Rédaction Blog, Author at Coorpacademy

Do you have a plan B?

The game gradually began to slow down as they came out of the opening phase without having made a single mistake and entered a tight middle game, each having lost a knight and a bishop, with their kings well protected and no holes in any position… Negotiation can sometimes resemble the famous Netflix series, the Queen’s Gambit. Everyone is protecting their king and no one wants to end up with checkmate.

Negotiation processes are becoming more and more complex, often with a host of interlocutors to convince. The chess game becomes a tournament, where the stakes can be raised several times. Therefore, training in negotiation techniques is essential, in order to know simple techniques to implement to win the game.

The “Become a Great Negotiator” playlist includes lessons that will help you boost the negotiation skills of your teams. Agenda, plan B, haggling, managing emotions and toxic subjects, pauses and silences… This playlist is full of tips to know how to conduct your negotiation masterfully. Aimed at a wide audience, these courses will provide your employees with the essential basics to negotiate in all situations.

So essential that we have selected 5 principles that no one can ignore for a successful negotiation, and these pro tips are directly issued from the “Become a great negotiator” course playlist:

The plan B

In your negotiation you always want to keep the advantage, but it is possible to face a wall. That’s the whole point of your Plan B, which is there to make you stronger… in the negotiation of Plan A! Just as a game of chess can sometimes go against one of the players, the winner will be the one who is several moves ahead. Plan B is what you plan to do if you can’t reach agreement on Plan A. It must be concrete, unilaterally feasible and satisfactory, regardless of the current negotiation. Do not hesitate to disclose it whenever you need to, for example when your interlocutor, aware of a crucial deadline for you, intentionally shifts the discussions to increase the pressure on you.

Leading the discussion

Negotiations are often conducted with several people, unlike chess games. In a multiparty negotiation, you should make sure that you discuss with the strongest players first. This way, you can be sure that the agreement reached will not be questioned. This is also a way to get the minor players on board. In a chess tournament, the strongest players are the ones who will be the hardest to beat.

But be careful! In a partnership with several partners, it is necessary to identify the most important interlocutors and to negotiate with them first, without offending the others. This is the only way to avoid any form of pressure from your minor partners.

Negotiate on principles, not positions

Like Beth Harmon in The Queen’s Gambit, anticipate! As a preventive measure, before starting the negotiation, systematically prepare yourself to have to explain the principles underlying each of your positions. Thus, you always begin by presenting the principle(s) that underlie your position, i.e. the reasoning that justifies it. Your counterpart will then have less time to prepare a response to this position, and will instead react to the reasoning.

And what if the opponent sees through your game? If he analyzes everything in detail and asks you to justify this or that point? Don’t be impatient! Keep your cool, don’t get overwhelmed like Beth did by getting depressed and drinking. Stick to the facts, avoid interpretation and present the proposals from the point of view of your partner’s interests.

Leading the meeting

In chess, as in poker, the attitude of the player is as crucial as his game. The expression “poker face” testifies to this. Emotions are put aside and the affective dimension does not pull any strings in the game. Conversely, in negotiation, the emotional dimension is very present before, during and after the game. But this is a trap, as negative emotions are contagious and can cause the discussion to fail. It is therefore necessary to keep business and emotions separate!

Nevertheless, unlike chess, cooperation is the most effective dynamic in negotiation. Indeed, if you treat your partner as an adversary, he will act like one and this can put obstacles to reaching an agreement.

Negotiation is one of the trickiest aspects of business and few people can claim to be true negotiators. But the good news is that negotiating is a skill that can be learned! Whether you’re negotiating deals with Chinese investors or discussing who’s going to cook tonight, the principles of negotiation are the same.

Find out how to become a great negotiator :

The fundamentals of negotiation

Do you speak emojis?

💡 92% of online users use emojis according to an Emogi study. Most commonly used to make a point or share feelings, they have become an integral part of our daily lives. Yet interpreting emojis may become increasingly difficult with the advent of new technologies such as animated emojis or augmented reality, according to Goldman, a law professor at Santa Clara University and author of the article “Emojis and the Law”, published in the Washington Law Review.

Originating from the Japanese “e” (image) and “moji” (character), the word Emoji means drawn letters. These emoticons have been democratised by communication developers such as Apple and Android over the last 10 years, but the first emoji was created in 1999 by Japanese artist Shigetaka Kurita. Today, there are more than 2,000 of them, they have their own World Emoticon Day – 17 July – and are embedded in 2.3 trillion mobile messages every year.

💬 The new codes of communication

Social networks and instant messaging allow us to communicate massively and quickly, whenever we need to. Thus, communication today relies on a tool that allows us to share information more quickly and emojis aim to shorten our messages, to save even more time and to respond to a message in a simple emoticon. They have become an almost universal form of communication, a 🙂 emoji will be the same in France, Spain, the United States as well as in Japan, and it is still difficult to do without them today to give a more human tone to your virtual message.

