Roche Diabetes Care France – varied teaching methods for successful onboarding

Roche Diabetes Care France – varied teaching methods for successful onboarding

Roche Diabetes Care France (RDCF), one of three entities of the Roche group, carries out two missions:
1. Marketing an ecosystem of solutions for blood glucose self-monitoring and insulin pump therapy for diabetic patients and the healthcare professionals treating them.
2. Designing services and paper and digital tools to help patients manage their disease as smoothly as possible and to support healthcare professionals caring for them.

Against the background of healthcare market changes (breakthrough technologies, new stakeholders specialized in data and developing telemedicine), RDCF has had to adapt by developing innovative tools and new business models. To support the launch of this new offer, the company has high ambitions: to onboard all of its employees digitally.

Major economic and organizational challenges

Following the success of the Digicheck tool, which was deployed on the Teach on Mars application in 2019 and geared at accustoming employees to the company’s new technologies and activities, it is time for new hires to embark on a full, blended learning integration course, Mission 484, addressing the following challenges:
Year-round onboarding of around fifty employees, both in-house and field representatives in different positions, with varying types of contract and locations, to limit the cost of unsuccessful recruitment processes
Involving 30 in-house experts in 10 yearly integration sessions, as well as organizing assumptions of duty by a variety of people in the company’s different entities.

The program was designed taking into account these challenges and the educational convictions of the RDCF teams.

Blended learning – a stimulating educational stance

Based on the 70-20-10 model, Mission 484 uses alternating synchronous training methods (classroom or distance learning) and asynchronous training methods (independent working) with professional discovery. The program is split into 3 training periods:
4 days company discovery
8 weeks learning the trade
4 months to become independent

The program must enable new hires to quickly absorb the company’s values and activities, while rapidly engaging with their professional environment. Learning is designed to be chronological and gradual, and assessments take place throughout the course to check skill development and learner autonomy.

roche care diabetes france fil conducteur onboarding

A well-tailored program

To cover all the target groups, 3 courses are offered:
• A “support” course
• A “functioning Business” course
• A course for service providers
Each course is built on 3 strong organizational pillars in order to ensure the scheme’s success.

1. The first pillar is an annual training calendar, to organize the involvement of the 30 experts at the right moment for each session and to enable the program to run smoothly.

roche care diabetes france agenda 2021

2. The second pillar is the “Mission RDCF” application, developed with the Teach on Mars solution, which serves as the scheme’s back bone. It can be used to make content and expert contributions available, as well as assessments, which take place both before and after synchronous sessions.

application mobile learning onboarding roche diabetes france

The Mission RDCF application 

3. The third pillar is ongoing and progressive support from day one, by the training team and direct management, until total autonomy is achieved and confirmation in the position after 4 months.

Alternating generic and specific sequences

• The integration course is based on alternating asynchronous and synchronous modules and work immersion
• The Preboarding and common core modules concern the entire staff, regardless of position or role
• The SC1 and SC2 modules are intended for operational teams, who work directly with customers

Blended modules, as well as on-the-job immersion sessions, supplement these courses aimed at various groups and allowing employees to shift gradually from a role of observation to one of participation.

Methods appropriate to each educational objective

To make the program as engaging as possible, the modules were all designed to make best use of each educational method:

Synchronous classroom sessions: mainly group and interactive sessions, to work on informal situations, role plays and restitution.
A remote asynchronous support: mainly individual, with descendant but also gamified and entertaining activities to promote engagement, or assessments.
• On-the-job, face-to-face immersion sessions, in which new-hires are supported and simultaneously assessed by the manager.

An agile and scalable scheme

The first lockdown put the scheme’s agility to the test, as classroom sessions had to be adapted to maintain course quality. Synchronous teaching became 100% remote thanks to GoogleMeet and sessions were streamlined to concentrate on sharing, hard facts and the human aspect.

