Tag: transformation

Management as a pillar of the cultural transformation of companies

Following a year of lockdown, organisations’ culture is undergoing a profound change. The pandemic has changed our habits and behaviours, beyond the personal sphere. To ensure recovery, companies are resilient and are preparing to face the transformations they are going through. The new management and working methods also imply a profound change in the corporate culture and this transformation is essential to support the other transformations to come.

 

Google searches around Employer Brand have doubled in three years, and 77% of adults in four countries (US, UK, France and Germany) say they first learn about a company’s culture before applying for a job, according to Glassdoor‘s Mission and Culture 2019 survey. 

 

The culture of a company is now an inseparable factor in employee well-being. This trend is only becoming more pronounced as Millennials enter the workforce. The new generation is challenging organisations, demanding a corporate culture that shares their values and, above all, that these values are supported by management and embedded in the day-to-day running of the business. The Glassdoor study confirms this new paradigm as 73% said they would not apply to a company if they did not share its values.

 

But the arrival of millenials on the labour market is not the only issue of cultural transformation. Indeed, our contemporary economy is giving rise to new trends, new modes of organisation, which are giving rise to transformations. There are many issues at stake: the transition from a vertical organisational mode to a more horizontal and open organisation, the transition from a product-centred economy to a customer-centred strategy, new managerial functions and practices (start-up model, reinvented company, emergence of the manager-coach). Companies are also working more and more with a wide range of international players: suppliers, customers, employees, etc. Being able to work, exchange or negotiate with people of different nationalities and profiles is now a key skill. For all these reasons, companies must transform themselves to meet the new needs of the talents they recruit, to ensure the diversity and richness of their teams, to consolidate their operations on a global scale and, finally, to adapt to a changing world. 

Transforming a company’s culture means questioning all the behaviours in the company, but also the policy, commitments and processes, so that all these elements that make up the organisation reflect the values and beliefs of the employees. It is not just a question of adopting behaviours and ready-made sentences, but of deconstructing the tacit “rules” that regulate the life of the company and the unconscious, informal and non-verbal behaviours of each person. Thus, a cultural transformation is also an individual transformation, which upsets the ways of thinking of the employees, which makes the values shared by the group evolve, and concretely change the way employees act.

 

Corporate culture is defined with words and implemented with actions. Behaviours are the concrete testimony of an organisation’s culture. To ensure that change is successful, that attitudes are aligned with the company’s values, collective and individual coaching is crucial. The manager is a pillar of all major transformations, as they guide change by involving each employee in the great adventure that is corporate life. So, what skills must the manager develop to ensure the cultural transformation of his organisation? 

 

Diversity and Inclusion

Our organisations are made up of people from different backgrounds and interact with a multitude of stakeholders around the world. The term diversity, as Dr Derrick Gay – an international educator specialising in intercultural competence, diversity and inclusion – points out, is often used to refer to people who are identified as ‘different’. But different from whom, from what? The term implies that there is a normality, but there is only a plurality of personalities, cultures, religious practices; ways of perceiving and experiencing the world. While the company is a place where societal changes can be brought about and developed, knowing how to disseminate a culture of inclusion and truly understand diversity is crucial for today’s managers if they want to accompany the cultural transformation of their organisation and encourage employee fulfilment. Working in a company that encourages different points of view, that listens to a variety of experiences, and where everyone can express themselves freely, has a positive impact on the overall performance of the team and the company. 

Preventing Discrimination and Encouraging Diversity

Adaptability and Resilience

In physics, resilience is the ability of a body to absorb shocks. In psychology, it is the ability of an individual to cope with a difficult or stressful situation. As the COVID19 crisis has surprised us all and forced us to change our processes, resilience has become an urgent skill to develop. Indeed, employees and organisations today evolve through disruptions, which we must learn to overcome without being destabilised! This is the whole point of developing resilience in business. A resilient individual will be able to better manage stress, adapt more easily to an unforeseen situation and remain optimistic when faced with adversity. Resilience and adaptability are two highly sought-after soft skills. According to an Ifop Lavazaa study, adaptability is even one of the most valued soft skills in companies. Adaptability means knowing how to evolve in an environment that is different from the one you know, without letting yourself be conditioned or influenced by this new context. As a manager, developing the resilience of teams is key to fostering group cohesion and supporting the cultural transformation of the organisation. Overcoming hardship, being resilient together reinforces the feeling of belonging to a group, a tight-knit group in which we can rely on each other. Knowing how to adapt also means knowing how to work surrounded by different ways of thinking, doing and conceiving projects, which is key for organisations that wish to succeed in their cultural transformation. 

