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Port Stephen's Council on their Award Winning HRS Implementation

Port Stephen's Council on their Award Winning HRS Implementation

Recently at HR Tech Fest in Melbourne, we hosted a series of podcasts live, and caught up with a client of ours, Melissa Rodway, HR Manager at Port Stephen's Council. They have recently won a stack of awards for their implementation of their HRS programme and have been around the conference circuit talking and it.

Port Stephen’s Council is very proud of it says Melissa. It's a fabulous story, and we have been able to receive a few accolades in our industry which has been great. Who would have thought we would have won a technology award! We certainly didn't think we'd be in that space five years ago.

What were 2 or 3 things that have made it a success for you? How did you end up where you are now, what's made the difference?

The first thing would be implementing Australian business excellence framework as the way that we do business. The organisation really helped us to understand our people and our processes and the way that we do business. The second thing is around the preparation and taking our time to really understand what we needed. When we started out, what we actually thought we wanted wasn't actually what we needed in the end. That preparation was really the key. Thirdly it was having the right people in our team to be able to fulfil that project and get the business to where it is today, it was really important to have key players as part of that process.

It was all about preparation, getting our business process sorted in order to allow for a successful implementation and documenting all of those processes and identifying those accompanying guides. This took us 12 months. It wasn't something we just did overnight, it was something that we had to implement as part of our day to day operations and find the time to do it.

Future Knowledge was involved in the implementation of part of Cornerstone OnDemand and we had a great experience working with the Port Stephen’s Council team on this project.

Daniel (Future Knowledge Consultant) shares that the team was really good to work with because they were very receptive to changing ideas, very innovative. So if you came up with bit of a radical approach to a problem that they had, they weren't too concerned to go down that path. They were willing to try it out and give things a go, and I think that's part of their success that they just really worked well with us as a team.

Melissa talks about how we also had teams spread across Sydney and Melbourne. Varying locations are not always the easiest to work around however we were able to make the remote working model work really well. Everybody was dedicated and committed to that process, and we had buy in and commitment up front from the senior leadership team and also the people that were involved in that project to say that if we're going to make this work, then we need to make sure that we're available every week to speak to our partners in Future Knowledge to make sure that we're able to troubleshoot any issues and talk about any of those radical changes that we're able to implement.

Now 18 months down the track, the honeymoon period is over and the implementation buzz has happened. We're starting to repeat things and also refine them too. We’ve got a much better handle on the system and the way that it's being implemented and used in the organisation, I know I'll be able to sit back and go, "Oh okay, that works really great, but how about if we try this, or something different moving forward to make life a little bit easier for our managers." We're certainly going through that second cycle and being able to make improvements moving forward.

Melissa, have you seen any benefits down the track that maybe you weren't expecting?

I wasn’t sure if everyone would have buy in, I've got such a diverse workforce. We've got lots of professional positions at the council but then we've got lots of operational positions as well that don't typically have access to computers on a day to day basis. So ownership from them has been a nice surprise, about coming in and spending the time, about using the system and trying to make their day to day lives a little bit easier. We hoped for the best, but they are actually using it and really enjoying it, so it's great.

That's excellent to see there was a good result for the users, but how about HR's? Is there a perception of HR change, do people look at you guys like you're the innovators now almost like you're the apple of your place?

It would be nice to think that everybody thinks of us like that, probably not. But we've probably got a lot of respect from the senior leadership team and our executives around those business improvements that we've been able to make. We've delivered on our promises and are being able to prove to them the results we said we would be able to achieve up front. That has certainly been a really positive impact on the organisation.

And what’s outstanding is that you’ve already achieved your internal investment payback period. Most organisations would be looking at a 3 to 5 year payback period, this makes you a market leader in our opinion.

Yes, we have done it in 18 months. It was such a cumbersome, manual, ad hoc, hodge podge approach to how we did our business before that it's changed our whole world, it's been fabulous.

In terms of user adoption, how do you measure whether people are using your product or not? How do you know whether it's been adopted?