The Missions RDCF application thus evolved to supplement synchronous sessions and to provide a successful learner experience despite the context. A number of modules were digitized on the application to limit the number of synchronous sessions, digital certifications were introduced to measure learners’ progress and managers gained access to the application so that everyone could view team statistics.

certification onboarding roche diabetes care france

Certification: “Mission 484: Onboarding 1 Common core”

The specific context even helped us to see that some workshops could be 100% digitized without losing any of the impact or meaning.

A well-received program at all levels

The scheme’s greatest accomplishment is having met 100% of integration needs since the program was implemented at the start of 2020, with a participant satisfaction rate which exceeds expectations: 100% of participants recommend the course and 90% consider it to be their best ever training experience.

But there was also in-house recognition, for the experts and managers involved, who praise the quality of the program, and externally, thanks to the points scored in the Top employer rankings, and the improvement of the employer brand, a factor which helps to attract the best talent.

Best practices for a successful blended project

Build them flexibly: the RDCF application served as the backbone for the scheme and was a central theme throughout the course. Planning also played an important role in the scheme’s success. The various modules were then designed in order to evolve and adapt to constraints. Some became 100% digital and asynchronous during lockdown, while others remained synchronous with digital tools.

Involve all stakeholders: implementing a blended program in which experts and managers have an important role, means involving them from the start of course building and assisting them in their roles (hosting, digitizing, etc.), as well as offering them recognition. It is crucial to co-construct the scheme, which requires a great deal of communication and coordination between all stakeholders.

This article was co-written by Sébastien Grandazzi & Éléonore Grospellier from the Roche Diabetes Care France team and Tiphaine Duchet & Antoine Pezet from Teach on Mars.

Accélérez votre stratégie RSE

Accélérez votre stratégie RSE

Formation et sensibilisation : les deux bras armés de votre politique RSE

La crise sanitaire confronte l’entreprise à de nombreux challenges : humains, économiques, environnementaux… Dans ce contexte mouvant, de plus en plus de représentants des directions appelées RSE prennent la lumière ou la parole ! De quoi parle-t-on exactement ? Effet de mode ou tendance de fond ? Volonté de récupération pour se (re)faire une image de marque ou prise de conscience sincère des enjeux sociétaux qui concernent aussi la sphère de l’entreprise ?

Commençons par un petit quiz, le terme RSE désigne :
1. la Responsabilité Sociale des Entreprises
2. la Responsabilité Sociale et Environnementale
3. la Responsabilité Sociétale des Entreprises

Réponse 3 ! Dans Responsabilité Sociétale des Entreprises il faut entendre la prise en compte par les entreprises, sur la base volontaire, et parfois juridique, des enjeux environnementaux, sociaux, économiques et éthiques dans leurs activités. Vaste programme… Concrètement, cela revient à construire une politique panoramique mêlant les activités purement économiques aux interactions internes (salariés, dirigeants, actionnaires), externes (fournisseurs, clients, partenaires) et au-delà des frontières de l’entreprise (société, environnement…), le tout dans une logique durable !

Le défi est immense, pourquoi les entreprises s’y intéressent de plus en plus et accélèrent leurs initiatives en la matière ?

Les causes sont diverses et variées :

  • il y a tout d’abord une dimension légale : le législateur a inscrit dans la loi des cadres officiels en matière d’environnement et d’éthique et ce n’est qu’un début !
  • certaines n’ont pas attendu cela pour s’engager, par conviction ou intérêt, dans des refontes profondes de leur modèles économiques (exemple des entreprises à mission, B-corp…)
  • d’autres n’ont pas eu le choix : les consommateurs sont devenus très exigeants en matière de respect éthique et environnemental (le bio, le zéro déchet, le local, le respect du producteur, le bilan carbone …), les étiquettes sont passées au crible, les entreprises, marques, enseignes peuvent de moins en moins ignorer cette tendance de fond.
  • enfin, un vent de prise de conscience semble souffler, tant d’ un point de vue individuel que collectif : la question du sens de son action, de son métier, de son utilité dans la société !

