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Elearning, Learning and development

With the advent of mobile devices and the democratization of wireless networks, we have become almost permanently connected and the internet has become an extension of our own lives. We live in the middle of the digital age and the transition to the virtual world has been legitimized by ever faster and more innovative technological advances.

Recently, the new coronavirus pandemic has legitimized this transition once and for all, and the way we communicate, how we work, how we relate and how we consume has definitely changed. Brands, companies, and services quickly realized the potential of the Internet, and it became a fundamental tool for their success and for the benefit of users.

Distance learning is just one of many examples of this digital revolution. However, it’s the LMS platforms that have come to take a step forward in this evolution, contributing decisively to the success and efficiency of online courses and training. More and more educational institutions around the world are joining these virtual platforms, which have become one of the Internet’s main trends in online training.

vantagens formacao online


You have probably heard of LMS platforms. These are the initials for Learning Management System. Some experts have opted for the variation VLE, or Virtual Learning Environment.

Basically, these platforms are virtual sites for distance learning courses, providing various management tools for trainers and trainees, increasing their effectiveness and facilitating the whole process. Among the various tools that can be found in an LMS platform is, for example, the possibility to create evaluation systems, monitor the development of each learner or provide interaction between trainer and learner in real time, without leaving the platform.

Basically, an LMS platform allows you to concentrate in the same software all the tools needed to maximize the efficiency of a distance learning course, both from the learner’s and the trainer’s point of view. In addition, it is easily adaptable to various types of training, which easily explains its rapid growth and strong adherence in recent times.

banner lms en 2


The truth is that online learning has several advantages, which explains its great adherence and growth in recent times. And, just like telecommuting, the biggest benefit is time management. In a course on an LMS platform you have the possibility to choose your own schedule, balancing your free time with the best period to dedicate to training.

Moreover, thanks to mobile devices and wireless networks, you can study from any location. Obviously you must stay at home for now if you are in confinement in your country, but you can take the course from the beach, from a vacation home, or even in another country. The possibilities are endless.

With online courses, several costs are avoided. Both from a logistical point of view and in eliminating intermediaries, online courses end up being more financially appealing because they reduce your expenses. This allows you to take private courses with greater ease and availability.

With online courses, several costs are avoided. Both from a logistical point of view and in eliminating intermediaries, online courses end up being more financially appealing because they reduce your expenses. This allows you to take private courses with greater ease and availability.

Last but not least, with online courses it is the learner who determines his or her own pace. This ensures that your real needs are met by meeting your real motivations. This makes it quicker and more effective to take a course, as well as easier to change careers or try things you always wanted to try, but didn’t have time to figure out if you liked them or not.

plataforma lms


One of the great advantages of LMS platforms is the possibility of providing certificates in an automated way, whenever an activity has been successfully completed. This not only ensures the trainee’s motivation, but also allows him to keep track of his pace and what he has finished or completed.

This is an excellent way to personalize the online course, as well as a great tool to ensure the motivation of those who are studying. Several online courses also have their own certification, guaranteed by official institutions that certify the subject matter learned. Before starting or opting for a distance learning course, you should inform yourself about all the respective certifications, which guarantee its quality and reliability.

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Leadership, Learning and development

A team who trusts their leader feels more committed, happier at work, and is much more likely to stay in a company for a longer period of time. Trust works for many things, among which it facilitates retention.

Being able to trust in those who are leading the company gives people a sense of security, of certainty, and that even in contexts and in industries where there are constant shifts and changes.

Even though the majority of us understands that trust is the basis for any successful relationship in any circumstance in life (with our spouse or partner, children, peers, our team members and our boss), nevertheless we don’t think about it until it has been broken or when it’s inexistent. That’s when it becomes a problem and sets the situation for conflict. And when it happens, it may be too late to re-build that broken trust again.

Trusting No One

Trusting no one

One of the elements that comes up very often in the corporate Leadership development programs we facilitate is the message many leaders have received in the past: ‘don’t trust anyone’. This message has been passed on to them by their parents, or business partners or earlier on in their professional experience. It doesn’t matter where it came from, and it doesn’t matter why. Probably someone was trying to protect them so their intentions were actually good ones. We don’t need to look into it with a judgmental eye, we just need to know if this belief on trust is serving them well.

