TJ interviews: Bizness's Bruno Sola

Written by Bruno Sola on 13 May 2019 in Interviews
Interviews

We talk to Bizness's Bruno Sola about digital transformation and a whole lot more...

Reading time: 2m 30s.

Is it L&D's job to promote digital transformation?

Transformations are hard, and digital ones are harder. This changing environment leads to new consumption patterns and therefore indirectly to the need to adapt sales networks to a new way of dealing with customer relations, sales and management. A company that is changing, automatically impacts the consumption patterns of its customers and consequently the employees’ jobs in companies.

And at this stage, this is critical that each member of the company acquires new soft skills and new knowledges to meet customer expectations. You can support the digital transformation of groups by increasing the competence of teams, enhancing new orientation experience. It is multi-channel agility that must be valued, in reactive and proactive, face-to-face and remote. 

Does the future of learning have anything to do with training, or is training now an old way of learning?

We no longer train today as we used to, because of two key factors: first, the consumption patterns of the training have changed, and secondly, learners have so many new expectations. They want access to faster, funnier, more interactive and adaptive training. Training buyers and companies want more efficient, effective and rewarding training.

In this context, training is a perfect response to a current topic today, which is 'practical' training. 



This is illustrated in Europe today with the employees’ rise in competences in companies thanks to two ways of training that allow learners to train in real business situations: on-site-job training (FEST) in the field with human resources, and intelligent training AI simulators.

What’s a functioning, universally acceptable way to measure ROI in 2019?

 R.O.I means: define and enforce structural performance rules on training programs before establishing them. The performance cannot be decreed: it has to be built gradually.

The KPIs must be defined upstream through: centralised smart data in the educational track, and a follow-up during and after the learning experience. This is essential with the establishment of these three types of indicators: achievement and satisfaction indicator - 'I made', validation indicator - 'I understood', performance indicator - 'I perform'.

 

The knowledge of these key factors of success but also factors of failure, will make it possible to evaluate the relevance of a powerful R.O.I. in establishing: devices that set objectives and measure the skills improvement of employees versus their current performance in the field; SMART data tracking - analysis and mapping of skills data; and certifications, labels or assessment allowing both to validate the achievements, to measure their performance impact and to capitalise on this with a strong 'skills heritage'.

How will we be engaging with corporate learning in 2020?

I believe a lot in a peer-to-peer learning; what if the best trainers were the learners? Two dimensions are required: on the one hand, the digital reveals good practices and highlights the best practitioners and best learners; and on the other hand, the trainer is no longer a teacher, he is a leader, a facilitator who has to facilitate skills improvement and the sharing of experiences.

This meets learners' needs to learn high value knowledge through experience, experience and credibility!

 

About the interviewee

Bruno Sola is CEO and founder of Bizness.

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