Il y a certainement d’autres raisons sociologiques et économiques, nous ne pouvons nous y attarder au sein de cet article mais serons ravis d’en débattre derrière un masque ou un café !

Pourquoi Teach on Mars se saisit du sujet ?

More Learning Moments. Better future.“, tel est le mantra de Teach on Mars. En effet, les martiens de la première heure – et ceux de la dernière aussi – sont intimement persuadés que la formation, le développement des compétences et la généralisation des connaissances sont les moyens les plus efficaces et durables pour changer le monde et le faire progresser. C’est tout le sens de l’association Teach on Earth créée il y a deux ans.

Clients et partenaires Teach on Mars forment aujourd’hui leurs équipes dans la volonté de développer leur capital humain et donc leur entreprise. En complémentarité de ces programmes métier ou de ces dispositifs de développement personnel, le Digital Learning peut être un accélérateur puissant de la sensibilisation des collaborateurs sur les sujets liés à la RSE.

Je réserve un créneau pour accélérer ma stratégie RSE !

Un catalogue riche, inspirant, coloré et engagé !

Teach on Mars compte aujourd’hui de talentueux partenaires de contenu qui ont développé des formations très complètes sur ces sujets. Au sein du catalogue RSE retrouvez de nombreuses formations, disponibles dès à présent dont :

  • des formations qui s’adressent à l’individu citoyen du monde : L’eau un besoin universel qui coule de source, Tri et déchets : devenez l’expert du recyclage, Pollution marine : soyez prêt à intervenir, Les mobilités douces, Se déplacer à vélo…
offre rse teach on mars app ecologie
  • Des formations au coeur des sujets Ressources Humaines : Inclusion : miser sur la diversité, Manager la diversité, Manager le handicap, Recruter sans discriminer, Sexisme au travail : le comprendre pour s’en sortir…
offre rse teach on mars app ressoucres humaines
  • Des formations pour découvrir ou redécouvrir les 17 Objectifs de Développement Durable (ODD) de l’ONU : Pas de pauvreté (ODD1), Bonne santé et bien-être (ODD3), Éducation de qualité (ODD4), Industrie, innovation et infrastructure (ODD9), Consommation et production responsable (ODD12)…
offre rse teach on earth odd

Parce que nous sommes persuadés que nous pouvons mixer notre expertise en matière de formation digitale et nos convictions en matière de Développement Durable nous serions ravis d’en discuter avec vous pour vous présenter plus en détail notre approche et des retours d’expérience concrets.

Je réserve un créneau pour découvrir cette offre et accélérer ma stratégie RSE !
From training ecology to ecological training

From training ecology to ecological training

For the last 10 days I’ve been doing the Ma Petite Planète [My Little Planet] challenge – environmental challenges to do with family and friends. The concept is simple, you gather together some motivated friends, create a team and earn points by making small gestures or bigger sacrifices, depending on your convictions and commitment level.

As the days have gone by, I’ve realized that this experience has several things in common with self-education. Imbued with good intentions and tremendous motivation at the start, I imagined myself doing the challenges one by one and checking all the boxes on the oh-so eco-friendly check-list. However, I was hindered by obstacles comparable to those that prevent me from devouring our Learning Station in one go. Due to a lack of time, lack of willingness and a lack of motivation at times. With my pride wounded and a score that just wasn’t getting off the ground, I did some soul searching which I will very humbly share with you.

 

“For a long time I would go to bed early”

The first lesson is a simple statement: become aware of your relationship with time. Ask family and friends, ask yourself, how many times does the same old story, “I don’t have time”, stop us doing fundamental things? We do have time (I recall a figure I found in our white paper on web series: French people spend on average 15 hours a week watching series) and we decide to allocate it to the different jigsaw pieces which compose our everyday lives.

I’d made my decision, time would be my ally and I would put it to the service of these convictions, or at least for as long as I was working with ‘team Hulot’ [former French Minister of Ecology] (the other team is called Greta).