Part of our performance management process is that all users have to have what we call an individual work and development plan. We don't use the performance review type terminology. So every individual in the organisation has to have an individual work and development plan in place which is like their work plan for a 12 month period. And then we measure their success and how well they're tracking every 6 months and 12 months. So every user has to come in contact with the system at some point through that process. It also has the learning and development needs that feed into that process as well. So everybody has to take ownership around their learning and also that review process.

And we know that managers form such a critical part of the conversation around development and performance. How are your frontline leaders finding using this tool to help with that conversation?

We’ve moved to a higher level of accountability models, so I think that it's helping them to keep them honest. It adds that layer of transparency. If we know that somebody's not performing but their reviews are coming back to say that they’re outstanding then we can start to have some of those conversations with what's happened to that authentic conversation. So I think that it definitely adds a layer of transparency, which means that they're having to have those authentic conversations with their staff. And because it just isn't about their behaviours or their performances, it's actually about what they're achieving in their work plans. I think that also aids in them being able to have those real discussions with the staff.

You've implemented four modules of Cornerstone OnDemand. Performance, learning, succession, connect. So you've been about with a unified talent management suite, are you thinking of looking at other parts of it?

Yes, we've already commenced those discussions that will obviously be reliant on funding for the organisation but we'd love to be able to implement the recruitment at the on-boarding modules as the next step for us in our organisation so that we've got that whole suite of programmes that's totally reliant on Cornerstone.

And that decision to go ‘suite over best’ you could have ended up in a position where you went out and bought a learning tool, and a succession tool, and a recruitment tool. You could have ended up with 5 or 7 or whatever, and at this point in time you've ended up with 1 vendor. Was that a hard decision to come to?

Well actually, we've got well, emulation to that talent space we've got one, but we do have a separate vendor for the recruitment. But I think it was more around the business need. So as long as we're achieving what we set out to do, and given that Cornerstone has been able to provide us with a whole suite in relation to that talent management that links and is relevant and produces results, that was really key for us.

It’s a strong value proposition isn't it?

Most definitely. And that partnering and relationship was imperative as part of that whole process.

Thank you Melissa for sharing this great story of success around HRS at Port Stephen's Council.

Listen to other great conversations on our podcast here.

How Atlassian attracts the best talent with high touch candidate experiences

How Atlassian attracts the best talent with high touch candidate experiences

Atlassian is one of Sydney’s greatest success stories to date. An enterprise software company that develops products for software developers, project managers, and content management, best known for its issue tracking application, Jira. Atlassian is also well known for its quirky and down to earth style and has been named as Australia’s Best Employer.

Since its conception in 2002, Atlassian has grown to serve over 60,000 customers globally, including 85 of the Fortune 100, and many million users worldwide. 

Recently at HR Tech Fest in Melbourne, we hosted a series of podcasts live, and caught up with Caitriona Staunton, Head of Recruitment at Atlassian. We were interested to find out how Atlassian manages to attract the very best talent and how they create high touch candidate experiences in their recruiting strategy.
 

Embed company values into the hiring experience.

One of the key takeaways was to think beyond the individual, think beyond the candidate that you're interviewing and think about everyone that's impacted by the candidates’ decision to join your company. Atlassian always try to think about the full picture, including the partner and family.

But despite their strong brand presence with engineering talent in Australia, Atlassian doesn’t just hire engineers.  When they look at all the different geographies around the world that they hire from, they are a bit more of a developing brand, particularly amongst the designer and product manager skillsets, so they need to work a bit harder on this. 

This is compounded by the fact that the technology industry today is full of great people who work in the industry who have endless options available to them when it comes to their next employer, so it’s important to never getting complacent.

"We never let ourselves forget that there are lots of awesome employers out there and great people want to work for them, so despite Atlassian’s strong brand presence, we need to work pretty hard to attract people too."


So what’s the secret to finding exceptional employees?

