Creating Innovative Virtual

Learning Experiences For

The Future Workforce
Discover tactical and strategic ideas to level up your virtual training offering immediately -
ensuring your organisation’s training agenda looks firmly to the future.
Introduction

“
The availability of key skills has been a top ten
‘extreme concern’ for the last decade, impeding
innovation and prompting higher people costs.
Businesses cannot hire their way over this skills
gap at a price they can pay, so the imperative is
clear. Employers and employees must join hands
and invest in upskilling or risk irrelevance.“

- 23rd Annual Global CEO Survey: Navigating The Rising Tide Of Uncertainty,
PwC, 2020

1
 D I D YO U K NOW ?

Research by Gartner in 2018 showed 70% of employees don’t have mastery

of the skills required to do their jobs. We would argue this number has

61% 57%
only increased since the COVID-19 crisis started as teams shifted to remote
workspaces in haste, forcing training agendas off course and pausing some
GEN Z M I L L ENN IAL S entirely for the indefinite future.

Although some learning and development teams have adapted quickly to

the new normal and shifted to virtual and online delivery options fast. We
would rather use video
have heard from many others who have floundered as they faced opposition
conferencing more instead of from senior leaders around budgets, effectiveness and engagement levels for
travelling for work. online training options.

- The Deloitte Global Virtual training has come a long way from the ‘snore fest’ of the past …

Millennial Survey, 2020 technology and facilitator expertise now allow for:

• High-quality visuals (...think TV studio quality)

• Deeply engaging deliveries
• Cost-effective solutions for dispersed and global teams
O NLY
• Fast to implement solutions

21% •
•
LIVE delivery experience with world-class facilitators and coaches
Scalable deliveries (...jump from 1:1 to a keynote size audience)

Ignoring the power of this global delivery platform and waiting for ‘a return to
of employees expect most normal’ will not cut it. Organisations risk being left behind. We challenge you
to lead the pack and design virtual deliveries that innovate and look to the
of their learning to happen
future, read on to find out how…
in a classroom.

- Building A Productive Learning Culture, CEB Learning

& Development Leadership Council, 2017 2
Overview
From a birds’ eye view the conversations we’ve been having recently with L&D and HR teams
have all fallen under three distinct themes. We’ll use them to frame our discussions around
virtual training...

1
Proving virtual training is as powerful as
face-to-face training to stakeholders.

J U M P TO S E C T ION >

2
Redesigning face-to-face training into engaging
and innovative virtual training.
J U M P TO S E C T ION >

3
Getting buy-in and investment from leaders
for training that looks to the future.
J U M P TO S E C T ION >

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1 | P R OVI NG VI R T UA L TR AIN IN G IS AS E F F E CTIV E
A S FAC E -TO -FAC E T R A I NIN G

Common virtual
training myths busted
We’ve been listening - and we know you and your senior leaders have
some concerns about virtual.

During the recent virtual webinar series we ran to support teams

pivoting to remote work during COVID-19 we asked what your
biggest challenges were at the time - overwhelming feedback
hinted to a belief that virtual training couldn’t stack up against
traditional face-to-face deliveries. Over the years the following myths
have also peppered our conversations with clients.

We’ll tackle each one-by-one and provide our thoughts on why most
are unfounded misconceptions...

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1 | PROVING VIRT UAL T RAININ G IS AS EFFECTIVE AS FACE-TO-FACE TRAIN IN G

M Y TH ON E

You cannot shift capability without an

energy exchange between people.
It’s true that the virtual medium requires facilitators to focus on ‘energy exchange’ far
more deliberately than in face-to-face training. Just as theatre actors learn to translate
their craft to film and TV, facilitators need to practice techniques that create tension,
collaboration, excitement and interaction online.

A monotone voice and physiology will undoubtedly send people to sleep.

Facilitators must vary their physiology (sitting, standing, hand gestures
etc), their vocal tone/pace and the structure and tempo of activities and
content delivery sections. A constant dance to keep the brain engaged
and receptive to new behaviours over the internet.

