the subject of their choice.

Entertraining

A contraction of entertaining and learning, entertraining is the term used in e-learning for learning while having fun.

Flipped learning

In flipped learning, the learner learns the theoretical content after having answered the course question. This teaching method, which is specific to Coorpacademy, takes the form of quizzes and enables learners to learn only what they do not already know!

Gamification

Gamification in training is the introduction of activities and/or codes used in games, such as board games or more recently, video games. The learner is faced with an interface like a real video game, using the same codes such as scoring, “lives”, challenges, etc., but with the aim of acquiring “serious” knowledge. On Coorpacademy, many elements are inspired by video games! For example, you start each course with 3 lives and lose a life for each wrong answer.

Hard skills

These are the technical skills that are usually acquired through experience in the workplace.

Some examples are

Software skills (design, word processing, invoicing…)
Mastery of a technical language (medical, programming, law…)
Mastery of a language (English, German, Italian, etc.)
Mastery of a task (writing, community management, etc.)
Mastery of a field (mathematics, physics, accounting, marketing…)

Immersive Learning

Immersive learning involves immersing the learner in a virtual environment, often through tools such as goggles, headphones or screens, allowing the simulation of a given situation.

Individualised training

Individualised training refers to the possibility of responding specifically to the needs of learners through intelligent e-learning platforms. Thus, each learning path is individualised, i.e. it corresponds to the learner’s profile.

Learning experience

The learning experience refers to how the learners – the user – feel during their experience on the platform. Improving the learning experience allows for better engagement on their part.

Learning analytics

Learning analytics are all the data collected on the learning platform to analyse the behaviour of learners – courses taken, completion rates, number of questions answered, etc. – in order to profile them. – in order to establish their profile.

Learning in the flow of work

Learning in the flow of work is about having quick and easy access to an answer or short piece of learning content while you are working. The term was coined by Josh Bersin. Research shows that learning on the job boosts productivity, increases engagement with formal learning and improves knowledge retention.

Learning Management System (LMS)

The LMS is a software application for the “management” of training devices. It is a training platform, i.e. web-based software dedicated to the storage, organisation and distribution of educational content, with a view to delivering targeted learning to a community of learners.

Learning organisation

A learning organisation is an organisation that has a culture, behaviours and processes in place that support the continuous development of everyone’s skills.

MCQs, Quizzes, QCUs

Quizzes are questionnaires used to check the acquisition of knowledge and skills. Different types of quizzes exist, of which the most commonly used are multiple-choice quizzes (MCQs) in which several correct solutions must be chosen to validate the question or single-choice quizzes (SCQs).

Microlearning

Microlearning is a training or learning modality in short sequences of 30 seconds to 5 minutes, using text, images and sound. These microlearning courses are often focused on a specific notion with a defined objective.

Mobile Learning

Mobile learning consists of introducing learning activities that are perfectly adapted to the small screen sizes of smartphones or tablets. At Coorpacademy, 30% of our training is done on mobile. Our application is available on all media, thus enabling the learner to learn wherever they want, whenever they want.

MOOC

A MOOC is an online course that is open – registration is free – and can support a large number of registrants (massive). With MOOCs, the learner is free to organise himself or herself as he or she wishes, except for synchronous exchange sessions or work in sub-groups.

Multi-support

When a digital training course is described as “multi-support” it means that it adapts to all types of media, i.e. to different screen sizes, from the computer to the smartphone. The technique used to adapt is directly linked to the programmed code and is called “responsive”.

Off-the-shelf courses

Off-the-shelf courses are training content that has already been produced. They are generally courses on cross-cutting subjects such as office automation or languages. In theory, they are opposed to so-called “customised” content, i.e. content created specifically to meet a company’s precise needs. In the case of Coorpacademy, off-the-shelf content is created by our educational engineers or in collaboration with our more than 60 partner publishers.

Training module

A training module is an autonomous unit of a training action, i.e. it meets a set of pedagogical objectives that must be addressed together. Several modules can form a training pathway.