Regardless of what skill set they’re looking for, Atlassian wants to find people that will resonate with their company values. Atlassian places huge importance on their company values and they’re very confident that they are the secret sauce to finding great employees. For every single candidate that they hire into the company, they make sure that they have a dedicated interview based solely on the candidate’s suitability to Atassian’s values. This is the one thing that really drives quality across every discipline they hire for.

 
5 core values that guide Atlassian’s business  

Open company, no BS / Build with heart & balance / Don’t #@!% the Customer / Play, as a team / Be the change you seek.

They were created way back when the two CEO's posed a challenge to a group of employees: ‘You are going to Mars, you're going to create a brand new society there, which colleagues will you bring and what characteristics will those employees share.?”
They came up with 5 values that were essentially an affirmation of what the company was already living and breathing. To this day, these values have never changed. 
 

Company culture should evolve and change with every new person brought on board, but a company’s values should remain true.

The original idea was that no matter how big they got, they would ensure that these values held true. This is a real testament to what Atlassian has done from the very early days. Everyone who has come in has had to take forward and infuse their own DNA and create an ongoing culture. When you go from 5 people to 2000 globally, and you’re able to retain consistency with culture and respect the same values, it’s a real testament to the strength of Atlassian’s vision in the first place. 
 

How do you keep the values at the forefront?

Caitriona believes that the dedicated interview helps. And from the first day the employee starts at Atlassian, they spend a lot of time ensuring that everyone really understands the core of those values and what they mean. Employees also talk about these values a lot, they have fostered a blogging culture internally where employees blog about what they’re thinking and engage in open debates.

People challenge and debate the values of how they work together, and there is collaboration going on which is quite outstanding. That's a sign of a very healthy culture. Toxic cultures result in people going at each other rather than being able to critique and ensure that people are lifting themselves. 

Atlassian also has a pure awards system which is called Kudos. The idea is to empower employees to decide who they should reward, and for what. Rather than requiring a manager sign off for who you can give a Kudos voucher to, employees can directly reward a colleague. Atlassian allow employees to make that decision themselves and interestingly it is self-policed. As a result, Atlassian has rarely had to step in and get too involved. That is a really strong sign of a good culture.
 

Does Atlassian talk about these things when they go out hunting for talent?

100%. It starts with recruitment where they really spend the time to get to know their target audience and to understand what they care about. It would be really easy to put their cool office spaces and parks at the centre of their advertising, but that’s not what they default to. 
 

The 3 things that matter most to Atlassian candidates are:

1.    company culture and values
2.    the people that they're working with
3.    their ability to have impact on the world. 

Knowing this about their candidates, they choose to put these drivers at the forefront of their branding, their advertising and their entire candidate experience from when they first reach out to a candidate, all the way through to when the candidate starts with them. 

"It’s about taking culture and values and making sure its front and centre of what we do."
 

What channels do Atlassian use for finding these people?

•    Referrals play a key role. As Atlassian’s employees love working there, they are very quick to refer great people who are well aligned to Atlassian’s values.
•    Highly targeted advertising to the audience they want vs trying to attract as many people as possible to apply. 
•    Big budget and highly creative campaigns which they have become known for. These are usually used when they’re trying to break into a new market with new talent pools but where their brand is still developing.
 

Recruitment is marketing and the organisations that get that are the ones that are really starting to thrive in attracting quality candidates. 

A lot of organisations see recruitment as a process, i.e. ‘I’ve got a vacancy, and I go through a process of sourcing and hiring’. But Atlassian’s vision is different, their recruitment team see themselves as product marketers. What’s also different is that it’s all about getting that message out to their audience. They don’t have a sales team, rather it's a unique concept of enterprise software. So their recruiters really are their only sales people.
 

New technology is on the cusp of being launched to give high touch candidate experiences

One of Atlassian’s challenges is that they have candidates all around the world, yet one of their recruiters most effective tools is giving candidates an office tour to show them all of the awesome spaces and the people they would work with. So they are about to leverage new technology to be able to give that same experience to candidates, regardless of where they are, in the form of a virtual reality office tour. 

