3 Key Attributes of Holistic People Experience Design
Your employees crave a work experience that’s uniquely personal, and where growth and development is rapid and continuous. At the same time, your organization needs to be ready to retrain and redeploy talent to remain competitive in rapidly shifting market conditions.
The stakes are high. And yet historically, work design has centered on efficiency. The result is rigid structures and workflows that don’t meet employees’ needs or flex with fast-changing conditions. The good news is that effective practices around people experience design can drive significant impact for business, people, and innovation in an organization.
In this webinar, Betsy Summers, Principal Analyst, Future of Work with Forrester Research, and Mike Bollinger, VP, Strategic Initiatives with Cornerstone, share how taking a more human and holistic approach to people experience design connects people with growth opportunities, and business goals with purpose. To help everyone achieve extraordinary outcomes — together.
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Transitioning to a Virtual Learning Environment at HME
HM Electronics, Inc. (HME) is a group of companies that designs, manufactures, sells and services specialized communications, audio and software solutions for niche markets. Why Cornerstone HME is a global company with a diverse workforce in multiple locations in the United States, Canada, Europe and Asia. The organization’s performance management system, Halogen TalentSpace, lacked robust learning features and was being used to its fullest capabilities. HME envisioned upgrading to a platform that better aligned with on-demand instruction and guided learning. In 2019, HME switched from Saba TalentSpace to Cornerstone’s Saba Cloud platform because its capabilities could scale to meet the evolving learning and performance needs of HME’s growing workforce, and also provided automated reporting and notification features that created a seamless experience for administrators. With Saba Cloud, HME could introduce a transformative learning environment where all employees could access resources for compliance and operational standard training on a single platform. Business Impact Provided a learning platform and resources for HME’s diverse workforce to grow and develop professionally, increase employee engagement and boost employee performance. A Seamless Transition to Saba Cloud HME embarked on an ambitious three-month implementation plan. Diem Lewis, Director of Organizational Effectiveness, and members of HME’s Employee Learning Committee met and collaborated with a Cornerstone consultant to ensure Saba Cloud had an intuitive user experience. Cornerstone’s 24/7 customer service was also a winning factor in selecting Saba Cloud, as troubleshooting issues could be addressed efficiently. Lewis wanted to push platform features to their full potential with customization and said Cornerstone met their expectations. “We had someone who was able to keep up with my mind in regard to special requests,” she said. The team utilized an agile project management approach to ensure each implementation phase was aligned to meet a fast-paced deadline schedule. “We didn't have any downtime with the switch, which was great,” Lewis said. “The impact on the user was minimal.” Leveraging Learning, Performance and More Learning was key to the company’s continued success. Upgrading to Saba Cloud—internally called Compass—provided an agile learning environment that empowered employees to continuously develop their knowledge. The platform also created a dedicated space for employees and managers to collaborate on their performance plans. Saba Cloud’s rollout was synced with the company’s employee quarterly review process. As soon as it was implemented, 75% of employees completed a quarterly check-in—and that increased to 91% a year later. Finally, Saba Cloud’s comprehensive reporting features were a huge improvement for Diem and her team. Since HME receives government funding to provide employee training, they spent hours maintaining meticulous training records. Saba Cloud’s reporting and analytics provide an efficient way to generate reports, which allows her team more time to focus on developing and delivering employee education curriculums. Shifting to a Virtual Learning Experience While allowing more virtual learning and performance capabilities was the initial goal, HME’s decision to implement Saba Cloud in 2019 made the company more agile during the COVID-19 pandemic and remote work. “I felt like we were six months ahead of the curve because Saba Cloud had tools we were able to experiment with before COVID occurred,” Lewis said. The impact of these tools on employee performance quickly became clear. For example, HME’s sales team needed to adapt to remote sales. HME quickly rolled out tutorials on conducting virtual demos, and employees were able to receive direct facilitator feedback through the platform. Since implementation, Saba Cloud’s virtual learning and meeting capabilities have allowed HME to create a robust training portal that employees are excited to use. It also allows departments to collaborate with HR to address learning needs, boost employee performance and continue to drive business growth and success. “The most exciting part is, instead of going out and finding a different solution, leaders in the organization are reaching out to us and saying, ‘Hey, do you think Compass can do this for us?’ and we’re able to say ‘Yes.’” said Lewis.