Statement number 1 – ecology/training – the same battle: “you have to take time”

 

Next comes the realization

It’s a great system because one of the challenges involves calculating the number of planet Earths needed if everyone lived like me. Ashamed of my score and with a wounded eco-ego, (despite my chickens, bike, composter and shampoo bar) doing this turned out to be redeeming and enabled me to determine the most glaring shortcomings of my lifestyle, often covered with semi-conscious waywardness, by my outward signs of green attitude. Accepting your headroom for growth and seeing the tangible benefits, appears to be a precondition for personal ecological transition – just like starting individual training. In other words – and this can help you to retain friends – don’t show off about the subject even if you think you’re doing the right thing!

Statement number 2 – ecology/training – the same battle: “I know that I know nothing”.

 

Simple pleasures

So here I am listing the concrete actions that I haven’t ever gotten around to doing (emptying mail boxes, changing search engine, etc.) or more symbolical actions (marveling at a wild animal or natural scenery), while sharing my small victories with my team who were going all out. Here we can draw two new parallels with training – the satisfaction of taking “baby steps” and the pleasure of sharing them with an encouraging community of people!

Statement number 3 – ecology/training same battle: delighting in personal satisfactions and savoring in shared pleasures (I couldn’t find any well-known quotes; I look forward to hearing your suggestions!)

 

So far, so good…

…but I still haven’t mentioned the downsides…because it’s all very well earning points by buying local seasonal fruit and planting seedlings in the garden, but you can also lose points – by using electrical appliances you could do without like tumble driers and hair driers, by buying food with a scarlet environmental footprint, (it’s not only the map of France which is turning scarlet), by smoking the odd cigarette or by nibbling salami in front of movies via streaming. So, it turns out it’s impossible to radically change your lifestyle (with all the respect I have for our Amish friends) both from a logistical and social point of view. I have to acknowledge my limits while noting the progress I’ve made. This experience couldn’t turn sour simply because I’d set food in a supermarket (to buy a pack of beer because I hadn’t finished reading “Setting up a micro-brewery in your cellar”).
In training too, we always want to go further, to read the expert’s article right to the end, to sign up for the super-interesting conference, to go back to school and write a book…you can’t do everything!

Constat 4 – écologie / formation même combat : on fait ce qu’on peut et c’est déjà super ! Statement number 4 – ecology/training same battle: doing what you can is already great!

 

Where does training fit in with all this?

As luck would have it, one of the challenges involved training! And that’s fortunate because it’s my job and we even have an application dedicated to societal and environmental issues. I therefore greatly enjoyed – proud and happy – the several really well-done programs (in all objectivity) and I urge you to discover and to share the Teach on Earth initiative. The application can be downloaded from stores which offer free training modules and quizzes on all the subjects covered by the UN’s SDGs (Sustainable Development Goals).

Statement number 5 – ecology/training same battle: education is the first step in changing the world 

 

I hope this article has instilled in you the desire to learn and to take small ecological steps; the good news is that the two can go hand-in-hand!
… and above all, don’t tell me you don’t have time 🙂

Lockdown and social distancing: accelerators of digital learning

Lockdown and social distancing: accelerators of digital learning

Clémentine Thenet, Customer Success Manager chez Teach on Mars answers Tiphaine Duchet’s questions and gives us a testimony on the training trends and practices observed over the last few months!

clementine thenet customer success manager

Clémentine Thenet, you’re a Customer Success Manager. Can you tell us about your role at Teach on Mars?

My role and that of my team is to guarantee the success of Teach on Mars customer projects.
By success, we mean:

  • for learners, having an exceptional learning experience that allows them to develop their skills on a daily basis, and the opportunity to integrate a continuous learning routine, or even an addiction to knowledge 🙂
  • for trainers, the possibility of providing their learners with amazing learning experiences by offering entertaining, multimodal and agile training courses
  • for training departments, achieving targets in terms of skills development and massive uptake of pathways and programmes, delivered at the right time
  • for operations, creating value for the company (employee experience, image, financial ROI, sales, etc.)