A quality energy exchange that facilitates behavioural change is wholly dependent

upon facilitation methodology - you can expect very little ROI from face-to-face AND
virtual deliveries that are not designed with these key attributes in mind. It’s vital for
both. Invest in quality facilitators for your training and you need not worry.

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1 | PR OVI N G V I RT UA L T RA I N I N G I S A S EFFEC T IVE AS FAC E-TO-FAC E T RAINING

M YTH TWO

Virtual training can only translate content on a conceptual level

and participants do not experience any practical application.
EFFECT I V E Designing training to emphasise the ‘how’ is an important factor. The majority
TRAINING of corporate training focuses on the ‘what’ and maybe the ‘why’. But it’s the
R EQUI R ES ‘how’ (the methodology, skills and frameworks taught) that empowers us to be
brave and apply the knowledge - to experience what we’ve learned and build
WHAT + confidence and skill.

HOW Just as practical exercises are central to face-to-face classroom training, there
+ WHY
are a myriad of ways learners can achieve the same hands-on experience in
virtual classrooms.

1 | Video conferencing tools such as breakout rooms facilitate small group activities where learners rehearse new skills and techniques with their
peers. Taking it in turn to try out a particular techniques, partake in group discussion and collaborate on how they will use the technique in their world.
Practice is vital to learning.

2 | Bridging this gap between theory and application relies on trainers framing the content to ensure real-world relevance. Training needs to focus
on content or examples that are specifically relevant, practical or useful to the participants world. Helping to instill new behaviours and motivate practical
application in their normal day-to-day. Tailoring content to meet this need is essential.

3 | Learners need to understand “Why, What, How and Next Steps” in order to commit to meaningful change. Storytelling is an effective tool. The use of
anecdotes, examples, proof-points and metaphors engages the imagination, giving participants a sense of application without leaving the room.
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M Y TH THR E E

Technology disruptions (bandwidth,

drop outs, audio, visual issues) always
ruin the experience.
Technology issues can never be 100% ruled out as a possibility, however, there are a
range of things trainers should do in advance to help overcome these concerns. We
suggest three critical things…

1 | Have backup systems - spare everything.

P R O TI P (For example, backup computer, video conferencing system, microphone and ear pods all
ready to go)

To help streamline the delivery

2 | Prepare, prepare, prepare. Test everything.
engage a ‘producer’ for each
(For example, run a demo session with internal staff and the facilitator prior to test video/
virtual workshop to manage the
audio quality and system features. On the day we recommend a 15-min window before
technical aspect of the training.
kickoff to get participants online to test their equipment, ready to start on time!)
Make them responsible for
setting up polls, providing chat
3 | Be human about it. Acknowledge the challenge and have alternative ways to deliver
support, managing breakout
if something doesn’t work. Move fast to alternatives and have comfort with plan B
rooms and muting stray
technology to avoid eating up time.
microphones.
(For example, if PowerPoint isn’t accessible, trainers have Google slides ready or flipcharts on
hand to draw out ideas and concepts on video.)
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M Y TH F OUR

It’s easy to be distracted as

deliveries are unengaging.
Managing the distractor-factor is vital for virtual trainers and facilitators. With emails, social
media and other attention grabbers just a click away, your trainers need to be well-versed in
holding attention in this format.

Here are some key tips to help…

Address it upfront with participants “Now let’s talk about how we will manage
distractions...”. Setting expectations for behaviour early provides a narrative you
can refer back to and cite again if engagement slips.

Request all participants have their video on and microphones muted - until they
want to contribute.

Use as much interaction as possible - use of chat, polls, emojis, raising hands,
break out rooms etc.

Use people’s names more than you normally would and call on people occasionally
- building connection and keeping people on their toes.

Reestablish the ‘why’ frequently for each content piece so relevance to participants
and their world is constantly front of mind. 8
1 | PROVING VIRT UAL T RAININ G IS AS EFFECTIVE AS FACE-TO-FACE TRAIN IN G

M Y TH F IV E

Virtual training is bland.

Most people have attended a boring webinar or have been forced to complete
monotonous online training programs, which has negatively influenced their perception
of this training format. It’s important for facilitators to combat these concerns front on,
to ensure everyone understands exactly how the LIVE virtual training works and why it
will be different to past low value experiences.

