Reactivate the pleasure of learning and sharing

How can you empower your teams to develop their skills and activate your organization's human capital?

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The limits of the external LMS approach

Since 2019, French companies have been required to set up a skills development plan to replace the training plan. A key element of the GEPP. This has become a priority for human resources managers, as the automation of tasks will continue to increase, the recruitment market is tight and the lifespan of skills is getting shorter and shorter.

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Covid-19 also highlighted the importance of work-life balance, skills recognition and the ability to continue learning easily to maintain employability.

In recent years, the majority of investment has been directed towards meeting this challenge:

• Acquisition and deployment of e-learning / LMS solutions to provide external, more or less personalized and experiential content (LXP) 
• The use of corporate social networks such as Slack or Teams to limit emails and facilitate direct exchanges
  

The need to develop internal skills first and foremost

However, despite these major investments, individual commitment remains rather low, and these personalized approaches have not consolidated team cohesion. 

• Gathering training needs is still too slow, often only occurring at the annual appraisal interview, creating frustration and a lack of responsiveness.
• 90% of knowledge sharing remains informal, and is often permanently lost when certain people leave the organization.
• The wealth of courses available is insufficiently exploited, even when it has been adapted to the current context using social learning and mobile learning techniques.

So how do you consolidate your skills development plan by taking this reality into account? How can we get our teams involved? How can we enhance and activate existing skills?

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We share 4 key success factors:

• Trust first

The fundamental trend for people to want to control their purchases, to self-organize in crowd funding, to create their own movements on social networks, does not spare the world of work. 

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Teams are increasingly looking for confidence and autonomy when it comes to their skills.

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Reskilling, upskilling, improving the "employee experience", etc. are just some of the tasks that fall to HR, Learning & Development professionals, who can see how difficult it can be to manage everything in real time!

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Isn't every member of your team in the best position to think about their own skills development and define what's really important for them to do their job well?

• Available, dedicated time
  

But teams still need to take the time to ask themselves what skills they've already acquired, what they need to know now, and what they'd like to learn!

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Time: another key factor in implementing a skills development plan. It doesn't matter what tools, resources or courses are available: if training and sharing time is not clearly defined, communicated and protected, no one will be able to do anything.

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How many companies today have dedicated weekly slots reserved for self-training or knowledge-sharing?

• A reassuring framework that facilitates real-time sharing

If time is available and reserved for self-training, how can your teams take advantage of the available slots? Do they have a tool for asking questions, expressing their needs hic & nunc (here and now?). Can they offer to share knowledge on a subject without going through a content validation committee?

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Can they freely invite everyone to follow the presentation?

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A dedicated tool is needed. A tool that provides that secure, open framework and invites sharing in real time, whether face-to-face or remotely. There's nothing like exchange and sharing to facilitate the acquisition of knowledge.

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Professional chat tools and general e-learning platforms don't offer the right context for peer-to-peer knowledge sharing.

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• The importance of animating and facilitating learning community exchanges: the Learning Facilitator®.

Autonomy and strategic vision are often mistakenly contrasted. As if organizational autonomy couldn't serve a vision and set priorities. If this were the case, the agile and scrum methodologies inherited from the digital world would never have been so successful. The reason they have become so popular recently is precisely because they enable companies to achieve their strategic objectives by trusting teams to organize themselves!

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However, just as agile teams have their "scrum master" or "agile coach" to animate and facilitate exchanges, your learning community needs a Peer Learning Facilitator® or Learning Success Manager etc. 

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Beyond the name, what counts is the posture and state of mind. A collective intelligence facilitator is not a consultant, but a neutral, non-judgmental facilitator. He/she accompanies but does not decide. He trusts the process and the people! The HR function is undergoing a natural transformation, and must also integrate this dimension of agility and facilitation.

Trust, dedicated time, dedicated tools and facilitation: in a nutshell, these are the 4 pillars we believe are essential to enriching your skills development plan.

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4 essential pillars to reactivate the pleasure of learning and sharing what you know.