Microsoft Teams ontmoet Lepaya: 3 voordelen om het leertraject te optimaliseren
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De populariteit van Microsoft Teams groeide exponentieel in 2020, waarbij het aantal dagelijkse actieve gebruikers steeg van 12 miljoen begin maart naar 44 miljoen slechts een week later. In oktober 2020 maakten wereldwijd maar liefst 115 miljoen mensen gebruik van Microsoft Teams, een aantal dat nog steeds groeiend exponentieel. Daarom besloot Lepaya hier gebruik van te maken en de leerervaring van onze trainingen uit te breiden via Microsoft Teams. In deze blog lees je alles over de nieuwste integratie tussen Lepaya en Microsoft Teams.
Lepaya en Microsoft Teams
Omdat we geloven in het creëren van een impactvol leertraject voor onze leerlingen, zien we de integratie met Microsoft Teams als het juiste antwoord om dat mogelijk te maken. Omdat professionals Teams al gebruiken voor hun dagelijkse werk, is het een logische plek om werknemers te zijn en te motiveren in hun trainingsprogramma. Zo formuleerde en testte het Lepaya-productteam de hypothese: „Hoe dichter we bij de leerling zijn in hun normale werkstroom, hoe groter de betrokkenheid bij de inhoud en dus vergroten we de impact”.
Het doel van de integratie van Lepaya met Microsoft Teams is om uw medewerkers trainingen mogelijk te maken die impact hebben en gemakkelijker kunnen worden gevolgd. Dit heeft de volgende voordelen:
- Met deze integratie kunnen leerlingen virtuele trainingen volgen binnen de Microsoft Teams-interface. De virtuele trainingen van Lepaya worden door acteurs en trainers live en rechtstreeks aan leerlingen gegeven. Op deze manier geven we uw medewerkers een toegankelijke trainingservaring die volledig is geïntegreerd in hun natuurlijke werkstroom. Door leerlingen via hun werkplatform onder te dompelen in training, verwachten we dat hun betrokkenheid zal toenemen en tegelijkertijd een gemakkelijkere gebruikerservaring zal creëren.
- Leerlingen gebruiken e-learningcontent (bij Lepaya noemen we dit „Learning bites”) op het Microsoft-platform en kunnen communiceren met hun leergroep. Met een geïntegreerde en interactieve vorm van leren zullen uw medewerkers elkaar motiveren door middel van hun trainingen, hun ervaringen delen en een band opbouwen. Niet alleen zullen uw medewerkers samen vaardigheden ontwikkelen, maar ze zullen ook nog meer trainingsvaardigheden verwerven met behulp van deze leermethode, wat zorgt voor een steilere leercurve. Uw werknemers zullen zich goed uitgerust voelen met de powervaardigheden die ze nodig hebben om te presteren, en meer impact hebben in hun rol, wat leidt tot een hogere productiviteit en gelukkigere werknemers.
- Met de integratie van onze trainingen en e-learningcontent hoeven uw medewerkers niet langer meerdere externe applicaties te downloaden en zich hiervoor aan te melden om hun trainingen te voltooien. De integratie van Lepaya met Teams maakt het niet meer nodig om de werkomgeving te verlaten om de training te voltooien en maakt de leerervaring aantrekkelijk en eenvoudig voor uw werknemers.
Als je meer wilt weten over onze trainingen of Microsoft Teams-integraties, neem dan zeker neem contact op!
We bieden een schaalbare oplossing voor de opleiding van werknemers. Hiermee kun je je mensen continu bijscholen.
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Jeroen Kraaijenbrink: How organizations can overcome the honesty gap
Senior leadership and boardroom teams invest heavily in commercial strategies to win market shares. Yet the most important and honest information driving strategy circulates in teams underneath, never making it to the table where decisions are made.Jeroen Kraaijenbrink, Executive Coach and Strategy Consultant at Kraaijenbrink Advisory, has spent years working on what he calls the honesty gap. We sat down with him to understand what the honesty gap actually is, where it lives in organizations, and why fixing it requires a leadership shift.How do you define the honesty gap?There's a narrow definition and a broad one. The broad one is: we have created organizations and systems where it's barely possible to be honest to yourself, about yourself, and honest to other people.Honesty isn't just lying. It's integrity, being authentically connected to other people and being aware of your own emotions and your own biases.The honesty gap, in a narrow sense, is the fact that truth and information don’t travel vertically upwards in a company. It's often hard to speak openly to your manager because it’s become rational not to. Many people have the experience: 'I've tried it once but then I was punished for it, or was ignored, so let it be, never mind.' That's the fascinating part: it's not good for people, it's not good for organizations and yet we somehow keep this system intact.Is it less about individual dishonesty and more about a collective culture?A lot of the most important information going through your company is between people and in conversations. You need to find a way to have an honest conversation, where the things that matter get on the meeting table, not just in the informal circuit. And I think that's pretty rare.A more systematic definition is that we're not using the collective intelligence of a company enough. We can radically improve it because we’ve made it rational to hide the truth and to keep things to yourself. A lot of it may not be intentional, but the very fact that someone is in a position above you automatically creates this tension: 'What do I show? What don't I show? Because my next performance appraisal is coming up.'Where does the honesty gap typically show up first, and who owns the problem?It starts with leaders. Solving it needs one leader at the top, the CEO at least, being open and reflective enough to admit that there is an honesty gap and that they are part of it. That's the self-reflection you need for any improvement and any change. Like in coaching: you need to be aware that there is stuff to improve. You don't need to be a perfect leader, but you need to be open enough to admit that there is an issue.You talk about the 'persona trap', what is that?You're stuck in a persona where you perform in a certain way within your company. You have a role, a position, a reputation, and that locks you into specific behaviors. The worse the match between who you are as a person and how you need to show up in your organization, the more inner conflict that’s created. Especially at the top, it’s a problem for many executives. They're supposed to be the people who know it all and be decisive. While if you're honest, you don't necessarily know everything, you’re uncertain and have anxieties.The inner core of the honesty gap is breaking the performance, breaking the acting you feel you must do. If you've put yourself in a role of being the strong, decisive, number-oriented leader, that's how you have to behave. But most people don't feel very comfortable in that kind of role because it's not who they are.Can you fix the honesty gap through individual coaching alone or does the system have to change?Part of it is a personal change, part of it is a system change. You can be on your own and be very authentic, but if the system doesn't change at all, you’ll struggle to break the honesty gap.What you need to do is work on the people, the culture, and the system. Ideally that has to include the top, because otherwise it stays at the level of the person being coached. If it's a team lead or a mid-manager, that person can partly create an island in the organization, a safe space for their team and their department. But still, the appraisal systems, objectives, and culture are company-wide. Why is this so hard to shift, even when leaders recognize the problem?We have normalized this idea that you have to be strategic in what you tell and what you show. You have to show up in a certain role at work. It's also the result of how we have separated work from life, which is a very unnatural thing. It's from the industrial age, because for any other species, work is life. But now there’s a split between work, with all the routines in companies, and then your private life. There's just one you, you're the same person at home as you are at work. The good news is that the honesty gap can be closed. While many companies have unintentionally created environments where people hesitate to speak openly, organizations prioritizing trust, authenticity, and psychological safety can unlock a competitive advantage. When employees feel safe to share concerns, ideas, and perspectives, collective intelligence grows, decision-making improves, and stronger relationships emerge across every level of the business.
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