Here is a simple formula your trainers can follow to address this:

• Call it out early and engage learners by asking them... “Now, who’s done some virtual
training that was a waste of time?”.

• Ask for an opportunity to redefine their experience of virtual learning - use a story
or two to support this.

• Reinforce the relevance of the training throughout... to their world NOT yours.

• Confirm commitment from participants and encourage them to raise a hand if they
are feeling their energy drop.

Quality virtual training should replicate the interactive and engaging attributes of a live
face-to-face event. Blending live virtual events with online pre-work elements is vital to
ensure the most value can be extracted from the ‘live virtual’ time together.

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Well-planned training design and practice prior to the delivery is crucial. You’ll weed out the activities that don’t translate to virtual and ensure you
keep energy levels high with a well paced structure and agenda. Great facilitators know how to read the energy of the room and adjust their delivery
accordingly - even in a virtual environment.

BONUS MATERIAL | Engagement Planning Sheet

Delivery Timeline Content Title Learning Goal Engagement Method Practical Element

DAY 1 MORNING

Managing audience questions. Be comfortable using the key Request answers in chat box. Breakout room exercise to try the three
Section 1 5 steps to answering questions step process in groups of 4.
effectively.

Section 2

Section 3

Section 4

DAY 1 AFTERNOON

Section 1

Section 2

Section 3

Section 4

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1 | PROVING VIRT UAL T RAINING IS AS EFFECTIVE AS FACE-TO-FACE TRAIN IN G

Do the facts reflect

the impact of virtual
training?
Let’s first qualify that virtual training is not to be mistaken with virtual reality (a 3D computer
generated experience using a headset) or e-learning (self-paced, premade online modules made
with graphics, readings etc).

The virtual classroom we believe in is a LIVE, interactive, vibrant, facilitator-led training,

delivered online across the globe using video-conferencing tools. But is this experience just as
effective as traditional in-person learning? With the expertly selected tools, learning design and
planning in place, absolutely!

L IVE IN TE R AC TIVE V I BR A N T FAC I L I TATO R - L E D GLO BA L

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 DID YO U K NOW ? 1 | PROVING VIRT UAL T RAIN IN G IS AS EFFECTIVE AS FACE-TO-FACE TRAIN IN G

Let’s look at the research...

Research by VitalSmarts found 86% of virtual classroom participants rated

86%
the experience “just as engaging” or “more engaging than” traditional
classroom training. Participants averaged a score of 90% on a test that
measures mastery of skills, 1% point higher than cognitive scores in the
traditional classroom.

of virtual classroom A study by the American Department of Education has also found that
learning outcomes for online learning participants exceeded those receiving
participants rated the
face-to-face instruction.
experience “just as
Given the rapid development of virtual training technology, in response to
engaging” or “more engaging
the COVID-19 pandemic, these experiences are only growing. Various virtual
than” traditional classroom training platforms such as Zoom and Microsoft Teams continue to update

training their platform features to enhance the experience for users.

Quality virtual training has the ability to provide learners with the same
- Virtual vs. Classroom Training,
content, instructors, learning experience and results.
VitalSmarts, 2016

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EN G AG I NG & I NNOVAT I V E V IR TUAL TR AIN IN G

Reinvent your training to

prepare for the future
In our recent research many of you mentioned the struggle to adapt pre planned face-to-face training
into the virtual arena. We’ve pulled together some pointers categorised under three core stages.

1 PRE 2 DURING 3 POST

Engaging learners prior to the training Facilitators must design the sessions with Avoid the ‘forgetting curve’ after
ensures they are up to speed, buy-in on lots of variety and ensure their delivery is learning by reengaging learners with
the relevance to their world and commit highly engaging to captivate and immerse follow up content and check-ins.
to building their skills in advance. their learners in the content.
• Harness micro-learning
• The power of pre-work • Avoid content-heavy PowerPoint slides • Reflection opportunities
• Master the tools - Platform features • Encourage interaction • Follow up reminders
• Master the tools - Video • Bring the energy

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PRE

The power of pre-work

Preparation before training is critical. It’s no revelation to educators that pre-work is a
great way to aid the learning experience. This is even more important for virtual training.