Wanted: Healthcare Leaders Comfortable with Ambiguity
Jack be nimble! I find myself thinking about the nursery rhyme phrase lately when I'm explaining the demands facing today's healthcare leaders. The current challenges facing the industry — increased pressure on margin, the need to rebuild infrastructure and the need to adapt to a changing marketplace — make for a formidable set of candlesticks. Simply put, leaders can no longer force-fit the realities of today’s healthcare environment into yesterday’s mold. Like most nursery rhymes, "Jack be Nimble" has ancient origins, originating in a pagan tradition wherein a person's ability to jump over a burning candle without extinguishing the flame was a harbinger of good luck. So how can today’s healthcare leaders clear the flames of today’s unfamiliar obstacles? The answer is agility. Agile leaders adapt quickly to changing circumstances. Today’s successful healthcare leaders are able to maintain margins and not compromise quality patient care. They collaborate to form relationships and partnerships as they create care paths. They get results with and through every caregiver and stakeholder in a way that values each idea and contribution. Based on the work of Lombardo and Eichinger [i], the secret is "knowing what to do when you don’t know what to do." The management performance experts call it "learning agility." For most people, developing this skill requires focused and intentional practice of the ability to lead in ambiguous situations. For learning leaders, then, the challenge is even bigger: How do you intentionally design a learning experience that builds agility, which by necessity can't rely on standardized flow and predictability? These four tips can help healthcare organizations create a more methodical and repeatable, yet agility-focused, learning process: 1. Place leaders in experiences that are unfamiliar and outside their normal areas of expertise. For example, assign clinical caregivers to lead non-clinical strategic projects. A senior nursing director could take the lead on a process improvement project to decrease wait times in the Emergency Department. 2. Provide resources for leaders to keep a lookout for what they are noticing about the situation. Help them understand context, who the stakeholders are and what deliverables are expected. These are basic project management concepts that many leaders have not formally used. Offer these resources to help them avoid making assumptions or overlooking critical information. 3. Build in time for leaders to pause to think and reflect about what they are learning. This could take the form of a mid-project status review to surface what is and isn’t working, or regular journaling. A good coach or mentor is also particularly helpful here to help employees process what is happening. 4. Make sure they master the learning. Repetition is key to fostering the ability to be more agile in unfamiliar situations. Identify ways for leaders to keep practicing their new insights to use in other situations. Stop for a minute and think about what your company's specific new candlesticks might be. What can you do to help your leaders hurdle them smoothly and gracefully? With repeated practice, good luck is sure to ensue! [i] Eichinger, R. W., Lombardo, M. M., & Capretta, C. C. (2010). FYITM for learning agility. Minneapolis, MN: Lominger International: A Korn/Ferry Company. Photo: Shutterstock
Content Anytime digitally supports multi-national skills-based transformation
Headquartered in Paris, BNP Paribas Group operates in 72 countries and serves nearly 33 million clients worldwide, focusing on retail banking and services, corporate institutional banking, and investment solutions. The Learning and Development team at BNP Paribas wanted a Content solution that provided more up-to-date modern content, was easy to plug and play, was available at a reasonable cost, and reflected the professional diversity within its organisation. With Cornerstone Content Anytime (CCA), BNP Paribas gained all that and more. CCA scales with their business, transitions them away from classroom training, and is available anytime, anywhere. “Content Anytime contributes to our employees’ development by providing instant access to a diverse range of online training that is current, engaging, and informative. One day, Content Anytime will be part of our culture, and it will be part of who we are as a brand as well,” says Nasser Zabbar, learning & development manager at BNP Paribas Real Estate UK. In 2017, BNP Paribas set an aggressive business plan for the next four years. They called it the Road to 2020. To help the company achieve these goals the HR team created their own subset of this plan and turned to Cornerstone Content Anytime to help them achieve the goals of the Road to 2020. BNP Paribas talent goals and focus As a subset to the BNP Paribas strategic vision of the Road to 2020 — its 2017–2020 business plan — the HR team constructed their own talent plan with employees at the core. This plan focused on employees’ learning and development (L&D) and strives to continuously improve the employee experience by: Anticipating future required skills brought about by digital transformation Understanding employee learning needs in-depth Creating personalised and relevant HR offerings Across all business entities, each L&D team is committed to continuous learning and development of their employees. 