Soft skills

Soft skills refer to human or relational qualities, which are generally developed through practice. The particularity of soft skills is their transversality: they are not linked to a particular profession or technical context. This is what distinguishes them from hard skills.

These qualities are, for example

communication skills
initiative
team spirit
ability to adapt
creativity…

These skills are crucial, and it is often these that make the implementation of practical skills optimal.

SCORM

SCORM stands for Sharable Content Object Reference Model. It is a standard intended mainly for LMS (Learning Management System) platforms for distance learning. The creation of SCORM compliant standard modules allows them to be imported or exported from one LMS platform to another for reuse. These contents (Content Object) are thus sharable, allowing the interoperability of the various LMS platforms.

Serious Game

The Serious Game is an anglicism designating the integration of educational elements in a game universe. The aim is to reproduce the interface of a real game, using its codes and principles. For example, at Coorpacademy, the course inspired by the game Cluedo puts the learner in the shoes of Colonel Mustard, who must use his critical mind to find out who killed Mr. Boddy!

Social Learning

Social learning refers to the exchange of educational content between peers. It allows, thanks to synchronous tools (chat, instant messaging, audio and video conferencing) or asynchronous tools (wiki, social network), to exchange with peers and share additional information.

Story Learning

In a marketing context, storytelling is most often the use of narrative in advertising communication. It consists of using a story rather than the classic brand or product arguments. The storytelling technique is normally used to capture attention, arouse emotion, work on the brand personality and, according to some studies, promote memorization.

Test your relationship to work!

Lockdowns, remote working, health measures and social upheaval: the COVID crisis has shaken up the needs of employees. Today, employees are questioning the way things are done, expressing new expectations and may even resign without you having been able to anticipate it. Engaging employees has therefore become a major challenge for managers in order to maintain the productivity of teams and the performance of the company.

Encouraging engagement at work is the subject of the latest course co-published by somanyWays. In this course, discover the Workoscope®: a reading grid that allows you to better understand your relationship to work – your vision, needs and expectations at work. It was developed in 2018 by somanyWays, after more than 3 years of R&D with individuals in professional questioning.

Take the test and find out what kind of relationship you have with your work!

1 ) You have just been offered a promotion. First of all, congratulations! Your first reaction is…

a ) Accept without hesitation and immediately change your job title on LinkedIn to inform your network

b ) To take time to reflect on the changes that this new position may involve before making any decisions

c ) To be enthusiastic about the idea of discovering new missions and to ask my interlocutor about the possibility of training associated with this promotion

d) To look forward to discovering new projects and getting out of my comfort zone!

e) To ensure that this promotion will enable me to make a significant contribution to the company’s development on key high-impact issues, as this is what drives me

2 ) A new project is discussed at a team meeting. You are…

a) You provide information on the stakeholders and people involved in the project

b) Take the lead in establishing a clear and well-defined plan of action to move the project forward

c) Offer your help to advance a part of the project that interests you and in which you can deploy new skills

d) Take the opportunity to organise a brainstorming meeting to innovate on this new project

e) Remind the team of the importance of including this project in a CSR and environmentally friendly approach

3) A new recruit has just joined the company! At the welcome breakfast, you will…

a) Ask them about their professional experiences and education, in search of common knowledge!

b) Welcome them and invite them for a coffee to discuss joint projects!

c) Be delighted and interested in the personality of this new talent!

d) Offer to introduce yourself in 3 fun facts, it’s a change!

e) Ask about them values and the reasons why they joined the company

4 ) Friday, 6 p.m., you leave work… On the way home, you…

a) Open LinkedIn to see the reactions to your last post!

b) Hurry so you don’t arrive late for your dance class, it’s your passion and you’re already revising the steps in your head.

c) Log on to the Coorpacademy app to do a course and develop your skills!

d) Still thinking about that current project you’re having a challenge with, on Monday you’ll have the solution for sure.

e) Have already left a little earlier, you had a volunteering assignment planned for that evening!