How has your role changed during this period?

Our role is based on partnership and trust with our customers, and we aim to co-construct solutions with them. This particular period has been especially intense as our customers have had to keep in touch with their employees, take advantage of this time to develop new skills, strengthen existing ones, and perhaps most important of all, prepare for the next phase.
With face-to-face training no longer possible, we’ve given our customers the support they need to transform their existing courses into fully-fledged blended training programs (with synchronous and asynchronous learning opportunities). We’ve also assisted our customers in terms of publishing and content curation, but the standout factor has been the surge in requests for our remote FabLab – providing concrete and operational answers to questions on learning methodology, deployment, communication and technical aspects of our solution.

We’ve therefore provided a lot of support and it’s been immensely satisfying to see how stakeholders who were somewhat hesitant a few months ago have become promoters and producers of highly engaging content!

Which areas have proved most popular?

  1. Operational content:
    There’s been a significant increase in the creation of operational and job-related content. The entire training department chain has really embraced digital learning and mobile learning! Some training programmes that were taking a long time to get finished have been completed during the pandemic.
  2. Personal development content:
    Many customers focused on personal development materials, either in the form of off-the-shelf content (most notably teleworking) or “in-house” CSR, soft skills and digital content.
  3. Increased social marketing
    Our Walls have seen lots of action via sharing and spectacular publishing schedules. Our apps are now key in communicating with employees and have come into their own as fully-functioning pocket coaches. Walls have acted as crucial signposts to other company networks and created a sense of connection. We’re proud of our feedback feature which has worked well with the customers who’ve launched it.
    This new way of using our solution has accelerated marketing of our Discovery offering which allows our customers to boost their publishing schedule via a turnkey offer.

These are the three areas that have proved most popular but generally speaking all areas have seen greater use.

Do you have some figures for us?

Before the pandemic, the Teach on Mars solution already had a high deployment rate of around 60%.
Since then, that deployment rate has increased by some 30%. But what’s even more incredible is the position achieved by mobile learning over the last 3 months (because it didn’t stop when lockdown started to be eased in France on May 11).

Some figures in terms of learner use:

  • Average retention rate: 99% over the last 3 months
  • Frequency of use: 55% of users connect more than 10 times a month (vs 20% before the pandemic)
  • The average basket over the last 6 months is double that seen over the 12 months of 2019
  • Time spent is 2.5 times higher than over the 12 months of 2019.

In terms of transformation of training departments:

  • The number of training courses available has doubled (our partners have been particularly enthusiastic about off-the-shelf content).
  • Blended courses have increased through the use of Live! (doubling for customers with this facility), and the integration of synchronous learning opportunities (via Zoom and Teams) has revolutionised Teach on Mars training courses.

And to end with, could you give us one or two standout success stories?

One of our customers broke all records with their enthusiastic and successful use of Live!, launching more than 100 sessions worldwide over the 3 months of the pandemic. This feature allowed them to continue offering synchronous learning opportunities and to therefore create a team dynamic and a time-specific connection between their teams.

We also saw an amazing sense of community and collaboration between our customers who exchanged content during lockdown, enabling them to offer a wide variety of rewarding training options.

And all this isn’t over of course because the Teach on Mars solution is proving highly popular as firms resume their activities, particularly when it comes to certification of employees so that businesses can be reopened under the safest possible health conditions.

Managers: welcome to the circus!

Managers: welcome to the circus!

Warning: this article contains thumbnail sketches, caricatures, tongue-in-cheek jokes and acrobatic moves likely to offend the sensibilities of certain audiences. You have been warned!