And in the majority of cases, it wasn’t.

How can you inspire trust in your teams, in your organisation, if your firmly believe you should be trusting no one?

Its inconsistent and as such, it probably has an impact on how you deal with relationships for which you need to build trust.

Trust Works 1

Trust works (and serves) everyone

Trust doesn’t “just happen”, and it certainly isn’t switched on or off immediately when we meet someone for the first time. It’s built and sustained through the use of very specific behaviours.

Having the trust of the people you lead plays a huge role in your success as a leader, as well as in the performance and success of your organisation. If you can’t trust your leaders, who can you trust?

But at the same time, you are also going to need to trust them, to trust their expertise and ability to do the work necessary, to trust their engagement. Because when we don’t, as leaders, we start all sorts of controlling behaviour (such as micromanaging, directing and close monitoring) that only leads to disengagement. Therefore, trust works and serves everyone, both leaders and team members.

How To Build Trust As A Leader

How to build trust as a leader

It is vital that if you are in a leadership role that you are providing your team with reasons to trust you and to follow your vision for the company. Are you setting the right conditions so they can trust you?

As a leader or manager, parent, work colleague or friend, and independently of the situation, its your ability to build trust that is critical for your relationships and for your professional success.

Building trust as a leader starts therefore with each and every one of us. We need to display the right set of behaviors so that others will feel trust towards our leadership.

In his book, Trust Works! Four Keys to Building Lasting Relationships, Ken Blanchard and his co-authors Cynthia Olmstead and Martha Lawrence, share the four elements of trust that are significant to building a healthy and trustworthy relationship.

There are 4 ways that, as a leader or manager, you can display behaviours that show you are a trustworthy leader, which generates trust in your team.

According to these four elements of trust, you build trust as a leader when you are:

Demonstrate Competence

1-Able – Demonstrate Competence

You can show you have the expertise needed for your job, role, or position by:

  • showing that you can do the work required and that you can do it well. When you produce consistent results, they gain confidence in you as a team player.
  • Be solution-minded, work proactively to resolve problems. And above all help your team with problems and obstacles on their way;
  • Share your knowledge and skills to help others, they will see you care for themselves and for their development, and that builds trust.
Act With Integrity

2-Believable – Act with Integrity

Trustworthy people are open and honest with others, and they act with integrity and by following their stated stated values. Show these as behaviours by:

  • Keeping confidential something someone has mentioned to you (your integrity and ability to handle sensitive information increases your credibility)
  • Have the humility to admit you don’t have all the answers or to admit when you made a mistake
  • Stay away from destructive behaviour such as gossiping or talking behind people’s backs (this destroys confidence). Don’t do it and don’t let others feel its ok to do it.
  • Act with sincerity and in a genuine way when you make a promise, when you give a compliment. People feel if what you are saying is sincere or not. Don’t say things you don’t believe in.
  • Treat everyone with fairness and respect independently of their differences
Care About Others

3-Connected – Care About Others

Being connected means linking to others in a meaningful way:

  • Listening deeply to what someone is expressing, and trying to understand their point of view
  • Praise people when you catch them doing something well. This values the person and creates a bond of trust (people believe in a leader who elevates them and who recognises their contributions to the team)
  • Open up and share who you are – showing up as yourself fully at work shows vulnerability and others can relate to you more easily.
  • Ask others for input and use collective intelligence to get to better ideas. The people in your team will feel more involved and engaged when they see those ideas in action.
Maintain Reliability

4-Dependable – Maintain Reliability

Dependable people follow through on their commitment, and are perceived by others as reliable. This is a key element that we need as leaders to build trust.

  • Do according to what you said, create coherence between your words and your actions. This is even more important when the topics are not easy to approach or are sensitive.
  • Respond to requests you receive; this can be by acknowledging an email you received or actually following up on a formal request. Its your dependability that it’s at stake.
  • Behave in a consistent way so that others know what to expect from you. You have a choice on the behaviour you display everyday.

These are some examples of how you can build trust as a leader by staying accountable for your actions and behaviours. Dependability is important for this.