5 ) For you, the ideal manager…

a ) Sets ambitious goals and gives you responsibility!

b) Is attentive to what matters to you and focuses on the relationship.

c) Takes a coaching approach and pushes you to excel!

d) Gives you carte blanche and entrusts you with innovative projects.

e) Invites you to take up environmental or social issues in the company and understands your causes!

Results

You have a majority of a)

You are in Ascension mode. You are looking for career advancement and responsibility above all. Your status and title are important to you. Your Linkedin profile is always up to date, you are open to development opportunities and seek visibility with influential people. Proactive, you know what you want and dare to express it.

Your area for improvement: sometimes having a tendency to forget about others in favour of your personal goals.

You have a majority of b)

You are in Equilibrium mode. For you, there is work on the one hand and passions and interests on the other. You seek to preserve your personal life and appreciate a regular work rhythm within a precise framework, with a pleasant climate.

Your area for improvement: you bring consistency to the company, but be careful not to be reluctant to change.

You have a majority of c)

You are in Introspection mode. You are looking to develop the skills that interest you and to grow personally. You question your place and role in the company and ask for diversity. You expect your work to allow you to express your uniqueness, to exercise your passions and interests. Your taste for learning allows you to explore new paths.

Your point for improvement: be careful not to forget the collective issues.

You have a majority of d)

You are in Transformation mode. You are looking to innovate, to invent, to make things happen in your organisation. You are driven by leaving your mark. Enthusiastic about new things, you like to get out of your comfort zone and ask for autonomy.

Your point for improvement: A driving force in times of change, you may however have a tendency to reinvent the wheel!

You have a majority of e)

You are in Impact mode. You seek to have a positive impact on the environment, others and society. This can be expressed through a sensitivity to your company’s purpose and values, through an interest in CSR, employee representation bodies or transmission. Your commitment contributes to the evolution of the company on key issues.

Your point for improvement: Be careful not to neglect your daily tasks in favour of your causes.

To go further and understand what your employees expect in order to engage them in the long term, discover the course Encouraging engagement at work co-edited by somanyWays.

Encouraging Engagement at Work

About somanyWays

New aspirations, new jobs, rapid obsolescence of skills, a context of uncertainty… work is changing at the pace of the words and the evils of the times. In a world on the move, somanyWays contributes to the emergence of a new work culture, more virtuous and more in tune with the needs and uniqueness of each individual. Our mission? To accompany, train and equip individuals and companies so that everyone can (re)find meaning, pleasure and therefore commitment at work.

Tell me how you remote work and I’ll tell you what country you are from

Since February 2nd, remote working is no longer compulsory in France but still strongly recommended. Although this legal constraint has now been lifted for companies, employees have adopted this practice, which has rapidly become normalized since the first lockdown.

Une récente étude de PwC révèle que 68 % des dirigeants déclarent que les employés doivent être présents au bureau au moins 3 jours par semaine pour maintenir une culture d’entreprise unique. Si la situation est plutôt favorable à l’adoption du travail hybride en France, qu’en est-il pour les entreprises et les collaborateurs chez nos voisins Européens ? Ces réponses, nous les trouverons dans une enquête menée par l’Ifop pour la Fondation Jean Jaurès auprès d’actifs issus d’échantillons représentatifs en Allemagne, en France, en Espagne, en Italie et au Royaume-Uni.

A recent PwC study reveals that 68% of managers say that employees need to be in the office at least 3 days a week to maintain a unique corporate culture. If the situation is rather favourable to the adoption of hybrid working in France, what is the situation for companies and employees in our European neighbours? These answers can be found in a survey conducted by Ifop for the Fondation Jean Jaurès among working people from representative samples in Germany, France, Spain, Italy and the UK.

How many days do you remote work in a week?

If you are in France, you may have “less access” to remote working. Indeed, according to the survey, only 29% of French workers declare to remote work “at least once a week”. This compares to 51% of Germans, 50% of Italians, 42% of British and 36% of Spaniards. Globally, remote working is present, but not to the same extent, and therefore covers a desire for a balance between face-to-face and remote working.