From Individual to Organizational Resilience

Creativity and Innovation 

Working in teams, especially when they are composed of diverse profiles, is an excellent way to foster creativity and innovation. To support the cultural transformation of companies, managers must favour co-creation and facilitate the expression of each individual. Creativity is sometimes innate, but it can be cultivated and developed through training. To stimulate teams and create true multicultural collaboration, managers must also stimulate their own creativity and spread this climate of the right to make mistakes, imagination, etc. All employees must feel legitimate to express their ideas, to experiment, but above all, to build collectively. The challenge of creativity for cultural transformation lies in the group’s ability to work collaboratively, to expose itself to different ways of thinking and to hear the points of view of the other members of the team. In addition, our new ways of working have also led to the emergence of new methods such as Design Thinking or Mind Mapping. These new methods, which are familiar to the new generations, promote team cohesion, unleash creativity and bring out innovative solutions. Eventually, in an organisation where everyone looks the same, ideas are similar, and questioning is more complicated. Creativity is therefore an essential element for successful cultural transformation, because it initiates everyone to work together and to imagine diverse solutions, just like the company. 

Unleash your inner creativity

In conclusion, organisations are facing new challenges regarding their employees. New quests for meaning, new managerial paradigms, new demands, the company must transform itself to meet the values and expectations of today’s and tomorrow’s workforce. To promote cohesion, creativity and innovation, the manager must instil this culture of diversity in everyone, so that everyone understands it and promotes its inclusion. We are all different, and everyone is “abnormal” according to an established norm. The company must be nourished by this plurality, and must also put in place the means to achieve it. This is the cultural transformation and the manager is a pillar for its success. 

 

Coorpacademy promotes innovation and skills development within Swiss Life France

 

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

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

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

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

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

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

 

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

 

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

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

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

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

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

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

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

Register for free to the round table by clicking here.

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

 

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

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

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

What is digital transformation in 2021?

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

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

How to become a digital employee?

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

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

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

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

N°1 Technology use, monitoring, and control

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

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

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

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

Preparing for tomorrow’s world

Develop your agility:

Adopt an agile mindset

N° 2 Technology design and programming

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

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

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

To start acculturation to digital tools:

AI and cognitive technologies

N°3 Resilience, stress tolerance, and flexibility

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

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

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

Resilience

Digital learning, the primary tool for digital transformation?

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

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

Unlock the human potential of your business:

All courses

 

3 Ways Former Google CEO Is Reengaging Workers To Be More Productive – Forbes

 

To be discovered in Forbes, 3 ways Jean-Marc Tassetto, co-founder of Coorpacademy, is reengaging workers to be more productive.

Following the keynote at Gartner ReimagineHR London 2019 where Stéphan Bruno, CHRO of the Principality of Monaco, and Jean-Marc Tassetto presented the partnership with Coorpacademy to retrain 3,600 of Monaco’s public sector employees, Forbes contributor Heidi Lynne Kurter published an article on 3 ways companies can shake up corporate learning to increase productivity, talent retention and engagement with the help of innovative employee learning experiences.

If you want to read the article on Forbes.com, it’s here. 

Or discover extracts of the article here!

3 Ways Former Google CEO Is Reengaging Workers To Be More Productive

[…]

The World Economic Organization recently announced by 2022, 75 million jobs will be destroyed and 133 million will be created as a result of new technologies. Consequently, companies are likely to face resistance in retraining tenured employees who have a limited skill set. Therefore, it’s crucial for them to start preparing employees for change by reopening their appetite for learning and decreasing their fear of the future.

Stéphan Bruno, director of human resources for Principality of Monaco, is determined to be at the forefront of the digital revolution. At the London Gartner ReImagine HR conference, Bruno announced the governments partnership with CoorpAcademy to retrain 3,600 of Monaco’s public sector employees. Known as the Netflix of knowledge and training, CoorpAcademy is an innovative digital e-learning platform that uses gamification to make training interactive and appealing.

[…]

Creating A More Learner-Centric Approach

CoorpAcademy co-founder and former head of Google France, Jean-Marc Tassetto, aims to creatively disrupt traditional e-learning experiences. Instead of imitating Coursera and Udemy by seeking out professors from top universities, Tassetto felt it would be more effective to partner with key industry leaders across the globe. These leaders are entrusted with developing and teaching specific courses relevant to their expertise. For example, Understand Blockchain Technology is a course created by IBM and taught by its current employees.

[…]

Reducing Fear Of The Future

[…]

Both Bruno and Tassetto understand by putting employees in charge of their learning, with guidance from their manager, non-digital natives can increase their digital maturity at a pace that feels comfortable for them. Users also have the opportunity to take advantage of additional content to further develop their skill set. Some courses available to them are feminine leadership, stress management and design thinking, to name a few.

Engaging Through Micro-Learning

A study by Microsoft states on average an individuals attention span lasts 8-seconds. If companies and e-learning platforms want to keep users engaged and on track to complete the course, they need to focus more on mini modules that are short enough to keep their attention. Tassetto states the most successful micro-learning modules typically range from 5-12 minutes in length. Anything longer risks losing the attention of its users. Their micro-learning modules are a healthy mix of asking questions, playing games and keeping players engaged until the end with short form videos.

With clients such as L’oreal, IBM, Nestle and BNP Paribas, the EdTech startup has found great success in their unique and innovate learning approach. By placing learners first, employees are empowered to develop their skills for who they want to be instead of who they are now. Bruno was surprised to see employees at every level of the government sector from gardeners to firemen positively interacting with the platform.”

