• Re-thinking onboarding

    Novo Nordisk: "From HR-Driven to People-Driven"

    How 360 assessment feedback kicks off a personalized development journey

    See ISS Facility Services share how they support a leadership program with a global target audience of 10.000 leaders using Triggerz

    Use Triggerz to visualize what L&D should look 2 years from now

    Watch the videos with customer examples from Envisionings on what Learning & Development should look like in 2020

  • Re-thinking onboarding

    while reducing classroom days to 25%

    Novo Nordisk: "From HR-Driven to People-Driven"

    Malene Lykke Olsen, Instructional Designer,

    Last year's “New Manager Program” met all success criteria. Still, concerns were raised about the effectiveness of the program:

    • Did the many days in a classroom – away from the team – really create the best possible start for a new manager?
    • Were the needs of “new managers” similar enough to be addressed by the same program?
    • Was the program cost-effective?

    Analyzing the true needs revealed that the needs were in fact extremely different. Just looking at two characteristics – “new to the company” and “new as a people leader” – created two fundamentally different sets of needs with literally no overlap.

     

    Re-thinking the approach, and bringing Triggerz into the solution, led to a completely new approach based on the following concepts:

    • Segmenting on 4 key characteristics, the new managers are assigned to one out of 16 programs, matching their individual needs for the first phase
    • A few days after the start, the programs are fine-tuned in a conversation with the individual's direct manager and HR Partner, and a network of support persons is established
    • The “control and check-up” culture is replaced by a culture of trust and support: The new managers are in charge – with people around them, available to help them succeed
    • The solution changes over time, so development focus is gradually broadened from “short-term survival” to general competence development
    Based on four segmentation questions the participants are assigned into one of sixteen basic programs

    Based on four segmentation questions the participants are assigned into one of sixteen basic programs – and that’s only where the personalization begins.

    Interested in learning more about Triggerz?
    Request a demo/case study here

  • How 360 assessment feedback kicks off a personalized development journey

    instead of ending as another report on the shelf...

    ISS: Making learning Journeys individual

    Jane Henaughan, Director of Learning and Development, ISS UK

    The customer used 20 different suppliers across the globe for 360 assessment tools. They all had a few things in common:

    • Their deliverables were a report and a development conversation
    • Reports most often ended up on a shelf somewhere – with no follow-up
    • No data insights were harvested across the group

    The customer wanted to integrate a 360 assessment tool into a new global leadership development program, targeting a total of potentially 10.000 leaders. Triggerz was invited to propose a new solution. The collaboration led to a few key innovations:

    • Building a work-flow that automated the full process from the first invite to the coach feedback session
    • Making the 360 assessment report and feedback session the beginning of a learning journey – where the choices of the 360 participants trigger personalized learning and inspiration
    • Automatically collect and share benchmarking data across different segments from around the world
    Customer case on learning experience platform: ISS Personal feedback dashboard

    The 360 participant gets a detailed personal feedback and development priorities are automatically turned into personalized recommendations.

    Interested in learning more about Triggerz?
    Request a demo/case study here

  • Use Triggerz to visualize what L&D should look 2 years from now

    Focus on the vision – avoid getting blinded by IT barriers

    Examples from 2020 Envisioning:

    Part 1: "Jack"

    Examples from 2020 Envisioning:

    Part 2: "Angelica"

    Examples from 2020 Envisioning:

    Part 3: "Nicolaj"

  • Learnings from analyzing 3.000 leaders

    "Let people take responsibility"

    Roald Steen Jakobsen, GSVP in Vestas Wind Systems in the past 13 years, sharing learnings from analyzing 3.000 leaders