What is your socio-professional category?

Remote working is not accessible to all. Indeed, even among our European neighbours, inequalities in access to remote work by socio-professional category (CSP) are visible. All the countries surveyed showed that the CSP+ have more access to remote work than the CSP-. This gap is reinforced in France, with a 39 point difference (56% of CSP+ and 17% of CSP- have access to remote work) whereas the gap between the two categories is “only” 8 points in Italy, the country where access to remote work is the most socially homogeneous (with weekly rates that concern 56% of CSP+ and 48% of CSP-).

How many days would you ideally like to remote work?

At least 2 days? Are you thinking of moving? On average, the number of “desired” days of remote work is 2.7 in Spain, 2.4 in Italy, 2.2 in Germany, 2 in the UK and… 1.8 days per week in France.

How old are you?

In Europe, a majority of workers under 35 remote work, while those over 50 do not. In France, this discriminating variable is more homogeneous. 31% of those under thirty-five work remotely at least once a week, compared to 28% of those aged fifty and over. This shows that “digital natives” and “boomers” are not as different as they would have you believe!

Do you have children?

According to a study by Valoir, remote working has resulted in an overall productivity decrease of only 1%. However, a nuance appears! Among parents, for whom the balance between personal and professional life is more difficult to guarantee, productivity is of 2%. This is lower than for employees without children, for whom productivity has fallen by 3% since they started remote working. Perhaps more accustomed to juggling multiple tasks and organising their time, parents also have obvious reasons for wanting to work harder to manage other daily tasks!

What are the advantages of remote working?

La pratique comme le souhait de télétravail diffèrent selon les pays. Néanmoins, ses représentations associées y sont partout plutôt homogènes et positives. En effet, trois avantages reviennent systématiquement : les économies financières (trajets, repas, garde d’enfants…), l’autonomie supplémentaire en matière d’organisation et la meilleure conciliation entre vie personnelle et vie professionnelle. Les pays qui ont davantage recours au télétravail voient la motivation de leurs actifs augmenter. Tout du moins en Europe. Au Japon, une étude révèle qu’alors que le télétravail a concerné jusqu’à 25% des salariés japonais (contre 6% avant la crise), il a paradoxalement débouché sur une baisse de productivité d’environ 20% en moyenne. Ainsi, le télétravail n’est pas accueilli et vécu de la même manière selon les cultures : il existe des spécificités et exceptions.

Both the practice and the desire for remote work differ from country to country. Nevertheless, the representations associated with it are everywhere rather homogeneous and positive. Indeed, three advantages are systematically mentioned: financial savings (commuting, meals, childcare, etc.), additional organisational autonomy and better reconciliation between personal and professional life. Countries that make more use of remote work see an increase in the motivation of their workers. At least in Europe. In Japan, a study shows that while remote work has reached 25% of Japanese employees (compared to 6% before the crisis), it has paradoxically led to a decrease in productivity of about 20% on average. Thus, remote work is not welcomed and experienced in the same way in different cultures: there are specificities and exceptions.

We are only at the beginning of the managerial and organisational transformations that the implementation of remote work implies. If it is an increasingly common practice for some, it would be wrong to think that it concerns the entire workforce in France. However, aware of the advantages brought by these new ways of working, these figures can only evolve positively. Therefore, supporting companies in these developments is a priority in order to give them the keys to meet the expectations of their employees and ensure their commitment at work.

Online training for SMEs

Frédérick Benichou and Armelle Lavergne’s interview on B SMART

Wendy: This is the continuation of SMART Campus, thank you for being faithful to this meeting of education and training stakeholders! What is the right path for your identity and what is the job behind it? We are going to be concrete and efficient with a reference in online training, Coorpacademy, represented by its co-founder Frédérick Benichou.

Frédérick: Hello!

Wendy: And with Armelle Lavergne in charge of content and partnerships, hello!

