The world of work is in constant flux, shaped by technological advances, changing expectations and ever-new business models. Faced with this highly dynamic and uncertain environment, companies need to get future-ready to ensure they remain successful. And central to this are future skills. These are skills that employees and teams require in order to remain actively in control in a constantly changing world. Our experts advise companies and organisations on how to approach this complex topic.

The starting point should be a comprehensive awareness campaign. The aim here is to communicate the importance of future skills and strengthen the strategic framework for their development. It’s vital to get the team leaders on board here. It’s important to recruit them as multipliers and give them the tools they need to foster future skills in their teams.

At the learning strategy level, companies can define targeted formats and methods that integrate future skills into existing and new learning programmes. The formats and methods should foster self-organised learning, data literacy, creative problem solving, and social cooperation. This can, for example, be achieved in product training courses and onboarding programmes by using group work and projects.

The results are blended learning scenarios that promote self-directed learning and employee collaboration. This involves providing clear guidelines and structures to increase the likelihood of success.

It’s crucial not to treat future skills as a one-off matter. Future skills are an ongoing process that must be embraced at both the company and the individual level. “Set it up right, and you’ll create a self-perpetuating cycle of learning,” Hofschröer says. Surveys, monitoring, and focus group interviews are the tools of choice here.

Learning analytics also has a lot to offer here. Learning management systems (LMS) are ideal as evaluation tools. They are very effective at pinpointing and closing learning gaps. And they facilitate feedback and control at the overall company level, ensuring that the defined vision is achieved.

Companies that follow this long-term, strategic approach are better equipped to manage the challenges of the constantly changing working world. Future skills are the key to having agency and responding effectively in a volatile, uncertain, complex, and ambiguous world. They are therefore an important focus of skills development for every organisation.

Psychological safety sounds like a fluffy feel-good topic: all employees should feel safe. But there's more to it than that. Psychological safety is a basic requirement for any organisation wanting to develop positively.

Cohort-based learning can be used in all areas of education. And it’s not a new concept per se. It’s as old as school classrooms, where everyone learns together and in person.

What’s new is that it can also be used in corporate settings – and it’s not limited to in-person learning. As part of a blended-learning strategy, cohort-based learning can comprise both online and in-person models.

So, how might that look in practice? imc instructional designer Benjamin Fillisch explains using a few concrete customer examples:

“At Vodafone, we developed a digital yet highly effective and motivating onboarding programme. The solution needed to cater to three distinct user groups: in-house and external customer service representatives and retail store staff. So, we developed a blended-learning journey that included cohort-based learning.”

Even the drinks industry needs learning. In this case, employees at Jägermeister needed to learn how to implement the brand’s new e-commerce strategy. The learners spanned four distinct, globally distributed groups, including sales staff and C-Level executives.

They were put into country and learning-specific cohorts. Collaborating via Miro , they had to define which stakeholders needed to be on board in order for the strategy to be rolled out successfully.

After the first virtual classroom, each cohort was given an assignment and told exactly what to prepare for next time. They were told they needn’t join the next session if they hadn’t done their homework. Why should everyone be forced to repeat a session just because someone hasn’t prepared?

There are many fears about the topic of artificial intelligence (AI). But especially in corporate learning, AI can be a great help.

Heidler explains that at imc, leadership training means focusing on and learning the core competencies of effective leadership. It relates exclusively to non-technical skills, like communication, empathy, organisational and methodological competencies, and other soft skills.

Management training, on the other hand, relates to learning about new products, specific processes or strategies. It’s about acquiring knowledge and technical – or “hard” – skills.

Both types of training can be combined, of course, but they are generally intended for two different target groups:

In closing, we asked Kathrin Heidler to give us her picks for learning objectives for leadership training in 2023:

“Leaders need to be aware that we’re in a time of economic and demographic change. And they need to be confident and sure – not fearful – in dealing with this change. They should continue to work on their own technical skills. Last but not least, they need to see their staff as people, with all the needs that being human entails. That would be my learning recommendation.”

There are many fears about the topic of artificial intelligence (AI). But especially in corporate learning, AI can be a great help.

With organisation-wide learning and development (L&D) campaigns, the idea is to reach as many employees as possible. And for that, the content must be both learner-centric and accessible without any time or location constraints. Most importantly, it must boost learning motivation and generate successful, lasting learning outcomes.

These objectives can be achieved by using a learning campaign portal. Learning campaign portals are add-ons for learning management systems. They facilitate orientation in complex learning campaigns, providing learning environments that are so immersive, learners don’t even realise they’re learning.