4 key L&D focus areas for 2020 Technical business skills Soft skills Transformation (digital, agile, remote working) Compliance The challenges they faced Needed to make training easy, accessible, and relevant across the organization (ATAWAD) Wanted more up-to-date, modern learning content library that is aligned with soft skills and digital transformation Needed a library of content that supports multiple languages and learning preferences to engage their diverse employees. Needed to make training easy, accessible, and relevant across the organization (ATAWAD) Content Anytime as an enabler for modern, blended learning Previously, leadership and management training were outsourced, and when Zabbar led an effort to bring this in-house, CCA became an enabler for a blended-learning solution. The approach was to use online content through the CCA Leadership & Management subscription as a precursor of what was coming. When the employee trained on one subject, the L&D team would suggest some slightly different content on the same topic within CCA to reinforce the prior training. As an example, during the seasonal appraisal period, Natalie Williams, L&D coordinator at BNP Paribas Real Estate UK, would put together playlists of relevant content that touched on performance reviews. These playlists focused on topics like how to have good or difficult conversations, how to give feedback, and how to prepare for a performance review. Offered variety, supporting the unique learning needs of a diverse workforce For BNP Paribas, diverse cultures and multiple languages are the norm. This is even more pronounced at BNP Paribas Luxembourg. As a small, landlocked European country, Luxembourg draws a major portion of its workforce from its surrounding neighbours, including Belgium, Germany, and France. BNP Paribas Luxembourg (BGL) employees speak German, French, and English. With the recent purchase of a subsidiary of another bank, they had an influx of Dutch speakers as well. Because of this diversity, they were looking for a solution that embodied a variety of pedagogical approaches, different languages, and different modalities due to the move away from classroom training, different levels of content, and of course, cost-effectiveness. Content Anytime hit the mark offering a diverse variety of content in multiple languages and formats, which felt culturally relevant for their global workforce. Additionally, the BNP Paribas Real Estate UK unit is composed of commercial, rural, residential, and central functions with a diverse age group ranging from recent graduates to seasoned professionals. Williams remarked, “This required the need to keep pace with the likes of Snapchat, YouTube, and Netflix, which were more fast-paced and provided engaging content. Cornerstone Content Anytime (CCA) was likened to be the best match versus other providers.” Provided content anytime, anywhere — especially during COVID BGL recognised that the anytime, anywhere, any device approach for training was the new reality and required good content libraries. Once COVID hit, soft skills development became a priority for BNP Paribas Luxembourg. There was also a need to work on remote working skills and habits and even more specific work topics such as Remote Management and Remote Selling. That drove the necessity to rollout Content Anytime quickly to meet these needs. In the soft skills area, BGL did have a lot of courses available in its training centre. Before the COVID crisis, they were prepared with a training strategy set up to digitalise the training they offer. With the pandemic, the need became urgent and the discussions with Cornerstone accelerated in order for BGL to be live with Content Anytime in May 2020. One important criterion for them was the need for a UX experience that was smooth and seamless for the users. Starting in 2019 and even before COVID, BGL had already begun moving away from classroom learning. Frederic Hieronimus, head of training and development at BGL, shared that BGL had previously seen that in-person classroom learning was preferred to digital online learning. Classroom training brought people together, and there was a social element where people preferred to meet in-person. In order to market online learning, they had to be cognizant of this and offer shorter, more convenient learning options. COVID changed the paradigm dramatically and made the switch