Learning Trails in your training and capacitation strategy

The Learning Trails are part of the extensive range of digital training strategies. As its name suggests, the content composes an itinerary that the student traverses and learns in a flexible and dynamic way. The object of the Trails is explored according to the student’s interest in learning a particular theme, which promotes continuous learning.




Why Using Trails?

To architect content in a structure that enhances learning or, further, encourage students to build their own path according to their needs and interests.

The strategy can also include extra content, alternative to the main route, and rely on tutors and monitors as partners on this path.

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The Program Negócio Certo was initially structured to train the entrepreneur from the first stage: business ideas, feasibility of the idea, accounting, in short, a sequence of themes that formed the structuring of the business.

20171120_trilha_de_aprendizagem_icone-desafioCHALLENGE

At the same time, Sebrae had the need to streamline face-to-face service and be assertive in consulting, in order to suggest previously structured knowledge paths in digital education.

SOLUÇÃO

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The solutioin was to design Self-Service Trails to set up alternative and flexible paths that meet the needs of entrepreneurs in different areas, and present contents for business needs on a wide range of fronts (marketing, people management, pricing, business ideas, etc.).

With this, it was necessary to implement a diagnostic questionnaire that identifies the student’s business moment and in which area of business lies his problem or his difficulty. Only then the Trail is suggested in an autonomous way, always with freedom to choose the path to follow.

DOT digital group has made a gamified system that recognizes the entrepreneur’s path and helps Sebrae in the consumption of contents that are part of an alternative route and that maximize the performance. Monitors and tutors also participate in this project by monitoring performance and assisting students.

RESULT20171120_trilha_de_aprendizagem_icone-resultado

Three types of access: online, printed material and USB. More than 406 thousand participants attended.

 

 

 

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(Português do Brasil) “O uso intensivo de tecnologia na educação formal é só uma questão de tempo”, diz especialista

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(Português do Brasil) [Case SENAR] Realidade virtual na educação: um mundo de possibilidades sem sair da sala de aula

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Employee Experience: the new HR as a designer of experiences

This new concept places people at the center of companies and offers collaborators a meaningful work experience. Corporate education and technology are fundamental to guarantee positive results.

A study by Gartner Consulting, in the United States, shows that only 29% of collaborates believe that the human resources area knows what they need and want. This number sends an alert signal to organization. A new concept called employee experience is here to help align expectations. Currently, the way companies position themselves is directly connected to customer satisfaction and product/service use – the client is first. The employee experience concept focuses on the employee journey to help increase efficiency and competitiveness.

“Employee Experience pushes HR departments to rethink their actions. It is an excellent strategy which presses companies to truly get to know their collaborators and understand what they consider memorable experiences to be. Behind the realization of great experiences, certain principles must be observed so they are consistent with the intended target results,” says Ana Paula Baseggio Lehmkuhl, who is the Human and Organizational Development manager at DOT digital group, a reference in the EdTech market.

Drawn from customer experience observation, a concept that focuses on the client, the term Employee Experience emerged in the United States in 2017. People management experts concluded that it was impracticable to have customer satisfaction without first providing positive experiences to collaborators. It is important to clarify that this new concept has nothing to do with comfortable lounge chairs and ping-pong tables. It does, however, pose on people managers the mission of connecting collaborators with the business in a personalized way, respecting the individuality of every team member.

EdTech has a key role – Employee experience invites organizations to centralize actions on the multiple dimensions of the human being. It is a great challenge which transforms the HR areas into a services designer for the organization and its collaborators,” affirms Lívia Felizardo, an EdTech business expert at DOT digital group. In her opinion, digital tools for corporate education play a key role in enabling this new style of HR, as “they are the instrument that makes employee experience implementation and practice tangible within organizations.”

Learning Experience Platform

Inspired by the need for a directed and personalized professional journey mentioned under the employee experience concept, the DOT digital group expert is involved in developing a platform which is based on the Learning Experience Platform. This new tool goes beyond the function of a common LMS. “The idea is personalization. It is possible, for example, to recommend courses to collaborators based on their preferences. These (recommendations) need not be limited by the company´s content portfolio but can connect (users) with what the market has to offer online,” explains Felizardo.

What does actually change when the focus shifts to a personalized corporate education? The main change is that this empowers employees to make choices according to their career projection, and not simply according to a “career plan” predefined by the organization. Further, it increases motivation for continuous learning and updating, which is an urgent need for organizations to increase competitiveness. According to Felizardo, by allowing collaborators to take charge of their career management, employee experience provides a more consistent trajectory, “which means learning is not set in stone, and collaborators are free to pave their own paths together with the company.”

 

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This article was originally published in Mundo RH.

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