• Change campaigns: Change campaigns are a way of making lasting change to employee mindsets and corporate culture. The objective is to boost acceptance through learning. That way, employees are more amenable to the proposed changes and more willing to contribute to their success.

• Events: Many organisations use action days to raise employee awareness of certain issues and communicate the organisation’s position on those issues.

• Onboarding and upskilling: Effective onboarding gets new employees off to a good start with the company. It also creates a sense of belonging and instils an understanding of the company’s values and culture.

• Comprehensive learning journeys: Learning journeys put the learner first and offer different learning formats for different topics and learning objectives.

In a challenging environment, corporate learning will remain effective only if it is learner-centric and offers formats that are in keeping with learners’ other everyday digital experiences. This is important because learning providers are no longer competing just with other learning providers; they are also competing with dating apps, streaming services and social media.

So far, so good. I probably would have put it differently myself, but it’s certainly not wrong. ChatGPT has many potential applications, that’s for sure. But how exactly might we use it in corporate learning and to create training content? I teamed up with an expert to take a closer look.

To test the AI, the instructional designer used an old training project that had already been completed. “The tasks I gave ChatGPT were repeats of ones I’d completed myself when I designed the training.”

Summarising long texts:

ChatGPT does a very good job here. It can trim long, complex texts down to any word count and unpack jargon, producing short, easy-to-understand-prose.

Translating:

Here, ChatGPT is similar to DeepL, except that you can specify style. For instance, you can tell it to translate into simple or age-appropriate English.

Brainstorming:

Here, ChatGPT can come up with good initial ideas that you can build on in the later design process.

Arne Benoist did, of course, encounter a few limitations. “For summaries and translations, we can only use public domain content, as OpenAI is an open, online platform. You should never upload company data or confidential information. Currently that would fall foul of most companies’ data protection and privacy rules.”

Designing modern e-learning content is an intensely creative process. It seems strange to think a hunk of AI might make a good job of it. So, Arne Benoist gave it a try:

“For many of our designs we use stories, complete with scenarios, characters and plots. Hence, I asked ChatGPT to create a scenario for a web-based training course on cybersecurity. Well, the chatbot did pretty well, actually, but after a few repeat requests I kept getting similar scenarios. I’m sure I could have got better drafts if I’d fiddled around a bit more and given more specific instructions. But the first stories were too smooth and lacking in dramatic tension for my liking.”

Learning with chatbots and IT-powered applications is already a thing in many areas of corporate learning, including with imc Express. But integration of ChatGPT itself? Arne Benoist thinks that’s still some way off. “In most cases we’re working with highly detailed, specific content. So, to use AI in our training courses, we’d have to build the AI ourselves – so we could control it. I’m referring here mainly to data protection, but also to verifying sources.”

Nevertheless, Arne Benoist will be keeping a very close eye on ChatGPT and similar developments. “I’m very much aware ChatGPT is the start of something big, and it has quickly garnered a lot of fans. But I think we still have a way to go before it will truly revolutionize employee training and development. While I can imagine integrating ChatGPT or similar applications in the future, we’re not quite there yet for the kinds of projects we look after.”

ChatGPT is certainly not short of ideas on how it can enrich corporate learning:

There are many fears about the topic of artificial intelligence (AI). But especially in corporate learning, AI can be a great help.

Gen Z has integrated digitalisation into all aspects of daily life, as Dr Robert Lohmann, product manager for learning content at imc, knows full well. “These days, you’re not going to get engagement from anyone by throwing content at them in the form of outmoded training courses,” he says. “These sorts of courses were all well and good at the time, but now they are no longer enough. And that’s why we’re increasingly working with elements and features that are familiar from other digital domains, such as chat bots, swiping in dating aps, and content recommendations of the kind used by streaming services.”

Companies, including their learners, want customisation, but they don’t want to pay the earth for it. Hence the growing demand for off-the-shelf learning content.

But even with off-the shelf content, adaptive learning and individualised learning experiences are an absolute must if you want to engage with the new generation of learners. “That was the big challenge here: to create off-the-shelf training content that is generic enough to be useful to a wide range of users while still offering individualised learning,” Lohmann explains. “And that’s what we achieved with our Readiness Check in the case of our awareness game Cyber Crime Time.”

The Readiness Check enables companies to build up a highly granular picture of their learners’ current level of knowledge so they can tailor an appropriate response. In all likelihood no two users will ever receive exactly the same feedback when working with the Readiness Check. So, how does it work?

Timo Paul, a senior frontend developer in our content department who played a major role in developing the Readiness Check, explains: “It works by assigning a numeric value to each of various defined learning categories. The numeric values themselves are variable, so they can be specific to the learner. The response yielded by the Check is thus highly customised and can comprise anything from simple feedback to activity or content recommendations all the way through to further training courses or learning nuggets. There are no limitations, and that’s what makes this tool an attractive option for creating customised learning experiences.”