Candidates can choose their own adventure as they walk through the office, for example ask employees about how they build products or explore daily rituals, perks and of course their values. It’s about using technology to bring the office to candidates all over the world, giving a sense of what life would be like at Atlassian and what their view from their desk looks like.

Thanks to Caitriona for sharing this great journey of talent expedition at Atlassian. Listen to other great conversations on our podcast here.

Are you making the most of the power of video?

Are you making the most of the power of video?

A 1 minute video is worth 1.8 million words

Whether you're marketing a new learning offering, encouraging social learning or you need to explain a complex new process, there are a number of ways using video can help.

Video is here to stay and has many useful and proven applications. Optimising how you use video to connect with your employees through Cornerstone is an important step to keeping your users engaged and providing fresh and innovative content.
 
Join Claudia Wentworth & Daniel Basile, Consultants at Future Knowledge, in this 30 minute masterclass webinar which introduces what makes video great and how you can get creative and keep things interesting for your employees, including:
-Why video works
-The many types of video
-What makes a video appealing & engaging
-Using videos in Cornerstone

HR Technology: What lies ahead?

HR Technology: What lies ahead?

We often have the opportunity to meet and discuss with a variety of people from university professors to business thinkers, futurists and analysts in our space and it’s very exciting to see how workforces are going to interact in this digital world that is upon us. Here are some of the megatrends.

 

Addressing the megatrends: think futurist.

Bring your own Data

This will be a big shift over the next 5-10 years. Currently we build HR and payroll systems to record and keep a masterfile of employees and it is very much owned by the organisation and lives as a single frame of reference around your time with an organisation. 

“There is definitely going to be an increasing movement towards the ownership of data going to employees and candidates themselves." David Guazzarotto, CEO of FK

It’s a bit like where Linkedin is today. It will be the standard of what we are looking at in terms of employees profiles and master files. There will be a time not too distant where employees will bring their own master files. They will plug that into your HRS and you will take what you need in your organisation’s context, and you will add to it so that things you provide the employee such as L&D experiences and performance reviews will form a part of not just the file for their time spent with the organisation, but inputs into a dataset that the employee will take elsewhere.

A point we’ve heard numerous analysts talk about is that organisations are very much behind the eight ball already, and that there are third parties like LinkedIn that know more about your employees than you right now. The industry has a lot of work to do to think this through and take a leap forward.

Robots are coming

Yes, Robots ARE coming. Automation is continuing to impact work at all number of levels. And we’re not just seeing that in the obvious places. People think of robots as taking over unskilled jobs on manufacturing lines, but increasingly we are seeing automation of jobs that are higher value and the domain of more highly educated people. Even in fields like customer service where now we can see artificial intelligence like IBMs ‘Watson’ (a question answering platform) that can come into play and actually solve problems for people using artificial intelligence without the intellect, training and experience of an individual human being. That is scary stuff but it also brings opportunity for us to look at our organisation structures, how we define the work and how we start to break down the hierarchical models that are perhaps a bit stuck in a previous industrial age.

We are seeing this particularly with starts up that grow quite quickly, and tend not to have these hierarchical organisational structures that evolve. They tend to become networks of teams centered around a specific collaborative construct that deliver outcomes on a project by project basis.

There is plenty of debate to be had around this topic but this is increasingly a mega trend that if we put our heads in the sand, the opportunity will be missed to take advantage and steer our organisations through the change that is required to support it. 

We attended: HR Tech Fest in Sydney

We attended: HR Tech Fest in Sydney

HR-Tech-X-logo.png

The FK team are back from attending the HR Tech X conference held at the Australian Technology Park on 27th and 28th November. With two conferences running alongside each other (Learning@Work and HR Tech X), they found a wide range of topics up for discussion ranging from bring your own learning (BYOL), the emotional workforce, the learning ecosystem and enabling change.  