Trainers need to ensure participants are exposed to any relevant content

beforehand. This will save time in the virtual classroom by bringing everyone up to speed
on certain topics or ideas. It is also an effective way to engage participants and provoke
their thinking before they join the training.

Here are a few simple examples they might like to try:

P R O TI P

Watch a relevant TEDTalk Write a quick response on a topic

Film an intro video for the
course using an executive
sponsor from your organisation.
It will provide a strong
testimonial for the course’s Questionnaire on current skills Complete an online learning module
value and add weight to the
importance of investing time in
the training prior to the delivery
day. Read a relevant article Watch pre recorded training videos

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PRE

Master the tools - Video

Ensure the quality of video being used by your trainers is optimised and the platform they
are using enhances the experience for learners. Invest in a good quality webcam or use
a digital camera. Ensure their internet connection is both strong and reliable.

For better quality video:

Setup camera and room lights so trainers are well lit. Where possible, sit
them facing natural lighting from the window, or get them to turn on extra
lights nearby to brighten their face.

Trainers should look directly at the camera when they talk, not at the
screen. This makes learners feel more connected and present during the
call.

Ensure the background behind the instructor is clear. Some apps, like Zoom
and Microsoft Teams allow you to set an image as a background, which acts
as a green screen and can hide household mess or distracting artwork.

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PRE

Master the tools - Platform features

Facilitators should utilise video conferencing features to help build connection, encourage collaboration and stimulate interaction.

S CR EEN P OL L S C HAT V IR T U AL B R E A K OU T GALLERY VIDEO

S H AR ING Quickly get agreement Trainers can utilise the WHIT E B O AR D I NG R OOM S DISPLAY
Easily explain processes and input from everyone chat functionality to get Link up an iPad or phone to Separate larger groups into The ability to see multiple
by sharing their desktop or using a poll that appears thoughts and ideas quickly draw frameworks live, or as smaller group sessions to video streams at once. This
present ideas on screen, or use or use it to introduce an alternative to slides, to collaborate and practice allows people to build rapport,
by sharing presentation questions to draw focus everyone, by asking their maintain attention from the and then rejoin the wider enhances engagement and
slides. and engage. name and location. audience. team. lifts the energy.

B O NU S CO NTE NT

Download our free remote working guide and explore our full video conferencing
recommendations and review platform comparisons to pick the software that will
give your organisation the upper hand. Download the guide here.

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DURING

Avoid content-heavy PowerPoint slides

When training is delivered online, distractions are just one click away. Meaning your trainers and
facilitators need to provide a dynamic and interactive experience for participants to stay attentive
and absorb the content.

With the rise of technology and social media, attention spans are precious. Flooding people with bullet
points and endless slides is never something we advise in a learning environment, least of which a virtual
one!

Ensure that the training companies you work with design the content on slides using the
‘build’ function to keep engagement as each piece appears and stop people skimming
ahead.

We also recommend limiting slide use to bite-sized pieces of content to keep learners
P R O TI P
engaged with a human facilitator for the majority of the time together.

Switching often between slide Visual aids should be simple and visually appealing. Ensure they use interesting photos,
share and web camera after short videos, graphics and key headlines to support their topics. Less is more.
key points is a great way for
facilitators to prompt questions
and see their participants for a
more personal experience.

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DURING

Encourage interaction
Ensure the facilitatiors and trainers you partner with are experts at providing a high value, engaging
and memorable learning experience. The participants should be able to connect and contribute
meaningfully.

There are a range of ways to encourage interaction in virtual training environments. Try these:

Use chat box to Asks participants on Ask participants to Utilise ‘breakout rooms’
contribute comments video to raise hand/wave send emojis to express for small group
and questions in response to questions their feelings discussion

P RO T IP
Plan with your trainers to open their first session using a visual poll. Simply ask everyone to switch on
their video and raise their hand in response to a question. Then follow up with a response in the chat
box for more engagement.

