Un misterio en una casa encantada, extraños sucesos dentro de un bunker militar o un asesinato en un internado. El escape room es un tipo de juego de aventura y suspense que comienza con una ambientación temática y un grupo de personas encerradas en una habitación. El objetivo es trabajar en equipo para poder escapar de la sala buscando pistas y resolviendo los enigmas y acertijos planteados.
Tal ha sido el auge de esta actividad que actualmente se calcula que hay más de 350 empresas dedicadas a los juegos de escapismo en nuestro país. De hecho, España se sitúa como el país de Europa con mayor número de aficionados a estos juegos de escape.
Lo que comenzó como un plan de ocio con amigos a través de la lógica y el ingenio está cogiendo fuerza como nuevo formato para la selección de nuevos perfiles y actividades de team building en las empresas. Cada vez es más habitual que las empresas recurran a estas nuevas formas de atracción y captación del talento en forma de dinámicas de inmersión que se alejan totalmente de la tradicional entrevista de trabajo.
Se trata de dinámicas que colocan al candidato en una situación de incertidumbre, alerta y, en ocasiones, estrés, de forma que debe resolver un problema empleando el ingenio y la creatividad. Además la resolución no puede darse de manera individual, es necesario trabajar en equipo, aunando fuerzas y repartiendo las tareas para poder “escapar” con éxito. Esto fomenta habilidades como la comunicación y el liderazgo, favorece la toma de decisiones bajo presión, así como la gestión eficiente del tiempo y la creatividad para poder aprovechar los escasos recursos disponibles.
Los juegos de escape se emplean desde hace tiempo como método de team building, con la misión de reforzar los equipos de trabajo. De hecho, en España ha sido noticia en las pasadas semanas la decisión del nuevo seleccionador de fútbol de llevar a los jugadores a un escape room con este objetivo.
Otras empresas han aprovechado el tirón de esta actividad y han creado su propia dinámica para retar a sus clientes utilizando como gancho su última tecnología. Esto es lo que ha hecho Audi al crear su propia e-tron Room, una sala de escape room futurista en la que su reciente innovación es la protagonista y, a su vez, la herramienta clave para conseguir escapar.
Según la consultora internacional sueca Green Hat People, especializada en gamificación para la formación de equipos, el escape room “es una buena forma de poner a prueba habilidades y competencias clave en cualquier equipo, así como una oportunidad para poner en práctica el trabajo en grupo bajo la presión de tiempo. Los participantes deben usar su pensamiento lógico, inteligencia, destreza, capacidad analítica, comunicación, liderazgo, ingenio y creatividad para conseguir su objetivo”.
La sociedad está cambiando y evolucionando de manera muy rápida, sobre todo debido a la aplicación de las nuevas tecnologías y la globalización. Con ella, cambia también el modo en el que hacemos las cosas y nos comunicamos, por tanto, ¿por qué no ha de reflejarse este cambio en las políticas de reclutamiento? El sector de los recursos humanos apuesta cada vez más por la gamificación, introduciendo el juego como fórmula para reclutar.