Learning@Work Conference

One speaker who stood out for Cristina Herrera (Learning Consultant at Future Knowledge) was Laura Overton (Managing Director of Towards Maturity, a business transformation and learning innovation company) who very ingeniously stated that ‘Learning is like a fit bit’. Here is what Cristina learnt:

Activity tracking is a craze taking the world by storm, whether they choose to run, walk or skip, every step is proudly acknowledged. Like the fit bit, our L&D teams can leverage many of the same motivators born out of this device

  1. Empower users to be better informed by giving access to meaningful data
  2. Encourage accountability for success
  3. Gamify the experience to make it fun
  4. Encourage social collaboration and personal connections so achievements can be shared
  5. Reward, without the need for monetary offers

When people look at the data their fitbit has recorded, they feel more informed. They feel proud of their achievements and it motivates them to keep going.

So why not start recording the information that matters to our employees so they can feel heard and acknowledged and wake up the next day ready to invest more of their efforts into a company that listens?

In this digital and fast paced world, people have learnt to get the information they need to allow themselves to learn. Whether it be reading articles, attending face to face courses, joining workshops or completing moocs via courser, delving into Wikipedia, or any other online or offline knowledge provider.

But do they have a supportive framework such as the fit bit to capture, collate and acknowledge our learning across these modalities?

The short answer - no.

The long answer – most organisations don’t understand the organic nature of learning taking place outside of its walls and the huge benefits that learning can generate, if only they could capture all of this. Knowledge is power.

What does the ideal fit bit-like L&D framework look like?

  • -Be proactive in understanding how staff are doing their jobs
  • -Understand what they value; get to know your employees, their strengths, weaknesses, motivation and desires.
  • -Get to know them demographically; where they live, do they drive, train or walk to work.
  • -Understand the skills they bring to the table
  • -Find an easy way for employees to provide and update this information, technology can play a big role here

By understanding all of this, you can get a grasp of how you can involve them in designing learning and development programs that leverage their skills and feeds their desires.

In summary, the essence of the talk was to be innovative and proactive in looking at the successful frameworks which exists outside of the companies walls and asking yourself how you leverage these to engage your staff in the way they want to be engaged.  It is the duty of L&D professionals to be innovators, not for our companies but for our people. Joggers will keep jogging and our hoppers will keep hopping, but will you be the fit bit of today?

 

HR Tech X Conference

One topic which hit home for Anthony Bickerstaff (Senior Technology Consultant at Future Knowledge) was ‘The fine line between change enablement and change avoidance’ which Amy Poynton, Global Lead of HR Transformation at Rio Tinto discussed. Anthony shares his story about what he learnt:

You’re in project land, meeting with stakeholders – trying to help them make a decision so that the business can make a change.

You’re told ‘we need more detail about how all the features work together’. So you give more detail and they realise it’s too much and say, ‘this is too much detail we need a high level overview’.  So again, you give them what they want.  Wash, rinse, repeat. But they delay and the decision never gets made.

You think you’re enabling them to make a change, but you’re not – you’re actually helping them avoid the change.

When you meet with your stakeholders to discuss decisions, you may find that no matter what you try it’s hard to get them to make that decision. But why is that? You think you’ve given them what they need – the design choices, the implications, the nuances. Sometimes, they aren’t ready to make a change. Other times they don’t have enough information or maybe even too much.

What IS happening is that they are avoiding the change, and it’s critical to find out why. What you realise is that you’ve been giving them what they want, which means you still need to figure out what they need.

And that right there is the hard part. They keep telling you what they think they ‘need’, yet how can you find out what your stakeholders actually need in order to make a decision?

Try asking: ‘What do you need in order to make a decision right now?’

  • If they know what they need, then great! Find out how to get it for them and move on.
  • If they don’t know what they need, then work with them to find out what their criteria are for deciding – and hold them to it.

You may find that they need the advice from another stakeholder, or that their business requirements are not clear on the decision they are trying to make.

If you’re smart, try finding out what your stakeholders need to make decisions early on in a project and make sure to remind them of this. This way you can save time when it comes to decision making.

So next time you’re in project land, and your stakeholders can’t seem to make a decision, try to figure out what they need in order to make a decision. This can help you move from change avoidance, to change enablement.

