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In an ever-changing world of work, structuring a learning culture is essential to support corporate transformation. But how do you engage employees and anchor a continuous learning dynamic in the long term?
When professions are constantly evolving, launching a learning initiative without involving teams from the outset means running the risk of missing the mark. By going out into the field, listening to needs and co-constructing learning paths, companies are laying the foundations for a learning culture that truly reflects the reality of their teams.
Meeting and understanding needs
Rather than imposing a training program with a simple announcement or standardized message, it is essential to create a dialogue with the teams concerned. Exchanging views upstream enables us to identify their expectations and any obstacles they may face, and to design training programs that are truly adapted to their day-to-day needs and professional challenges.
Use feedback and co-design to maximize engagement
Involving employees in the design of our training programs is a powerful lever of support. By consulting them from the outset and integrating their feedback, they become co-actors in the training process, which strengthens their commitment. Co-design also ensures that content and formats meet concrete expectations, reinforcing their impact and appropriation over the long term.
Rely on internal relays to facilitate adoption
Internal opinion leaders, whether business experts or managers, play a key role in the perception of training programs. By involving them as ambassadors, they help to give Learning initiatives a more strategic and business-oriented dimension. Their role is all the more crucial as they can translate the value of training into the operational objectives of teams, which considerably facilitates its adoption.
Gradual deployment to ensure natural adoption
Small-scale experimentation and testing are key strategies for ensuring the success of a training program. At Alma, the deployment of an LMS followed a two-phase approach: first tested by a group of early-adopters, then gradually promoted internally by them. This method favors organic appropriation, where convinced employees themselves become the driving force behind adoption of the program among their peers , for smoother, more effective integration.
Creating engaging events
Learning should not be seen as an obligation, but as an enriching experience. For example, Alma focuses on :
Draw inspiration from employees' consumption habits
Elizabeth stresses the importance of creating engaging formats, taking inspiration from platforms such as TikTok, podcasts or short videos. The aim is to make training as intuitive and accessible as entertainment content, by focusing on brevity, clarity and learning pleasure. A key lever for making learning a truly everyday experience.
Think of training courses as marketing products
An effective approach is based on :
Vary formats to avoid running out of steam
To maintain attention, the ability of L&D teams to innovate and adapt formats to different audiences is key.
At Edenred, a three-day program combined :
Result: 400 managers trained in 45 countries with a 97% satisfaction rate.
Standardize and deploy on a large scale
The industrialization of practices, such as the introduction of kits that can be adapted by country, ensures consistent deployment while leaving room for customization.
Developing a learning culture relies on employee involvement, the adoption of engaging formats and a structured, scalable approach. By combining co-construction, learning marketing and continuous innovation, companies can create a stimulating and sustainable training environment.
Would you like to delve deeper into these topics and provide food for thought? Discover the FORWARD 2025 replays and retrospective.
In an ever-changing world of work, structuring a learning culture is essential to support corporate transformation. But how do you engage employees and anchor a continuous learning dynamic in the long term?
When professions are constantly evolving, launching a learning initiative without involving teams from the outset means running the risk of missing the mark. By going out into the field, listening to needs and co-constructing learning paths, companies are laying the foundations for a learning culture that truly reflects the reality of their teams.
Meeting and understanding needs
Rather than imposing a training program with a simple announcement or standardized message, it is essential to create a dialogue with the teams concerned. Exchanging views upstream enables us to identify their expectations and any obstacles they may face, and to design training programs that are truly adapted to their day-to-day needs and professional challenges.
Use feedback and co-design to maximize engagement
Involving employees in the design of our training programs is a powerful lever of support. By consulting them from the outset and integrating their feedback, they become co-actors in the training process, which strengthens their commitment. Co-design also ensures that content and formats meet concrete expectations, reinforcing their impact and appropriation over the long term.
Rely on internal relays to facilitate adoption
Internal opinion leaders, whether business experts or managers, play a key role in the perception of training programs. By involving them as ambassadors, they help to give Learning initiatives a more strategic and business-oriented dimension. Their role is all the more crucial as they can translate the value of training into the operational objectives of teams, which considerably facilitates its adoption.
Gradual deployment to ensure natural adoption
Small-scale experimentation and testing are key strategies for ensuring the success of a training program. At Alma, the deployment of an LMS followed a two-phase approach: first tested by a group of early-adopters, then gradually promoted internally by them. This method favors organic appropriation, where convinced employees themselves become the driving force behind adoption of the program among their peers , for smoother, more effective integration.
Creating engaging events
Learning should not be seen as an obligation, but as an enriching experience. For example, Alma focuses on :
Draw inspiration from employees' consumption habits
Elizabeth stresses the importance of creating engaging formats, taking inspiration from platforms such as TikTok, podcasts or short videos. The aim is to make training as intuitive and accessible as entertainment content, by focusing on brevity, clarity and learning pleasure. A key lever for making learning a truly everyday experience.
Think of training courses as marketing products
An effective approach is based on :
Vary formats to avoid running out of steam
To maintain attention, the ability of L&D teams to innovate and adapt formats to different audiences is key.
At Edenred, a three-day program combined :
Result: 400 managers trained in 45 countries with a 97% satisfaction rate.
Standardize and deploy on a large scale
The industrialization of practices, such as the introduction of kits that can be adapted by country, ensures consistent deployment while leaving room for customization.
Developing a learning culture relies on employee involvement, the adoption of engaging formats and a structured, scalable approach. By combining co-construction, learning marketing and continuous innovation, companies can create a stimulating and sustainable training environment.
Would you like to delve deeper into these topics and provide food for thought? Discover the FORWARD 2025 replays and retrospective.
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