Armelle: Hello Wendy!

Wendy: Your platform is almost 10 years old, you created it with former Google employees.

Frédérick : We are very proud of course! We created ourselves, we were three. I’m not going to say in a garage because it sounds a bit cliché, but it’s not far off! Today there are more than 55 of us, we have more than 800,000 active users, 150 major account platforms open, we are present in about thirty countries, and 40% of our users are outside Europe. So we’re actually quite proud of our little journey.

Wendy : Oh yes, indeed, it’s quite enormous. That is to say that in 8 years, an identity has been created with a clear pedagogical line, right Armelle?

Armelle : Yes, exactly! I’ve been lucky enough to work for Coorpacademy for 7 years, and we’ve set up a Content division that I manage. Today, we have more than 1800 training contents available and we are very much oriented towards soft skills – we talked a lot about this during the confinement because it is what enabled us to face the crisis. The editorial line is therefore very soft skills and it can cover 5 areas of transformation: digital, managerial, operational, cultural and sustainable.

Wendy : Right. So the relational skills are what the companies that call on your services increasingly ask you for?

Frédérick : To carry out a transformation project in a company, at least 70% of employees must understand what it is all about. Our platform, with its microlearning format, its permanent accessibility at all levels and its fun game modes, enables a large proportion of employees to be acculturated almost instantly before consulting firms or major company reforms are required. It is therefore part of our DNA to be able to deploy this acculturation very quickly to digital transformation projects, sustainable development projects, cultural transformation projects, and employee ‘upskilling’.

Wendy : That’s interesting because if we talk about content, in connection with what Frédérick was saying, are we seeing a revolution in e-learning, Armelle? Is there an evolution in mentalities, a very different demand for training?

Armelle : I think that the training market today is very competitive, there are a lot of offers. What we see is that the personal use that you can have when you train in languages for example, you want to find it in your professional life. We target employees of large groups, but also today of very small businesses and the idea is to offer them a fluid, gamified experience – that means you can learn while having fun, because you can be serious without being serious – so the idea is to be able to pass levels, unlock these levels, talk to your colleagues, create emulation, win lives, etc. This fluid, very operational mode is also a way to make the learning process more efficient. This fluid, highly operational mode, which is also linked to our personal uses, is what we are asked to do today and that is the challenge.

Wendy : Yes, and all this with a minimum of time, because the problem is that we are also compressed in space and time!

Frédérick : It is indeed very important. You were talking about the e-learning revolution, about the evolution of mentalities, when we arrived on the market and we spoke to teachers and told them “we’re going to make courses, modules that are 5 minutes long, you’ll be able to do your 20 minute course in 4 modules of 5 minutes, but you’ll have to break up your content” they looked at us with catastrophic and horrified eyes. But it turns out that in our personal lives we are all addicted to our phones and the short format, so if we don’t do it, we don’t have a completion rate. People don’t get to the end, they stop, they interrupt.

Wendy : And so the 5 minute format is the right format?

Frédérick : So it’s more complex than that because in fact, we have a KPI, a key figure that we track a lot, which is the completion rate. We have an 83% completion rate on our modules, which means that 83% of people finish the modules they start. So that’s huge in the world of e-learning. And this completion rate can be explained by the fact that it’s a game, because we win lives, because they are short formats, because we have an editorial tone – thanks to Armelle’s teams – that makes it friendly and funny, and because we make the content our own, etc. So we’re not going to learn complicated jobs – we’re not in the business of learning – on the other hand, we’re in the business of acculturation and that works very well.

Wendy : Yes, on soft skills, it’s important to distinguish. So you were talking about your clients, the CAC40 companies, the large groups, but now there is an offer, a Team offer which is much more targeted at VSE/SMEs.