[…]

Discover the full article here!

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

 

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

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

You can find the original article here!

Here are some extracts of the article:

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

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

[…]

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

[…]

Making corporate learning relevant again.

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

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

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

[…]

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

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

Discover the full article here!

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

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

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

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

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

 

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

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

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

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

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

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

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

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

Thank you very much.

Thank you.

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

Is LXP the new LMS?

 

Coorpacademy co-founder and former head of Google France Jean-Marc Tassetto explains why a new breed of e-learning solutions are making the learner, not the training booker, the focus.

Jean-Marc Tassetto, co-founder of Coorpacademy, wrote this new piece published in Enterprise Times, a British online business technology magazine website.

Discover the full article here!

Here are some extracts from the article:

“Learning Management Systems (LMS) have been the central and most talked-about technology in the e-learning and corporate Learning & Development (L&D) space for the last 20 years. The problem: they are really there for course bookers, not the road warriors who actually need the training. A gap that has led to the rise of a new, more learner-centric, class of e-learning software, the ‘LXP’.

Influential L&D sector analyst Josh Bersin coined the term a few years ago. However, the idea was really properly sanctioned when Gartner gave it the seal of approval earlier this year.“

[…]

“Companies that only use an LMS typically have an administrative team managing the software and deciding what courses and training modules will be made available, with content choices made by Learning & Development managers and executives. The vast majority of employees cannot directly influence their learning experiences or content offerings.

Instead, learning needs to be embedded into the learner’s daily activities or the applications on which learners spend the most time, and we need new content creation models. Most likely in the form of e-learning that is smart, consumer-like and properly integrated into the flow of everyday activity.

An LXP, then, should reflect how we all behave in our day-to-day lives – how we look for content on our smartphones and address any knowledge shortfall as soon as it is identified.”

[…]

“Instead of privileging the administrator, however, LXPs are designed to cater to the learner’s immediate and future needs and be adjustable to their level, employing a range of tools to do so. Asking them questions before any teaching takes place (the flipped pedagogy model) is a great way to pinpoint learning levels. It means users only get offered the lessons they need.

This is the foundation of a move towards adaptive learning, in which content and teaching frameworks are customised to the individual. Such learner-centric platforms work and can secure high user engagement levels. Take the example of one of our users, Schneider Electric, which places user centricity at the heart of its training: “Individuals are able to self-pace their learning, and we are experimenting with mobile learning as the next frontier in this journey. Digital learning is now a way of life here.”

To read the article in its original form, it’s here!

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

Computational Thinking: a key skill in the 21st century – TrainingZone

Learner Engagement: why any corporate learning has to have the learner at its centre – TrainingZone

Computational Thinking will be vital for the future job market – Enterprise Times

 

Is e-learning about to go through a major transformation?

By Jean-Marc Tassetto, co-founder of Coorpacademy.

This article has been originally published in IT Pro Portal, one of the UK’s leading and most respected technology information resources. To read it in its original and complete form, it’s here.

Here are some extracts of the article:

“E-learning has hit the doldrums. Practitioners and customers can protest all they like, but e-learning isn’t delivering on the educational revolution it promised. You only have to look at the student dropout statistics to see that something needs to be done to put it back on the rails.”

[…]

“There are a large number of people that just aren’t completing courses their organisations have paid for and engagement rates are worryingly low. Our data suggests that 2 and 3 per cent is not unusual for a large proportion of corporate training modules on offer.

So why do we have this black cloud sitting over e-learning? The simple reason is that we have ignored content in e-learning at the expense of the way we deliver and administer it. This means that the Learning Management System (LMS), which is seen as an enormous benefit by the HR administrator, offers little for the learner. This is a crucial point as if the learner isn’t engaged there is absolutely no learning taking place.”

[…]

“LEPs (i.e. Learning Experience Platforms) deliver a consumer-like experience. Firstly, learners recognise their way around from the applications they use on their own devices on a daily basis. Tailored training recommendations prepare their skill sets for individual roles they may take up in the future.

This directly connects e-learning requirements with a learners’ personal goals and experiences – and shows them how they are part of the wider organisational picture. LEPs can achieve this by embedding learning into the learner’s daily activities or the applications on which learners spend the most time.

Employees today are looking at intuitive interfaces they recognise that fit seamlessly into the workflow. They expect a Netflix-like experience in their e-learning solution, for example. Traditional e-Learning just can’t deliver on these expectations.”

[…]

“Organisations need to get the learning experience back to the top of the list. They need to re-think training as a very similar experience to the ones employees look for in their own apps – content that is diverse, interesting and very easily accessible. Mobile, always on, always available, delivered in engaging, bite-sized chunks that are engaging and fill gaps in knowledge where they exist. And where appropriate, utilise engagement techniques like gamification, online competitions and quizzes between learners. Both designed to end the isolated e-learning experiences that lead to users dropping off e-Learning courses.”

Find out more by reading the complete article on IT Pro Portal.

 

 

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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