🚀 An opportunity for businesses

Emojis have become indispensable for punctuating a sentence, accentuating an emotion or slipping an innuendo into a digital conversation. Indeed, some companies or associations are taking advantage of emojis for their advertising campaigns: Domino’s Pizza recently launched a Twitter campaign where people from all over the world could tweet the company with the Pizza Emoji to order one. Associations have also understood the effectiveness that these emojis can bring to their digital communication, such as the nature conservation organisation WWF, which launched an awareness 2.0 campaign using Emojis through the hashtag #EndangeredEmoji in 2016. Thus, it is clear that emojis are no longer just a private conversation and are no longer considered a decorative or innocuous element; they represent a new and improved form of language that has its roots in digital, breaking down language barriers for brands.

And it works! According to a 2019 study by Adobe, more than half of emoji users are more likely to engage with brands that use emoticons online: 60% say they like it when a brand uses emojis that match their personality, 51% say they are more likely to comment on a social media post when it contains emojis, 48% are more likely to follow a brand, and 44% are more likely to buy a product as a result of an advert using emojis.

👥 And for employees

The Adobe study also reveals that 61% of emoji users also say they use emoticons at work, most often (36%) with people at their own level. Employees who use emojis at work report a positive influence on friendliness and camaraderie among colleagues. Indeed, 78% believe that emojis have this influence on affinity between professionals, 74% also say that emojis make positive information or feedback more sincere and 53% believe that they make negative information or feedback easier to accept.

So check out our tips for speaking digital Esperanto at work:

1/ Use emojis yes, but sparingly

The purpose of emojis is not to abuse them. They can be used to soften a message or to structure a post on social networks between several paragraphs, but be careful not to use them to punctuate each of your sentences.

2/ Beware of double meaning emojis!

The same emoji can have different meanings in different cultures, and therefore be a source of misunderstanding. There are already some pitfalls you can avoid:

🙏 Two hands placed firmly against each other, meaning “please” or “thank you” in Japanese culture, have turned into high-fives in our Western cultures.

🍑 Some fruits and vegetables have been hijacked and are no longer truly representative of the produce department we know.

😭 The “Crying Face” emoji is more commonly used to express intense feelings, such as uncontrollable laughter, pride or overwhelming joy. It became the most used emoji on Twitter in 2021, ahead of the “Face with tears of joy” emoji.

To make sure you don’t get it wrong, refer to the emoji encyclopedia.

3/ Test the ground before you start

Find out what people are doing before you start using this new digital language! Take the time to observe whether emojis are common in exchanges and with whom it is more appropriate to use them. The risk? That your message is interpreted as too familiar or impolite.

4/ The keyboard shortcut is your ally

To find your emojis on windows, type Windows logo key + . (dot). This will bring up the emoji keyboard. Select an emoji with the mouse or keep typing to search for an emoji among those available.

If you are a Mac user, simply press Control + Command + Spacebar simultaneously. A window will open in the middle of the screen allowing you to choose from the thousands of emojis in the catalogue.

5/ Be yourself

Finally, emojis can be compared to the non-verbal communication we use in real life. The important thing is to be yourself and not to overdo it, nor to force ourselves to use them if we are not comfortable!

The development of digital technology has forced us to adapt to new forms of communication and to adopt new practices. The introduction of emojis into our online conversations has democratised them, making them an integral part of our digital culture. As society has evolved, emojis have also diversified, offering different skin tones, gender-neutral emojis, and even taking disabilities into account. In fact, 73% of emoji users would like to have more options for customising emojis to better reflect their personal appearance and identity. Thus, the Emoji is now part of modern culture and impacts our daily communication. It has become a form of language that is understood by the majority and should be used wisely.

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

Eco-anxiety: how the climate crisis can already impact your business

In 2020, environmental degradation is said to have become the fourth most important concern of the French. Today more than ever, this feeling of concern is intensifying, stemming from the current environmental, political and social upheavals. While it is now impossible to ignore the climate crisis, it is no less legitimate to feel anxiety about the degradation of our environment, which is constantly threatened by human activity.

The IPCC recently published its synthesis of over 34,000 scientific papers on climate change. This sixth report, published on 1 March 2022, addresses the effects of climate change on human societies and ecosystems. It reveals that around one billion people will be threatened by coastal climate hazards in the medium term, under all scenarios. This report is the latest warning of a “dire” future, the beginnings of which are already impacting your business, starting with the heart of your business: People.

Eco-anxiety: a concerned mind in a VUCA world

Eco-anxiety is a concept that has not yet been defined in France. Indeed, there is no consensus, especially from a medical point of view, on what this term initially appeared abroad covers. According to the existing definitions, eco-anxiety always combines two characteristics: a feeling of concern, worry, anxiety and anguish felt by certain individuals and which is provoked by current upheavals or by threats to the environment, linked in particular to climate change.