E.g. Raise your hand if you have ever attended a virtual training session before. If you have, please write
in the chat box how you felt about the experience.

(This also gives your trainer the opportunity to address any concerns early about the learning format.)
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DURING

Bring the energy

Grasping and holding attention through the screen is tough. Platforms such as
Netflix, Instagram, and YouTube have accustomed our brains to expect high
quality entertainment from video formats. This is why a facilitator without
enough oomph will lose their audience in minutes if not seconds.
20%
OF E NE R GY I S

As a good rule of thumb, virtual instructors need to dial up their energy by LOST T HR O UGH
about 20% to ensure it is translated well through the screen. There is no need T HE CAMER A.
to be clownish, or over exaggerate - just be conscious of elements such as
projection, facial expressions, gestures and tone of voice.

PR O T I P
Before the live event, run a practice version with some internal staff where
the facilitator can practice a section of their delivery. Offer feedback on their
energy and ensure they understand the level required for the best learning
experience.

Sometimes it helps to ask them to over exaggerate their demo delivery first to
get their energy up for the real deal!

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POST

Harness micro-learning
In most cases, to attend a virtual training program,
participants will need to be on an electronic device. Running
M ICROLEARN IN G
training for long periods of time in this setting is not only
CREATES
hard on the body, it overloads the brain.
50%
The wonders of online learning means trainers can now M ORE
engage learners from across the world in one place with EN GAGEM EN T
great convenience - just one link click away!

Use this to your advantage and where possible design

multiple shorter sessions with the content chunked.
Learning smaller pieces of content will increase the
P R O TI P
participants capacity to absorb and embed the learnings.

At the start of each new session Research has long shown the benefits of applying
allocate time for any questions microlearning techniques and with participant engagement a
that may have arisen since the top priority in virtual training, it must be applied here.
group last met. Participants will
have had time to put the skills
into practice and may have
nuances to discuss.

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POST

Reflection opportunities
Once learners have had the chance to digest the content and try applying it in their world,
facilitators should invite them to reflect on their experience and offer to help with further
questions. This gives trainers an opportunity to boost commitment to the skill development
and address any knowledge gaps after the training. Continuing to practice and see progress
will ensure retention of the knowledge imparted.

If the opportunity to reconnect with the facilitator or coach present is not available we still
highly recommend attendees gathering as a cohort after the training - peer feedback is just as
valuable. Coaching others is also proven to help embed your own learning.

PR O TIP

Schedule a video conference coaching call with the participants a

week after training to keep them accountable.

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POST

Follow up reminders
For training to be effective, the material needs to be applied consistently and repeatedly over
time. This is how new neural patterns and habits are formed. Without repeat application of
new skills and information, a percentage of the skills are quickly forgotten affecting the ROI
of the training.

We recommend utilising a LMS (learning management system) to design multiple post-

training touch points to remind participants of the key elements and help to instill them.
Extra training videos, activities, coaching calls, quizzes and discussions points will encourage
engagement.

Collate valuable (relevant) resources such as articles, TEDTalks and webinar recordings to
extend thinking and house it in the LMS to encourage attendees to log in.

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Case study: Engaging virtual deliveries THE RESULTS:

from start to finish We had rave reviews from the

leadership team and attendees alike.
This leading technology company have partnered with Colin was praised for his ability to “keep
CLIENT: SAP
us to deliver face-to-face pitching training for their it personal and interactive despite it
TECHNOLOGY INDUSTRY
leaders, sales teams and managers for over 4-years being in a virtual setting”.
across the world. Recently a small team from the SAP
Sales Academy joined us for the first virtual delivery of
‘Mastering The Pitch’ since COVID hit.