Nevertheless, there are many more actions and everyday behaviours that are not on this list. We wanted this list to inspire you but also to leave you some room to further expand it.

What other behaviours would you like to see here?


Elearning, Learning and development, Learning technology

You have probably heard about social learning, right? But have you been using social learning to enhance your online learning programs?

In this article I am sharing how you can improve your online learning programs and training thanks to social learning and ensure your learning initiatives are memorable and impactful.

Social learning = 20%

The 70-20-10 model highlights that nearly 20% of our learning happens from working in collaboration with others (through interactions, feedback, observation and working directly with our co-workers). The model states that learning should come from a variety of sources using a 70-20-10 ratio:– 70% from challenging assignments: Experiential learning – 20% from developmental relationships: Social learning – 10% from coursework and training: Formal training

70 20 10
70 20 10

Social Learning theory from Bandura highlights the value of social learning when describing ‘Man’s capacity to learn by observation enables him to acquire large, integrated units of behaviour without gradual (…) and tedious trial and error’. Learning with others can therefore be a shortcut to quicker proficiency and knowledge.

Despite the social component being one of the most recognised sources of learning, we still struggle to include it in training programs, especially when delivering training in eLearning/ online learning format.

How can you embrace social learning in your online learning programs:

– Create forums and discussion groups in your online learning

– Include assignments that include receiving feedback from peers, manager or trainer

– Add activities that foster consultation of others (seeking advice, asking opinions, etc)

– Request people to pair and submit assignments together

– Create online mentoring and coaching

– Run Learn and Lunch sessions via webinars

– Create internal teams/networks (virtual or in-person) around topics of interest

– Relate content of training to professional blogs and wikis

– Facilitate group discussions using web-conferencing

– Use Pinterest to find new information via pictures

– Include discussion and debate activities as part of curriculum

– Encourage learners to create and share own content

– Use game-based learning (create team missions where they earn points and badges)

– Use simulations and interactive videos with scoring of reactions to emergency situations (making it a healthy competition for your staff

– Use Video and video channels (such as youtube) for employee learning

– Use Virtual reality learning (VR) to prepare staff for compliance: training them as a group

– Live sessions with trainers and team members
– Engage learners with questionnaires and surveys

And there you go! Here are some ideas of activities to include in your online/ eLearning training programs. The 70/20/10 model brings out that the learning process clearly benefits when there is a good mix of sources of learning. Usually we tend to focus more on the formal part of learning, yet this only accounts for 10% of the learning. We need to focus more attention on the other sources of learning, such as the 20% part which regards social learning. We hope you enjoyed this blog post on how to use social learning to enhance your online learning programs. Now we want to hear from you: which are you using already? And which are you looking to include next? 

Let us know by leaving a quick comment.


Elearning, Learning and development

You have probably heard about the 70/20/10 model right? Ever wondered how to apply it best to your learning programs? In this article I am sharing how you can use the 70/20/10 model quickly to your learning programs and training so you are sure your learning initiatives are successful. The 70-20-10 rule emerged from CCL’s Lessons of Experience research and is still nowadays one of the most used models. The rule states that learning should come from a variety of sources using a 70-20-10 ratio:

– 70% from challenging assignments: Experiential learning

– 20% from developmental relationships: Social learning

– 10% from coursework and training: Formal training

Since this model was created many years have passed, it gained ground and has been used to define the ideal conditions for how to train people. Traditionally in People & L&D departments we tend to focus more on the formal part of learning, yet this only accounts for 10% of the learning. We need to focus more attention on the 70% and 20% part.

Experiential Learning (70%)

Adult learners learn best by doing, and most studies confirm that most of what we retain relates to what we have personally experienced. We remember and are able to replicate much better something we have done rather than instructions on how to do things we have heard from others.

Bring experiential learning to your programs by incorporating:

– Day-to-day tasks and on-the-job activities, challenges, and practice

– Small group work

– Stretch assignments, internships and job placements  

– Meetings and presentations with own team and senior management

– Field trips to other business units, departments, manufacturing centre or operations hub

– Role-plays – Games and gamification (also in online learning)

– Case studies

– Application or revision of processes

– Simulations and virtual reality learning

learning programme

Embrace social learning (20%)

The 70-20-10 model highlights that nearly 20% of our learning happens from working in collaboration with others (through interactions, feedback, observation and working directly with our co-workers).