Frédérick : When we created Coorpacademy, we said to ourselves that we were going to bring the quality of the tools of the personal world – the quality of the digital tools of the personal world – to the world of large companies. Today, we say to ourselves that there is no reason why only large companies should have access to these quality tools and so we are going to bring to SMEs the quality of the tools of large groups – with preferential rates, an ease of subscription, an ease of parameterisation which is more standardised but more operational – they can create platforms in less than 15 minutes, it is open and they invite their employees instantly.

Wendy : With key topics coming out of this particular year but which also speak of competitiveness: digital, teleworking, sales, languages, etc. Are we in these contents too for this particular Team offer?

Armelle : Yes, that’s right. We carried out interviews and in particular a competitive benchmark study. The first thing we noticed was that there was not much difference between the training needs of large companies and VSEs/SMEs. We were then able to ‘pick and choose’, i.e. create training courses with the objective of being very practical and with concrete and rapid results. So the main points are office automation, management, negotiation management, etc. Very specific themes for VSEs/SMEs.

Wendy : So how do we know that it went well and that there is good feedback on the experience and on the completion rate?

Frédérick : The completion rate is a great indicator. We also have the duration of the subscription, if customers stay, if people come back, if companies stay subscribed, that’s very important! We have customers who have been subscribing for more than 7 years, so a priori, since there is no commitment, they are happy!

Wendy : That’s a good estimate. Do you have anything to add?

Armelle : No, we hope it will take off and we’ll see you soon to talk about it!

Wendy : I am very pleased with this Team offer in particular and with your follow-up of the evolution of mentalities, requirements and needs!

10 highlights of 2021 as seen by our learners

Without signing the return to “normal” for good, the year 2021 was full of twists and turns. Between the return to face-to-face meetings, the democratisation of teleworking, vaccination and the introduction of the health pass, not to mention the transformations that companies are undergoing, it is obvious that there were many issues at stake. But what we will really remember this year is 1 million hours and 10 unforgettable memories of 2021:

1 – Your desire to learn

With 29,764,048 questions answered in 2021 on all platforms combined, you have completed over 1,000,000 hours of training through the Coorpacademy premium content catalogue!

2 – Your enthusiasm for collaboration!

Indeed, the year 2021 is the year of resilience and team spirit! Thus, in first place of the most played courses is “Communicate effectively to collaborate better” co-published with Dunod Formation. In 2021, you have learned how to avoid communication errors that create tension and you now know how to correctly convey a clear and unambiguous message!

3 – Your desire to understand yourself better

This year, the most consumed soft skill on the platform is emotional intelligence! In 2020, the World Economic Forum already identified this soft skill as one of the ten most important skills in 2022 (The Future of Jobs Report 2020). So you are ready to face the next year by using your own emotions as a driving force to act effectively.

4 – Your limitless agility

In 2021, you have become real acrobats! The course “Adopting an agile culture”, co-published with Numa, has entered the Top 5 by reaching the 3rd place of the most played courses, that is to say 4 places gained compared to the 2020 ranking.

5 – Your investigative skills

Number 1 from the start, the Cluedo educational investigation was the best course launch of the year! You rightly loved getting into the shoes of Colonel Mustard to solve the Skill Island murder mystery, according to your feedback:

“Wonderful. This course is a pure joy… We work on cognitive biases while solving a Cluedo puzzle. I recommend +++ for those who are gamers :)”

“The format is really interesting and allows us to succinctly show some of the cognitive biases to which we are often subjected. It has the will to bring playfulness to a subject that is not always easy to tackle: critical thinking.”

“Very interesting: gripping story combining learning about argumentation and cognitive biases. Really good initiative. To be repeated! Thank you”

6 – Your attentive ear

For the first time this year, the audiolearning format is included in our premium content catalogue! With Cybercafé, you were able to learn by listening and develop your digital skills. In 2021, you’ve been listening to this new format, so we’re preparing for 2022 to offer you even more educational innovations!

“You think you know everything, but in fact you learn something new every day; can’t wait for the next episodes ;)”

“Very interesting! I could now discuss with my brother-in-law who buys NFT certified virtual works ;-)”

“Very nice too, the “podcast” formula. Thank you.”