Stepping into the talent management cloud: HR takes the driver's seat

Stepping into the talent management cloud: HR takes the driver's seat

Cloud software has changed the way we implement HR technology. HR is no longer a passenger along for the ride.


Every HR team has been there – a problem exists that technology should be able to solve, it doesn’t look very complicated, let’s just go out and buy the solution. Actually every consumer has been there too, most of us own some technology that looked simple enough but ended up being harder than we expected. Dads love gadgets, like the universal TV remote gifted to us on Father’s Day, often found hiding in a box in the garage after giving up trying to make it drive all of our devices in our living room. How about the trusty old Navman navigation unit, which we proclaimed is no longer needed in favour of our smartphone? – Yet only 41%* of us use maps on our smartphones. We find ourselves in a world where technology is cheap and our options are limitless – so we buy, try, and then move on.

What about technology in the workplace – do we experience the Navman effect?
Technology implementation has typically been a slow moving beast, for example how many people are still using Windows XP in the workplace (released in 2001), or Windows 7 (released in 2009 – 6 years old already)?  This is for good reason, upgrading an operating system has risk written all over it. Usually it would take years to select, plan, implement and embed technology, often resulting in needs changing before the solution arrives. Cloud Software as a Service (SaaS) HR solutions have flipped this on its head. If you do a quick Google search for “task management tools”, you get a list of cloud tools that are ready to go, such as Trello which you can grab a free 30 day trial of and you’re up and running managing your kanban task list in minutes without any software install. We have moved to a world of DIY configuration where it’s all about a quick setup to get up and running, and regular releases of new features.

Technology has traditionally been the domain of IT teams. But this is changing.
Availability of cloud HR solutions have suddenly shifted the focus from technical to functional – from IT to HR. HR have shifted from changing the technology to changing the business – configure instead of customise. Cloud HR projects are more about configuring your business processes and standard integrations, and are less about infrastructure, writing code, and large amounts of testing.
          ‘HR now plays a larger role in technology projects, it’s becoming common place to see HR managers in the driver’s seat.’

Was HR prepared for this shift?
Not at all. From years of drawn out IT programs, we’ve become conditioned to “technology takes time”, and “there’s lots of stakeholders on this project, everything can’t be delivered at once”. Now that there is greater choice and flexibility in the market for HR solutions, HR teams are on the war path to establish a measureable business need to buy and implement cloud HR tools themselves, and IT have become the technical stream on a project. The old rules are out the window, the new rules speak to rapid implementation with constant iterations coming every few months. HR have realised that they need to fight for budgets from CFOs, run their own selection programs, choose how and when to implement, and lead the project too. Then there’s life after implementation, the role of HR is changing too now that HR technology is becoming so widely available to organisations of all sizes.
          ‘If your job description doesn’t include leveraging HR technology for strategic decision making – it will soon.’

How is HR responding to these new expectations?
HR managers deliver some of the most successful projects often as a result of their robust relationships with the business and their deep domain knowledge. Ask an HR manager to put together a leadership development program, or a Wellbeing awareness event – and they will deliver time and time again. It’s their sweet spot, and for good reason, it’s where their experience hails from.

Tackling an IT project in the same way can lead to underestimating some of the challenges you will face:

  • Is technology the right solution, what type of technology do I need, what’s the vendor’s experience in my market?
  • How long does it really take to review and improve a business process?
  • How many people do you need to involve, from what areas of the business, how much time will they need to give up?
  • How will I know if we can actually deliver on the plan?
  • How much testing is enough or too much?
  • Are all of our requirements must haves? At what cost?

Then there’s the unexpected…
IT projects tend to be magnets for scope creep, and can often suffer from iceberg thinking – not doing enough digging to see the full picture. HR teams tend to prefer a light touch (as they often have their day job to manage as well), which results in entire governance layers disappearing – think less project boards, less change control processes, limited project plans with constantly moving dates. There continues to be risk in a cloud project, but it can often arise in different places as a result of the pace of the project.

How do we ensure we get it right?
Interestingly, the basic principles are still the same for the old world and the new world, you just go about them differently.