Costum or off-the-shelf training content - which should you choose? You should first ask yourself: Is the training need or problem I have very specific? Or is it something that many different people in different industries need training on?

Agile teams

The salient point here is that improvisational theatre is a team sport. “Improv theatre teams have many characteristics and skills in common with effective teams in work contexts. Hence, we can adapt a lot of improv techniques for team development and collaboration. Improv teams have to remain unfazed by extreme situations. They need to be able to navigate complete uncertainty, for example. And that’s also something that is expected of agile teams in work contexts.”

Reflection

Another key aspect of improv theatre is that it sheds light on things that would otherwise remain hidden: “Improvisation makes intangible things real. That’s why I like to use it as a tool for reflection. Improvised roleplays bring into the open things that are normally difficult to explore, such as communication, conflict, feelings and interpersonal relationships. This is hugely important in feedback training and leadership seminars, for example.”

For Marlene Konrad, one of the greatest challenges in organisational transformation processes is to embrace flexible thinking. She explains this in terms of companies weaning themselves off rigid processes and workflows while still ensuring that their employees feel safe and secure. “Perhaps you’ve heard of ‘psychological safety’. This is where I foster in a team a sense of safety that comes from the team itself, from the interrelationships and responsibilities between the members of the team,” Konrad explains. “It’s important that this feeling of safety no longer derives from processes because processes can quickly change. So, as well as being flexible, the team needs to work on relationship building.”

Improving this sense of safety within teams is another area where improv theatre techniques can help. To be able to function as a member of an improv team, you have to be open to what’s going on around you and willing to put yourself out there as a person. “You’re thrown into a situation where you need to swing into action quickly because there’s no time to think about ‘what if’. In that situation, you need to have the confidence that you won’t make a fool of yourself if you react spontaneously. That it’s okay to mess up and fail. The art is to ‘fail well’. And that’s something that can be practised using improvisation methods.”

Ever been in a meeting and heard an idea dismissed with “yes, but...”? How might that meeting have gone differently if everyone had said, “yes, and...” and simply taken the idea and run with it?

“Yes, and ....” thinking is a key part of improv theatre, and it’s a highly effective technique in innovation processes, as Konrad knows from personal experience: “By saying ‘yes’, I start by accepting what my conversation partner is saying. I consciously avoid following that with ‘but’ because a ‘but’ can close the door to a lot of potentially good ideas. You need to keep that door open and start out by saying yes to everything. Spontaneous improvisation is a good way of explaining this principle.”

Of course, after all those yeses, the team needs to make an intelligent selection and close the meeting. “That’s another aspect that improvisational theatre is great at teaching,” Konrad explains. “When doing a scene, if you keep bouncing from idea to idea to idea, then sooner or later the audience will get bored. Hence the actors need to focus, build coherence and bring the scene to some kind of logical conclusion. By training in that, too, you can learn how to conduct brainstorming sessions and manage innovation processes successfully using the ‘yes, and...’ principle.”

While taking an entire improvisational theatre performance digital might be a bit of a challenge, the learning methods involved are actually highly transferable to digital learning journeys. The only prerequisite is that all participants meet in an online session with their cameras and microphones on.

Marlene Konrad has already run numerous remote training courses and speed learning sessions using improv theatre methods. “They work really well online. The improv exercises often give rise to a certain synchronicity, or presence, between the participants that enhances the training. And that’s true online, too.”

Konrad has now developed her improv training technique to the point where she can hold online sessions with more than 20 learners. “It actually works surprisingly well in large groups. For individual roleplays or improv scenes, you can work really effectively in breakout sessions and then reconvene the whole group to reflect and share the learnings.”

Emotionality makes it easier for employees to identify with the brand. This identification has a positive effect on motivation and thus directly on daily work. Emotional brand training also generates brand ambassadors from within the company - both internally and externally.

Custom training content – specifically and exclusively designed to meet a company’s e-learning requirements – is generally created from scratch. Its starting point is a specific need or task, for which a special solution is designed, and an entirely new training course is created.

These solutions are a great choice for companies seeking to cover specialised topics, such as training for their own production areas – where it can be safely assumed that no standardised solution suitable for their needs exists.

Meanwhile, off-the-shelf training content describes training courses or learning content created independently from any specific customer enquiry which can be used by different companies in a generic form. Thus, this content addresses tasks of a general nature rather than a specific issue or need.