7 – Your soul as a coach

This year, you learned from your peers! With the “Babel Forum” course, the discussions on the learning platforms forum helped you to improve your skills in collaboration with your colleagues. Thus, the Babel Forum became the course that generated the most discussions on the forum, congratulations to you!

8 – Your enthusiasm for your platform

“This platform is an extraordinary playground. Accessible anytime, many modules can be done very quickly. I recommend it.”
Olivier
“Platform in an entertaining and learning format; available on the computer or on the smartphone, short formats that meet my expectations” Christine
“Accessible at all times, fun and easy to use. You can easily learn yourself from the different topics”
Mallory
“I love the fun aspect, the quality of the lessons, the exercises, the aesthetic aspect of the site. Working while having fun, a very good idea” Sebastien
“The training courses are very entertaining and answer a lot of questions. They introduce employees to the challenges of today’s economy, and may even allow some to change direction during their career.
Philippe
“Fun platform, with short modules, regularly updated with new features.” Beatrice

9 – And your presence at our side

Like every year, we met in France and Switzerland during our Digital Learning Club! A moment of exchange where our clients are invited to discover the latest Coorpacademy innovations in terms of learning.

This collaborative moment was also an opportunity to receive feedback from our customers on the new features to come, to have them actively participate in the evolution of our solution and thus, to build together the Digital Learning experience that meets their needs.

10 – Even at a distance…

And because since 2020, these face-to-face meetings have become rare, we have also organised ourselves to continue to exchange ideas together through our Learn Everywhere webinar series! This year, the most successful webinar was the one on The Rise of Audiolearning, which took place in June 2021 with our partner Bookboon.

Tell us what courses you play and we’ll tell you who you are

During the course of a day, our attention is constantly stimulated by various information. We only need to spend 30 minutes on our favourite social network, or turn on our television, to realise the constant hubbub around us. Paradoxically, we have also become more attentive to the type of information we are willing to receive. But the point is that this flood of information is one of the reasons why we want to create the most relevant content possible. But how can we deliver on this promise? We’ll explain it to you in a few lines, so you don’t lose your attention.

A finely tuned catalogue

If you have read our article on the recipe of the Coorpacademy catalogue courses, you will know that we take care of both the presentation and what is on the plate. To engage our learners and stimulate them during their learning, it is important to offer them premium content, designed by educational engineers or in co-publication with exclusive partners such as Forbes, IBM or Cegos. To build a relevant training catalogue adapted to each learner, it is crucial to offer tailor-made content, so that it fits them perfectly. Thus, our content catalogue includes courses concocted by us and also by the business experts of each organisation we work with, to promote the development of each individual’s skills.

Content tailored to the changing world

Learning means progressing, doing better, evolving. This implies not only change, but also temporality. We start from a point A, at a certain point in time, and end up at point B, in some time. Therefore, in a rapidly changing world, learning is essential. In preparing our courses, we think about the world of tomorrow, to better prepare you for it. Thus, the more than 1700 exclusive modules on soft skills that make up our training catalogue are designed to guide you through the 5 crucial transformations for the future of organisations. But fighting for tomorrow’s world means that it still exists. That’s why we offer Coorpecology, the first training platform dedicated to the ecological transition, and why we are proud to collaborate with the Collège des Directeurs du Développement Durable (C3D) to design courses that develop sustainable thinking.

Support that is as personal as your experience on our platforms

To get to know you, we have a major ally: data. If you’ve played the All About Data playlist, we’re not teaching you anything, data is essential to designing a learning experience that reflects you. Indeed, by playing courses on our platforms, we are able to refine what we offer. So, training is really just a click away. But if our courses adapt to our learners, our platform also adapts to the needs of our clients, integrating directly into their training ecosystem. When we say that we know you well, it’s also because our team of Customer Success Managers supports you in your training projects, to achieve your objectives and those of your learners. We offer you concrete actions to engage your community of learners over time and reach new heights!

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.

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!