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Strategies and Tools for Driving Learner Engagement
Many organizations are prioritizing learning to attract, retain, and grow top talent, but implementing the strategies at the right time for the right learner can be tough. Doing it with tight resources, even tougher. Andersen Corporation has experienced this. They knew it wasn’t enough to follow the standard “if you build it, they will come” mentality for learning. In this session, Strategies and Tools for Driving Learner Engagement, you’ll come away with: New ideas from the Andersen team as they share how they’ve been able to achieve a consistent increase in the consumption of Cornerstone Content Anytime (CCA) courses month over month Considerations to help you get started building your own effective communications strategy Tips and tools for executing a sustainable plan that drives continuous engagement and builds a culture of passionate learners In addition to hearing about Andersen’s content journey, you’ll also get a refresher from the Cornerstone team on the learner engagement tools we have available and ways that you can leverage your partnership with Cornerstone to get the most out of your learning content. Watch Now
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Sitting on the bench: strengths, talents, soft and hard skills
Before knowing what individual skills we have to sacrifice for the good of the company, we have to understand what skills we have in our organisation. In HR circles we talk a lot about skills. Most of us have experienced university students entering work life with fresh knowledge that seemed obsolete before the internship ended. For this reason, companies that are committed to innovation understand the importance of an always learning approach to growth. If we create a learning culture, we can adapt to a changing world and win the battle to volatility. Ok – great! Understood – we need new skills all the time. But which skills do we have to teach and how can HR departments identify them? This is one of the biggest difficulties that learning departments face today. But, fear not! Technology can come to the rescue. Just like Netflix knows what I'm interested in watching, thanks to AI, a complex algorithm and a huge database, skills can be identified and developed through the same processes. However, building what's called a skills taxonomy, like the one Cornerstone offers, from scratch would be just as insane as pretending to build my mobile phone myself from my desk at home. Let's leave that specialised work to those who have the time, the resources, and use their knowledge to our advantage. Hard skills, soft skills or strengths. We know that technical knowledge or hard skills can be acquired easily thanks to technology. This interconnected world with millions of online tutorials offers us a never-ending portfolio of knowledge and explanations that we can access anytime and anywhere. Soft skills, on the other hand, are not so easy to acquire and develop, yet are of greatest importance. How can this be possible? Do you remember the intern that started in your company and didn't understand the dynamics of the office, but could create some bad-ass Excel tables? When talent is brought in that has never been in work environments before, we realise that they may lack skills such as active listening, a feeling of responsibility or even motivation. These are skills that allow our graduates and new talents to solve problems, collaborate, and have critical and constructive thinking. This means that the skills taxonomy will not only help us understand what hard skills we will have to develop in individuals, but also which soft skills we must encourage in teams. But rather than focusing on the skills that we lack, what if we could focus on our strengths? What skill do I have, what am I particularly good at that is very necessary for my job? How can I improve on that skill and optimise it so that the whole team benefits from it? Let's think positively. Let's not focus only on everything we don't know and what we still have to learn, but on what we know we are good at and how we can elevate and multiply it. Therefore, a successful strategy understands that as an employee I need to grow and learn new things - be it soft or hard skills - that take me out of my comfort zone, but at the same time also have access and be able to understand what my strengths are and how to improve them. Individualism. Happiness. Sacrifice for the team. The Playbook is a documentary on Netflix that interviews some of the best sports coaches in the world and you can see a trend in team sports: the role of the coach is to help the team work together, even if the individual player has to make a sacrifice. Change the word coach for manager, team for department and player for employee. The role of a manager is to help the department work together, even if the employee has to make a sacrifice. This concept confronts us with a dilemma: we live in an individualistic society. We all believe in the right to be in a search for happiness and purpose at work. We feel we have the right to be promoted and, at times, in this myopia we lose sight of the department or, even worse, the company needs. Without a company you don't need employees. If we want to build an innovative and resilient organisation, we have to hire talent that complements and makes the community stronger. A community that works as a whole and that has team members that can develop their skills – and their strengths too. For this reason, skill taxonomies have to focus not only on a micro level, but also on a macro level. Trade failure for learning. In this video by Paolo Gallo, asks the audience what the opposite of achievement is. People shout failure in unison to which Paolo responds "no, the opposite of achievement is learning." This concept is perhaps a bit utopian, but very necessary if we really want to generate a culture of learning in our companies or work groups. We all have to build a space in which to innovate and take risks as part of our day to day. Sharing the learning processes - failures - with the group provides us with transparency, empathy, creates understanding between people and provides us with a macro vision of the team we are part of. Thus, synergies and opportunities for collaboration will emerge and collaborative learning will naturally evolve. To accelerate these values, we can look for examples within our companies where learning or “failures” have led to great achievements. Also offering post-mortem meetings for large projects involving the entire department or even rewarding those who take the risk, even if they haven’t quite got it right. In conclusion, it is our duty as an employer to educate and provide the transparency that our employees need to understand the needs of the whole team. This concept is closely linked to the idea of social responsibility, with initiatives that are committed to values such as diversity or the environment. As an employee, my responsibility is to be in a constant learning process, not to lose curiosity and to understand that my skills must be complemented with those of the rest of the team. Consequently, we will have an understanding of the macro and the micro that will help us understand and know when we have to wait and sit on the bench.
Cornerstone SMB Learning Management Survey Results
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