“Our 4-hour virtual

Pivoting the delivery from a 1-day face-to-face session
session with Colin James
to two 4-hour virtual workshops was a huge success.
98% 16 Pre-work and post work on our mobile friendly LMS
was fantastic. Colin’s

NPS Score Participants system (including training videos, a prep template ability to connect with

and submitting a video of them pitching) allowed the our team and share
attendees, facilitator and coach to get up to speed in his methodology was
advance and sustain the learning. outstanding. The 4-hours
flew by and we are all
During the live virtual delivery participants were put into looking forward to the
pairs in Zoom breakout rooms to finesse their deliveries. second session. Thank you
The producer/coach was constantly monitoring chat - and the entire leadership
answering questions, providing extra content and helping team for the investment
to maintain the energy. in our development we
are all confident you will
Maintaining eye contact whilst also observing the
get your ROI!”
periphery for disengagement in the group ensured that
the group stayed focused and Colin’s facilitation mastery
embedded deep value during the two 4-hours sessions. 23
2 | R ED ESI GN I N G FAC E -TO - FAC E T RA I N ING INTO ENGAGING & INNOVAT IVE VIRT UAL T RAININ G

Case study: Successfully converting THE RESULTS:

face-to-face training to virtual Orica said our training increased

their team’s ability to influence and

CLIENT: ORICA The leaders and high potential team members at this communicate across the global
Australian based multinational mining corporation business at a time when travel and
MINING INDUSTRY
need to provide strategic, compelling and accurate face-to-face meetings are not possible.
recommendations to the executive team in short time The outstanding NPS score of 98%
frames. But they lacked the structure to prepare quickly is testiment to the virtual training
and skills to pitch with confidence. methodology we employ.

This training needed to provide practical tools and expert

guidance on building personal influence and authority
98% 25 and preparing effectively for pitches and presentations. “The participants have all
NPS Score Participants
integrated the learnings
What was originally designed as a live face-to-face event, into their planned
when COVID-19 hit this leadership training needed to be
presentations and report
rapidly converted into a virtual context to comply with
feeling grateful for the
travel restrictions.
opportunity to work with
Erica. They all agreed
The 2.5-hour live Masterclass needed to be meaningful,
it fast-tracked their
engaging and applicable to a global audience. A tall
preparation time and they
order!
are feeling more confident

Using the training design and delivery methods about their planned
discussed in this playbook, we delivered an outstanding pitches as a result.”
virtual learning experience for their team, utilising
Zoom technology to facilitate break out rooms, virtual
whiteboarding and chat. 24
3 | G E T T I NG B UY -I N A N D IN V E S TM E N T F R OM
LEA DE R S F O R T R A I NI N G OF TH E F UTUR E

Adapting workplace
learning - the shift to
virtual
Our 2019 ‘Developing Leaders For The Future Of Work’ survey results show prior to
the current pandemic, classroom learning accounted for 58% of organisational
development. A recent poll on LinkedIn showed that 85% of training is now
delivered virtually.

NOV E M B E R 2 0 1 9 JUNE 2020

58% 85%
CL A S S RO O M VIRT UAL
T RA I N I N G T RAINING

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 3 | GET T ING B UY-IN AND INVE STM EN T FROM LEADERS FOR TRAIN IN G OF THE FUTURE

“ Why do your people need to build

Across the board,
organisations that have
made the most progress capability right now?
in upskilling are achieving
better business outcomes,
The impacts of COVID-19 on businesses are unprecedented. Entire industries became
including a stronger
almost obsolete, many have lost jobs, and most companies have been forced to pivot
corporate culture, higher rapidly to stay relevant.
workforce productivity,
greater business Remote workforces appeared overnight. New working environments, practices and

growth, improved talent procedures highlighted enormous skill gaps across the workforce and an immediate need
for reskilling to support employees through the transition and challenging environment
acquisition and retention,
has been key.
greater innovation, and
reduced skills gaps and But it’s not just the current crisis driving the need for employee learning and
mismatches.” development. For the last few years research into the future of work has highlighted
major challenges and gaps in human capabilities. Artificial intelligence and hyper
- 23rd Annual Global CEO Survey:
automation are fast replacing teams, globalisation and over-saturated markets have
Navigating the rising tide of uncertainty,
created fierce competition and the thirst for innovation and customer centric
PwC, 2020
business practices are high.

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3 | G ET TI NG B U Y - I N A N D I N V E S T ME N T FROM L EAD ERS FOR T RAINING OF T HE FUT URE DI D YO U KNOW ?