According to an online survey by Charline Schmerber, a psychotherapy practitioner, of 1,200 people (not representative of the French population as a whole), 90% of respondents say that environmental degradation creates a feeling of anxiety in them. This anxiety is not only related to the environment or climate change. It is an anxiety described as “systemic”, also linked to wars, violence, economic or health risks and therefore the risk of a “collapse” of society as we know it. The survey also reveals that 80% of respondents feel that environmental problems have reduced their confidence in the future.

Climate change may not yet have a direct and visible impact on your company, but it does have a direct impact on the people who make it happen. If employees suffer from a sense of anxiety and concern about the world, they can quickly lose their motivation and commitment to their work. Many will want to question their place in society and the meaning of their job, and if managers do not quickly become aware of these issues and support them, the employees concerned can quickly become disengaged on a daily basis.

In search of lost meaning

According to an IFOP survey for Philonomist, 82% of French employees believe that the company is responsible for their happiness. However, 49% say they are sometimes led to act against their values and 37% would be willing to earn less in exchange for meaningful work. The expectations of French employees are evolving and thus, taking into account the values and the impact of a company on society is now a crucial factor of commitment. Today’s workforce makes it a point to be accountable for the impact of their actions. Employees want to be able to discuss the purpose of their actions, not just execute them.

A study conducted by the OpinionWay polling institute on behalf of Factorial also shows that the relationship between the French working population and work is being profoundly questioned. Thus, 33% of French people said they had lost all meaning in their professional activity since the beginning of the crisis. Many of them consider that work is not a source of pleasure or interest, but rather that it is above all a food necessity (68%) and that if it were financially possible, they would stop working altogether (62%).

Thus, it is crucial for companies to take into account these new expectations and to transform themselves to meet the aspirations of their employees. The company and the people within it are interdependent and cannot exist without each other. If employees do not find this lost meaning, then disengagement will increase and companies will have no choice but to reinvent themselves. Why wait for this point of no return, when it is possible to initiate change today?

Shuffle or lose the game

As mentioned in the introduction to this article, the sixth IPCC report is alarming. Indeed, according to the experts, there is still a chance to improve the situation, which is getting smaller every year. Carbon neutrality should be achieved and action taken immediately.

Companies therefore have all the cards in their hands to initiate – or accelerate – their ecological transition, and they have every reason to do so. Both to preserve the environment and to ensure their sustainability. Indeed, companies will not be able to survive in the world described by the IPCC report if efforts are not made. If they don’t do it for themselves, they will at least have to do it to ensure the productivity of their teams, to preserve their talents and to engage their employees. With training, we want to change the rules of the game, to sustainably transform the company and thus play longer.

In conclusion, the process of raising awareness about the state of the planet is underway. However, this process must be encouraged and initiated by companies. To transform the company, large-scale training is essential. It allows for massive training of employees on the crucial subjects of sustainable development, and to raise awareness of the consequences that our human activities can have on ecosystems. Learning is first and foremost understanding, which allows us to act.

To go further, discover Coorpecology, the online training platform dedicated to sustainable transformation👉 https://www.coorpacademy.com/formation-en-ligne/coorpecology/

Online Degree Names Coorpacademy as a Top LMS for 2022

Coorpacademy is pleased to report that its Learning Management System was included in the “Best LMS for 2022” list published annually by the leading consumer education website, OnlineDegree.com.

This year’s focus was on “Ease of Use”, which is a huge testament to the work done by the Coorpacademy team to address the most problematic issues that users typically face when utilizing an LMS. The end result is a product that is more intuitive and user-friendly to drive better utilization at organizations across the country.

“We’re glad to be included in this ranking as one of the best LMS software in ease of use. We cannot wait to share more exciting news for 2022, as our tech team is working on some updates to disrupt digital learning!” Antoine Dumont, Chief Marketing Officer

OnlineDegree.com is an educational platform founded by edtech startup veterans and academics in higher education. The site has appeared in hundreds of media outlets and publications for its work to educate working adults and academic professors and administrators on various ways to improve the affordability and accessibility of higher education.

Inclusion in the first inaugural Best LMS for 2022 list is a big honor for Coorpacademy and a great start for 2022.

Discover the ranking here.

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.

Discover the Empow(her) playlist

Women’s empowerment refers to the ability of women to empower themselves in order to achieve gender equality. It is a societal concept that encourages women to become aware of their capabilities and to act to participate in and change the world.