and uptake of digital content expand dramatically. BGL’s estimate of learning content consumed digitally is likely to hit 80 percent for 2020 primarily due to COVID. In the time post-COVID, BGL still would like to retain a blended learning approach as they still see the need for contacts between individuals from different job functions, divisions, and sites. They want a balanced approach between digital content and classroom content. In the future, they plan on moving towards hybrid, blended learning solutions where there is opportunity to do some pre-work utilising Content Anytime offerings to supplement face-to-face learning. Williams also feels that down the road, basic soft skills training will not be provided in the classroom. She observes that online content is getting better and better, and people’s appetite to acquire information through digital sources is growing. BNP Paribas Real Estate UK is looking to make it 70/30 percent (virtual vs. in-person or Zoom). How BNP Paribas drove adoption of Content Anytime They started running a pilot Through the guidance of its Group counterparts, the L&D team of BNP Paribas Real Estate UK was the first of the Group’s entities to select and implement the Cornerstone Content Anytime library in October 2018. They started with a pilot session engaging around 20 employees from different regions and different departments in order to ensure the content worked for the employee base, and that the solution was robust. They built marketing tools to drive excitement and adoption Once CCA Professional Skills and CCA Leadership & Management subscriptions were launched, building awareness and adoption was an ongoing and multi-step process. The Real Estate UK unit’s internal launch campaign included contacting each office, enabling email pushes, creating a Star Wars-themed video, and building playlists shared through email signatures to drive adoption. Some users shared that they thought the new content was great and pointed out particular courses. During a re-launch in September 2019 due to the introduction of Learner Home, the new LMS home page, the user interface provided for a better experience. Visually, the new website looked a lot more like Netflix and iTunes, for example. Williams applauded, “The ability to create playlists through Learner Home was super cool.” Learnify — A BNP Paribas Luxembourg marketing tool According to Rebecca Wong, programme manager, group HR strategy & transformation with BNP Paribas Group, “...the biggest failure we have seen in terms of content is that if you just leave it in the system, no one is going to take it.” Wong continued, “...I think that is why Cornerstone Cares [a free platform featuring online courses designed to help anyone protect themselves and others from the coronavirus, practice self-care to manage the stress and isolation of quarantine, stay productive while working from home, and mitigate or eliminate unconscious bias] was a big success [because of good marketing].” Prior to CCA, most training offers had been done using the “pull” model where employees identified training they wanted and had their manager approve the request. CCA enabled BGL to shift more towards a “push” model where a playlist was created and used to “push” offerings each month. Each month since BGL went live with CCA in May 2020, the team creates a playlist revolving around a theme that is linked with the orientation of the bank or with current worldwide news. For example, with Mobility Week taking place in June, the June playlist centred around “mobility” which focused on internal career transitions with topics such as creating a CV and interview techniques. July’s playlist was focused on “resilience,” and August’s playlist topic was “remote working.” BGL branded the CCA training offer “Learnify” and uses playlists to create a blended learning approach. Those playlists are promoted on the Connect community pages from Cornerstone. To further market Learnify, headphones with the branded Learnify logo were also distributed. In terms of managerial development, BGL decided to purchase a CCA Leadership & Management license for each manager. They had already developed a workshop focusing on seven competencies and wanted to push content linked to those skills. Skills-tagging for course content was very important to ensure relevant coursework was aligned with BGL’s managerial competency matrix. The path forward Audrey Matton, project officer of solution, deployment & service learning with BNP Paribas SA Brussels, concluded, “As a global multinational, we are pleased to be able to introduce and recommend innovative and tested learning solutions to our diverse employee base across our varied business entities. Content Anytime provides a lever in that direction. Currently, the BNP Paribas Group already has more entities waiting in the wings to subscribe to Content Anytime within a group frame contract.”