The World Economic Forum’s Future of Jobs Report from 2018, estimated the fourth industrial
revolution will create 133 million new jobs globally and displace 75 million existing jobs between
2018–2022.
94%
In this fast-changing world, training solutions for businesses to continuously re-skill and upskill O F E MPLOYE E S
their teams is not just a nice to have but a must to adapt and thrive.

As shown in facts on the right the consequences of NOT committing to training will have
would stay at a company longer
a large impact on organisational growth and development. Now is not the time to wait to
upskill your teams. if it invested in their learning and
development.
THE WORLD ECONOMIC FORUM’S TOP 10 BUSINESS - Workplace Learning Report: LinkedIn
Learning 2019, LinkedIn, 2019
SKILLS REQUIRED FOR SUCCESS:

Career empowered
employees in Australia are

3X
Creativity Emotional Complex Judgement and Cognitive
Intelligence problem solving decision-making thinking

MO R E LI KE LY

to be committed
Critical People Coordinating Service Negotiation
to their company
thinking management with others orientation
- Unlocking Growth In The Human Age: Global Talent
Trends 2018, Mercer, 2018
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3 | GET TI N G B U Y - I N A N D I N V E S T ME N T FROM L EAD ERS FOR T RAINING OF T HE FUT URE

This excerpt from PWC’s 2020 survey reports that CEO’s globally with more advanced upskilling
programmes cite improved engagement, innovation and ability to attract and retain talent

QUESTION: HOW EFFECTIVE ARE YOUR UPSKILLING PROGRAMMES IN

ACHIEVING THE FOLLOWING OUTCOMES?
Beginning upskilling organisations’ More advanced upskilling organisations

Stronger corporate culture and employee engagement Stonger corporate culture and employee engagement

2% 16% 53% 23% 3% 35% 60%

Higher workforce productivity Higher workforce productivity

2% 21% 54% 17% 1% 6% 50% 43%

Greater business growth Greater business growth

3% 23% 50% 15% 5% 56% 37%

Improved talent acquisition and retention Improved talent acquisition and retention

3% 27% 48% 14% 5% 48% 45%

Greater innovation and accelerated digital transformation Greater innovation and accelerated digital transformation

4% 27% 46% 15% 4% 43% 51%

Reducing skills gaps and mismatches Reducing skills gaps and mismatches

3% 24% 51% 10% 1% 3% 58% 35%

Not al all effective Not very effective Moderately effective Very effective - 23rd Annual Global CEO Survey: Navigating the rising tide of uncertainty, PwC, 2020 28
“
So what should we tell our children? That
to stay ahead, you need to focus on your
ability to continuously adapt, engage
with others in that process, and most
importantly retain your core sense of
identity and values. For students, it’s not
just about acquiring knowledge, but about
how to learn. For the rest of us, we should
remember that intellectual complacency
is not our friend and that learning – not
just new things but new ways of thinking
– is a life-long endeavour.”

- Blair Sheppard Global Leader, Strategy and Leadership

Development, PwC

29
 DID YO U K NOW ? 3 | GET TING BUY-IN AND INV ESTMENT FROM LEADERS FOR TRAINING OF THE FUTURE

30% Crafting innovative training strategy

for your organisation
of CEO’s strongly agree that climate
change initiatives will provide a
reputational advantage for their If the last few months have shown us anything, it’s that change can happen in a
organisation among key stakeholders heartbeat. People spent years talking about the ‘future of work’ and how long it would
- 23rd Annual Global CEO Survey, PwC, 2020 take us to move to a fully remote work environment. IT teams who had suggested
several years would be required to move thousands of employees to home offices did it
within days.