Typical topics almost every company needs to deal with would include information security and data protection. These can be perfectly covered with off-the-shelf training courses, as they reflect regulations and laws applicable to all, rather than company-specific issues.

A clear preference for off-the-shelf training content also exists for compliance trainings, given that the fundamental principles are based on the applicable laws. However, if a company wants to convey their corporate policy in their training course, things get trickier. Stephan Härle, Instructional Designer at imc explains: “Off-the-shelf trainings provide information of a general nature: You must be careful with gifts and may have to contact your Compliance department. Meanwhile, custom training content can offer more detail: In our company, gifts worth X or more must be approved by our Compliance department. It is impossible to include this in off-the-shelf training content because guidelines differ in every organisation.”

“First of all, we get together with the customer and carry out a major needs assessment,” Stephan Härle says. “If the right conclusions are drawn at this stage, the training can be designed to fit the target group perfectly. But we can only do that with a custom training. Defining the target group very precisely enables us to find the right approach, make the training exciting for a greater number of learners, and increase the completion rate. Custom really means customised for a specific requirement and tailored to the learners’ needs.”

“It’s like buying an outfit,” Philipp Schossau continues: “If you were to attend a gala dinner, it would be rather difficult to find a suitable mass-produced smoking that fits perfectly. However, if I’m only going out for a nice dinner, without it being a special occasion, then I can buy and wear off-the-shelf outfits that I enjoy wearing.”

Stephan Härle: “We want off-the-shelf content to break free from its poor image. While many reasons speak for custom content, off-the-shelf content need not be an uncomfortable compromise. On the contrary, it can be a perfectly suitable and useful solution that is also enjoyable.”

Naturally, resource investments are significantly lower, given that no further input is needed for the content design. Moreover, ready-made training content is available much faster than a custom solution that needs to be designed first. Of course, costs can play a role in this decision, too. Off-the-shelf content is usually cheaper.

Emotionality makes it easier for employees to identify with the brand. This identification has a positive effect on motivation and thus directly on daily work. Emotional brand training also generates brand ambassadors from within the company - both internally and externally.

When it comes to the values behind a company’s brand, the first step is for everyone in the company to get back to the basics. What are the brand’s origins? What are the principles that underpin it? What is the company’s purpose? By learning about these things, learners become aware that everyone in the company can play a part in realizing the values and goals of their brand. And because brands change over time, the learning needs to be ongoing.

imc is no exception. We have changed a lot over the years – and will continue to do so. As well as relaunching our brand, we want to achieve greater momentum on issues like new work, diversity and inclusion, and our own transformation. Consequently, the objective of our new brand training course is to communicate this culture shift and the underlying values in a way that is readily accessible so that we can instil in our employees a strong emotional attachment to our brand.

Learning objectives set out the areas and levels where change is to happen (understanding, thinking, action, etc), so it is important to define them right at the start of the brand training process.

A company’s fundamental values and culture are reflected in virtually everything it does and therefore need to be understood and actively supported by its employees. New hires, in particular, must be able to rapidly internalise what their new employer’s brand means and stands for. They applied for the job out of an initial attraction to the brand, and it is now up to the company to build that attraction into a genuine relationship.

A successful onboarding journey is vital to this because onboarding is the first step towards brand loyalty. For this reason, companies should proactively offer onboarding experiences that are consistent with and support their brand promises.

That’s why the completed brand training course at imc was specifically developed for our new onboarding journey and designed to fit into our onboarding storytelling. It also works as a stand-alone training course for established imc employees.

Ilse Henne about role models: "If we feel seen, supported, connected and feel proud of other women in our community, then we can be happier and being happier is the best way starting to learn and develop yourself!"

Prospective employees want to be able to see what a company’s position on D&I is, and how the company is championing the D&I cause. So, whatever the subject matter, company training courses should be diverse and gender-neutral in design. Here are three golden rules for making training courses diverse and inclusive:

Culturally diverse characters:

Whenever human personas or mentors feature in a training course they should reflect a certain degree of cultural diversity. If there are not enough personas to demonstrate sufficient diversity, then it is possible to use fictional characters – avatars – that have no particular cultural background.

Gender-neutral language:

This often depends on the requirements articulated by the company in question. However, we strongly recommend the consistent use of inclusive language across all training content.

The role that D&I management plays in a company is rooted in the corporate culture. This has a direct impact on a company's learning culture. Those who want to implement special diversity and inclusion training into the learning experience of their employees must have a clear stance on it. For this reason, companies should always be clear about the goal of a training before designing the content.

The fact that Game Based Learning works as a motivational booster for e-learning is already rooted in childhood. We have summarized the most common types of games and practical examples for you.