The role of manager

Have you noticed it too? They’ve been saying it for years, and it’s even become something of a cliché in business literature: more than ever, managers are right at the centre of the storm, and their symbolic role in our contemporary economic context says a lot about just what goes on behind the scenes.
Here’s our quick tour of the modern manager’s circus acts…

  • Tightrope walker: keeping everything on track in an increasingly fragmented business environment which favours international expansion one quarter and swears by local the next; knocked from pillar to post by ever-more complex consumption habits with strongly marked but sometimes opposing trends. To sum up, managers walk a taut line between hard discount to maintain growth, and fair trade to prepare for the future and hopefully save the planet…
  • Contortionist: project-driven organisation, inside a matrix org chart, with agile methods, lean management: models come and go, complement each other, overlap with each new round of reorganisation. As cornerstones of the work structure, managers are often required to do a crazy straddle between yesterday’s change-resistant processes, those of tomorrow with high expectations of innovation, and those that have to be complied with today in order to do the right thing…
  • Clown: let’s not be afraid to say it. Practical jokes and tricks in their pockets at all times to amuse the crowds are a minimum requirement to remobilise the troops in these chaotic environments, chin up alongside colleagues who are jumping through flaming hoops… inevitably followed by a sad Pierrot mask on certain “without” days when the reality of topsy-turvy organisations gets them down and conflicting orders are just too much to take.
  • Juggler: emptying inboxes, working through emails, snatching breaks where they can, running from one conference call to the next, tapping on Twitter, liking on LinkedIn and trying at least from time to time to share an interesting article, and at best to write a brilliant success story while their smartphone screen comes down with chickenpox and a plethora of red notification spots…
  • Tamer of wild beasts: let’s face it, all of these roles are often shared with other players in the organisation; you don’t need a manager label to experience them. However, the big difference that ramps up the intensity of these circus acts is that you have to look good, explain, justify, be a supporter of the organisation, and a communication channel for strategy. And all this in relation to teams that are fluid and constantly changing, engaged or disillusioned, and tamed or wild!
  • Human relations magician: as the role of managers is first and foremost leadership and assisting the development of their teams. Regardless of the acrobatics involved, they have to keep their finger on the pulse: refocus teams without demotivating them, be present without being oppressive, encourage without mothering, champion independence without disappearing, and join in work socials without slipping up.
  • and and and, of course and last but not least, their role as Mr or Ms Loyal: an expert in their subject, knowing the job like the back of their hand, and offering insightful analysis of current trends.

So you can imagine that when it comes to taking time for training, managers have a quiet chuckle in their caravans. AND YET are they not THE very people the organisation needs to be on top of the expertise required by their profession, aware of management trends, and clear on legal rules?

Rethinking the manager training offer

At Teach on Mars, we don’t believe in conjurers pulling rabbits out of hats: we are committed to helping each employee and every manager to be more efficient in their work and to find fulfilment both in their daily professional duties and in their more personal aspirations. And this is how:

  • Instantly and easily access targeted content that’s short and snappy and perfectly matches my role and my everyday operational concerns.
  • Learn more about the subjects that inspire me, broaden my thinking, get engrossed in reading a stimulating feature article which nourishes me intellectually and makes me calmer by taking a break from the whirlwind of the big top (content curationLearning Station offer)
  • Rediscover my professional communities: other managers in my company, other experts in my profession, share best practices with them, use cases, technology watch, etc. Seek feedback, problem-solving options and advice from them.
  • Monitor training of my teams, have concrete factual elements at my disposal to encourage the development of every employee, and coordinate upskilling. Setting a managerial example when it comes to training means having the ability to free up time to learn, but also devoting the time to identifying and analysing the impact training has on one’s teams.

The Teach on Mars application has been developed in line with this continuous improvement ethos, allowing adaptation to the pace and needs of everyone, not in order to change the surrounding circus but to help each manager juggle between their different acts on a daily basis, and, why not, take pleasure in them?

Manager: get your head out of that lion’s mouth, and aim for the stars!

And ladies and gentlemen, as the applause rings out, we wish you a wonderful day!