4.9
BY 2 0 2 5

31%
Global pandemic aside, there are also some long standing changes for workforces
BILLION that have been imminent for some time -

of the Australian people were predicted Sustainability The millennial Rapid urbanisation Availability
workforce will be from by 2030 be urban concerns affecting quotient shifting sees a rapid increase in of skilled
Generation Z dwellers by the UN organisational workplace the world’s population workers
strategy demographics moving to cities for Industry 4.0
- NGA Human Resources, 2019 - World Urbanization Prospects
The 2011 Revision, UN, 2011

Prior to the pandemic and the restrictions

upon travel and immigration
Are your organisations prepared for these shifts? Does your training strategy take into
account the change in demographics to a tech-savvy Gen Z workforce? You need to

78% show senior leaders that you have considered these shifts in order to help convince
them to commit and invest in your virtual plans.

of Australian CEOs say that Innovation and adaptivity are two of the key soft skills suggested by the World Economic
availability of key skills is a top Forum. We challenge you to put what you have learned during the pandemic into
threat to growth practice and reinvent your training strategy to meet the demands of the future. 30
- 23rd Annual Global CEO Survey, PwC, 2020
3 | G ET TI NG B U Y - I N A N D I N V E S T ME N T FROM L EAD ERS FOR T RAINING OF T HE FUT URE

5 ideas to elevate learning & development thinking for the future

01 02
Multiple mentors Executive observer
The virtual world allows for ease of access requiring opportunities Having the opportunity for a senior executive or leader to ‘sit in’
for something called ‘One Question: Ten Minutes’. This is where on a training program has never been easier. Whether that is
someone has 10-minute access to a SME (subject matter expert) opening a session, closing a course or taking some Q&A. Exposing
where they ask only one question. This is an excellent way of employees to senior executives is always an opportunity to
networking and getting wisdom from the source. embrace.

03
Real plays replace role plays
Virtual learning allows for single skill development where
participants learn a skill in a 60-minute morning session and then
find opportunities in their roles to practice this for the balance of
the day. The learning is debriefed the following day for deepening
and refinement.

31
3 | G ET TI NG B U Y - I N A N D I N V E S T ME N T FROM L EAD ERS FOR T RAINING OF T HE FUT URE

04 04
Video footage Diverse study groups
It has never been easier to use video as a learning tool to review Working in teams was often limited in the past to face-to-face
practice sessions or relive some of the content. The opportunity to interactions. Virtual opens the world. For multinational companies
record application of skills in ‘real plays’ (on the job application) is the chance to create learning teams across space and time is
simple with mobile phones - quick feedback is also a major benefit. enabled by technology. Diversity of thought, background, gender
and ability is a proven environment for deep and rich learning.

N E E D H E L P TO E L E VATE YOUR TE AM S THIN KIN G…

If you’ve been inspired by our ideas but are unsure how they might work in your organisation we suggest you facilitate a guided
conversation with your learning and development team to provoke thinking and reinvent your strategy. We’ve created a free guide to
step you through and allow you to elevate your thinking. Download the free conversation plan here.

32
Conclusion

“
Preparing for tomorrow requires
organisations and the HR function to
transform quickly - to redefine jobs and
careers, to rearticulate what it means to
retire, and to reignite what it means to
be responsible. Each organisation needs
to define a unique path forward based
on its own values. If we can galvanise
our peple, we can build sustainable,
bright futures for us all.”

- Win With Empathy: Global Talent Trends 2020, Mercer, 2020

33
Are you ready to accept the challenge?

The need for virtual training isn’t coming - it’s well and truly arrived.

Shifting demographics which will soon see Gen-Z take over as the dominant age group in
work forces. Companies must embrace cutting-edge virtual training methodology in order to
educate, train, recruit and retain these young tech-savvy workers.

Providing highly immersive, engaging and flexible virtual learning options is vital. This guide is
just the start...

We encourage you and your organisations to get ahead of the curve, develop and drive a
mindset of constant innovation in your learning and development strategies - pioneering
solutions that retain and grow your talent pool. Don’t wait for external disruption to
force these changes, become an organisation that creates its own pattern interrupt -
allowing you to lead from the front.

34
 Need some support?
If you are looking for an experienced global partner to kick-start your thinking and support
you to deliver an impactful and innovative virtual training strategy, we would be happy to
schedule a no obligation call or catch-up to discuss your needs.

[email protected] | 1300 556 933 | (02) 9977 7076

LET’S START A PARTNERSHIP

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