The health crisis has set back the time needed to achieve gender equality by more than a generation, according to the World Economic Forum’s annual study published in 2021. In France, women lost more than 64 million jobs in 2020, a loss of 5%, compared to 3.9% for men. The health crisis has had many repercussions for society as a whole, but they have been more severe for women, many of whom have lost their jobs, particularly as they are over-represented in the consumer-related sectors that have been most directly affected by the containment measures.

COVID has also had a direct impact on their psychological well-being, due to women’s double burden between work and home responsibilities. Household chores, childcare and care for the elderly are responsibilities that fall disproportionately on women and hinder their successful professional careers. For example, 39% of female SME managers have to run their business during the day and manage family life before and after their office hours, according to a study by bpifrance Le Lab.

Women still have a lot to gain. Initiated by the feminist French newsletter “Les Glorieuses”, the #5November16H47 movement encourages French women to leave their work on Tuesday 5 November, at 4.47pm, in order to denounce wage inequalities between men and women. Let’s also remember that in 2021, the movement focused on the differences between white women and racialised women, who according to statistics, should have stopped working as early as June… Five months before white women.

And what about the forgotten ones in the world of work? The rate of access to employment in France for disabled people with a higher education is 66.9% for men – compared to 22.8% for women, according to a report on the employment of women with disabilities. In addition, job insecurity is higher for women with disabilities. Almost half of disabled women workers are employed part-time (47%), compared to only 16% of men.

Beyond equal pay, it is therefore crucial to re-establish the equal distribution of tasks in the home, to denounce sexist discrimination, to encourage people to speak out, to become aware of the effects of gender, origin and validity, in short, to do everything possible to combat gender inequalities, and all the others. In order to begin this important work, training is also crucial, both to develop the skills necessary for women to assert themselves and become aware of their abilities, and to understand the roots of these inequalities in order to put an end to them.

We are all concerned by these issues, so on March 8th – International Women’s Rights Day – the “Empow(her)” playlist will be available on all platforms !

The “Empow(her)” playlist therefore consists of the following courses:

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.

5 tips for managers to safeguard the mental health of their teams

In September 2020, the term “anxiety” was searched for 40,500 times on Google, a query that increased by more than 50% compared to the previous year. Today, the trend is confirmed. After two years of living under the impact of health restrictions and vaccine rebounds, the anxiety-inducing climate is affecting the mental health of the French and, therefore, of employees.

According to the most recent survey on the subject conducted by CoviPrev, 26% of French people suffer from anxiety, a level 12 points higher than in 2020. The study also points out that nearly 3 out of 4 French people reported sleep problems in the week preceding the survey.

While the lockdown had a dramatic effect on the mental health of some, it also allowed others to refocus on themselves, and to better take into account their personal needs. According to Brigitte Joubert, psychologist and consultant for the Positive You platform, “the lockdown has put the quest for well-being back at the forefront”.

This sought-after well-being not only has positive consequences for the individual, but also for the company! If an individual is less anxious, more serene, then he or she will be more effective at work. Thus, the question of well-being at work, beyond being a social issue to be taken seriously, is also a real vector for growth and productivity. A study by the Department of Economics at the University of Warwick in England concludes that being happy at work could on average increase employee productivity by 12%.

Discover 5 tips to successfully preserve the psychological well-being of your employees as a manager:

Adopt a daily attitude of listening

The way people are treated and led on a daily basis is central to their mental wellbeing and commitment. So it is important to listen to your team.

Maintaining a mentally healthy workplace also means responding to mental and physical health, safety and well-being issues in and because of the work environment on an ongoing basis. Talking about your mental health is your choice, and you don’t have to talk about it in the workplace if you don’t want to. However, if your mental health is significantly affecting your work, it is best to tell your employer. In this case, it is the same as reporting a physical health problem.

Taking care of your own mental health

It can be helpful for employees to see their managers prioritising their own mental health as well. This creates a culture within the organisation where everyone is allowed to look after their own wellbeing. Managers need to adopt healthy behaviours, such as exercising during the day, openly expressing gratitude for things that are working well and having their boundaries and including equal consideration for physical or mental health issues in their speech or attitude.

Be available to listen to your employees

If you spot signs of mental ill health, you should start a conversation with your employee. Opening questions could include:

– “How are you doing at the moment?”

– “You seem a bit down. Is everything okay?”

– “I noticed you’ve been coming in late recently and I was wondering if you were okay?”

– “Is there anything I can do to help? ”

Ask the person if they would like to talk – if they refuse, make it clear that you are available if and when they need you.

Be proactive in finding solutions

To help an employee with mental health problems, make sure you focus on what can be done. Take a proactive and positive approach.

If you are not sure what to do, discuss it with those around you, your line manager or your mental health support provider to share ideas about what is possible and how you could help.

To find all the best practices to adopt to ensure the mental health of your employees, discover the eponymous course co-published by Video Arts.

Mental Health – Part II

Author: Rédaction Blog