BCG Digital Ventures’ collaborative Learning at Work Week promoted a new learning initiative and contributed to the success and development of DV’s employee experience and human experience goals.  

Following the company’s CEO’s announcement to partners encouraging engagement in 5 days of learning hours, the L&D team used Learning at Work Week to extend this to all employees. The company has also launched new core competencies. Learning at Work Week was seen as an opportunity to provide DV colleagues with new technologies and bite-size accessible sessions aligned to these, as well as raise awareness of the wider L&D offer and enhance the company’s learning culture. 

 

The team worked with different partners to create a successful week. The leadership team helped them to align the week to business priorities, the operations team supported the event development and the design team ran an ideation session, which identified objectives, content and format for the week. DV’s internal communication design team created artwork. Nearly all of DV’s current training partners took up the invitation to take part and new suppliers offered free demonstrations. This collaboration ensured that Learning at Work Week was truly a cross-organisation effort and not just an L&D initiative. 

Learning at Work Week activities were offered to all colleagues and delivered by external trainers and employees themselves. Colleagues were supported to take ownership of their learning and develop their creative and facilitation skills. There were bite-size learning sessions so anyone could attend even when limited by time. The topics were broad and diverse enough to interest everyone and were made optional to encourage learner-directed activities.  

 

Sessions on offer included ‘using strengths in a team setting’, ‘how to utilise your learning on your venture’ with BCG LAB experts, ‘an introduction to LinkedIn’ and ‘amplifying your pitching skills’. To develop leadership competencies colleagues could take part in sessions to identify their leadership potential and learn how to create a leadership culture that encourages  entrepreneurship, creativity and devolved problem solving. Colleagues could boost their presentation skills and practice their pitches with virtual reality. 

The week was promoted using branded communications and benefit messages including through Company Time attended by all employees, a launch email and follow up emails, which highlighted core competencies and how to develop them with resources and activities. The week’s agenda was displayed on office screens and Slack was used to communicate and encourage sharing about each activity. An open area hosted the L&D Fair which showcased learning and development at DV and Learning at Work Week sessions. QR codes linked to the event pages were used around the office to enable colleagues to access information quickly and easily. After each activity, participants were invited to give feedback on a whiteboard or online questionnaire.  

The team wanted to raise awareness of the different L&D opportunities already available, create appetite for new ones but also give opportunities for people to learn in practical workshops. At the L&D Fair people used the library space to borrow books, with participants giving suggestions to buy new books.

Employees have a greater understanding of what’s on offer and how they can progress within their career and the company. The DV core competencies launched in January this year have been given more visibility through the week. The business and people are now more aware of how L&D can support their career progression and how their individual contribution impacts business success