  1. Know the problem you’re trying to solve: Go exploring, talk to people, look at stats, challenge your thinking – get the problem definition clear.
  2. Set your high level plan, with enough detail to get started: In almost all projects, you will uncover something unexpected and will need to adapt. Be prepared to change the approach.
  3. Get the right players on your team: Find out who stands to gain or lose if you go ahead with your project, they need to have a role somewhere. Get some A players – you don’t need a full team of them, but you need 1 or 2 to lift the game of others.
  4. Get help from industry experts: Think of this like a personal trainer, you need them to plan your training program, keep you motivated and check in to make sure it’s working.

Future Knowledge accelerates user adoption with new services for Oracle UPK

Future Knowledge accelerates user adoption with new services for Oracle UPK

Future Knowledge, the leading technology adoption consultancy in Australia and New Zealand, today launched a range of packaged consulting services targeted at customers that have licensed Oracle User Productivity Kit (UPK).  These customers typically do not achieve strong return on their investment in the UPK platform for a number of reasons. we are looking to address this challenge by offering a range of specialised packaged services leveraging our experience in UPK of over ten years.  Choose from the following six service offerings depending on where you are at in the UPK investment cycle.

UPK Products
UPK Products
Oracle UPK Gold Partner
Oracle UPK Gold Partner

Oracle’s UPK toolset is a comprehensive User Adoption platform that enables you to create and deploy online system training, support material, process documentation and online help. In most cases UPK is deployed to solve the user adoption challenges of new system implementations or upgrades, in particular, alongside large process-centric business systems roll-outs. Organisations that are most successful in using the platform continue to update and maintain material as processes and systems evolve over time.

Future Knowledge is Australia’s leading and most experienced UPK specialist. They have helped over sixty-five UPK customers in Australia and New Zealand define a strategy for UPK, install UPK and build and coach teams to develop high quality learning and support material.

“Our most successful customers are the ones who look at UPK as a long term platform for training and user support. They treat UPK as an asset and like any other asset they continuously maintain it to keep it operating at full capacity,” said Future Knowledge MD, Michael Guazzarotto.

“UPK customers who want help, tend to fall into three categories: one, they used UPK for an initial project and want to reignite the platform; two, they are active UPK users and need some dedicated expertise to get the most out of the platform; and three, the customer has purchased UPK and they are not sure where to start.”

Having a user adoption platform like UPK is a huge advantage for customers given the current trend of accelerated implementations and the ongoing enhancement of systems and processes that need to be communicated to end users.  The rapid transition from on-premises ERP systems to cloud-based business application is driving greater importance on the need to effectively engage and inform end users to drive technology adoption.

Interested in finding out more... contact Michael Guazzarotto.

The multi-generational learning challenge

The multi-generational learning challenge

We regularly encounter the need to develop training programs that appeal to multi-generational audiences. With the influx of the Millennials into the workforce and older generations remaining at work for longer, it’s becoming more important for learning programs to cater to a wider variety of learner needs. One size does not fit all. How do we make sure our programs don’t alienate a segment of our audience while pandering to another? More than ever before, understanding different needs and providing options to empower learners is the key.

We recognise that the concept of generations is an act of generalising; just because I was born in a certain year doesn’t mean I will have a particular learning style. But that’s ok – what it reinforces is our age-old need to cater to a variety of different learning styles in everything we do.

So you want to learn how to use our new system? No problem. How would you like that learning?

We are not only increasingly offering a blended learning solution, but a menu of training delivery options too. For example:

Peer-to-peer learning through forums, wikis and resource centres – where the Millennials can show of their tech dexterity and learn collaboratively

Self-directed eLearning – to cater to the independent, self-motivating Generation X

Drop-in centres (loosely structured face-to-face sessions) – where the Baby Boomers can get tailored attention one-on-one or in small groups

This isn’t to say that the number one contributor to your online learning forum wasn’t once a screaming Beatles fan. Or that your drop-in centres won’t be dominated by Beyoncé buffs. But all learners will have an option that helps them gain knowledge in the way they feel comfortable.