Social Learning theory from Bandura highlights the value of social learning when describing ‘Man’s capacity to learn by observation enables him to acquire large, integrated units of behaviour without gradual (…) and tedious trial and error’. Learning with other can therefore be a shortcut to quicker proficiency and knowledge.

How to embrace social learning in your learning programs:

– Create forums and discussion groups in your online learning
– Include assignments that include receiving feedback from peers, manager or trainer
– Add activities that foster consultation of others (seeking advice, asking opinions, etc)
– Mentoring and coaching
– Learn and Lunch sessions
– Link 360 feedback to learning
– Create internal teams/networks (virtual or in person)
– Relate content to blogs, wikis – External networks/contacts
– Offer membership with professional associations
– Facilitate group discussions including using web-conferencing
– Open air sessions
– Peer tutoring
– Use pinterest to find new information via pictures
– Discussion and debate activities
– Encourage learners to create and share own content

Lift your Formal training (10%)

Although formal training only accounts for 10% of learning in the 70/20/10 model, it can still an important place as starting point from which other types of learning can pick up. When you create a solid foundation for learning with your formal training, then your experiential and social learning that follows will be successful.

The secret to lifting your formal training is diversity, juggling with multiple activities that already connect with experiential learning and social learning already:

– Training courses and seminars (In person and virtual)
– Bootcamps and workshops anchored on hands-on experience
– Self-paced eLearning modules
– Lunch & Learn sessions
– Professional qualifications/ accreditation or certification
– Webinar and web-conferencing
– Video and video channels for employee learning
– Virtual reality learning


The value of the 70/20/10 model is that it highlights that learning is more than just traditional training. The learning process clearly benefits when there is a good mix of sources of learning. So even if your current learning initiatives that you have implemented are not matching exactly the 70/20/10, its how you make them work together that matters. Because each source of learning can reinforce the others.

We hope you enjoyed this article on how you can use the 70/20/10 model in your learning programs. Now we want to hear from you: with which source of learning are you going to start with and why? Let us know by leaving a quick comment.



Chameleon, Elearning, Learning and development

Some experts estimate that only around 20% of training and training related investments lead to some form of organizational benefit. This issue is commonly referred to as the “problem of training transfer”.   Why is it that such a small proportion of what was learnt during a training ends up being used back in the workplace? Well, in many cases it may not be the training per se, but the surrounding of it, the context in which the application of learning is enabled or hampered.   So how can we improve the rate of learning transfer our organisations?   Below is a list of the different actions you can take at different levels and that you can consider adopting to increase training transfer.  

At organization level

Define where improvements are necessary in the organization (such as: increase in sales) and link this with a learning strategy, in collaboration with HR and training.

When considering the organisational changes needed differentiate between what can be achieved by training and learning and what cannot. Not everything can be solved by training.

Regularly communicate about the importance of continuous improvement and learning to individual and organizational success.

At department level (L&D and HR)

Consider individual, team and organizational learning needs when putting together the organizational learning strategy to ensure learning needs can be addressed. Do this in collaboration with senior managers and other departments.

Clearly identify the knowledge, skills and abilities a learning activity needs to develop in staff members.

Plan learning activities that change mindsets and behaviours, not only aimed at acquiring knowledge. This requires a deeper level of learning and change and experienced facilitators).

Offer a variety of learning activities and opportunities that cater to a variety of learning styles and levels of proficiency. This should also include a variety in de delivery of learning options: face-to-face, online learning, virtual reality learning, lunch and learn events, etc.

Plan learning activities over a period of time so individuals have the opportunity to 1) digest what they have learnt, 2) practice how to best apply it to their context, and 3) display them consistently in the team and organization.

Set indicators to measure the effectiveness of learning activities in terms of improved performance on the job. Link these to the organizational strategy.

Line management level

Liaise with HR and L&D to assess which learning activities are better suited for staff members on the basis of their needs.

Suggest and set time for staff to participate in learning activities, as well as to apply their learning in the workplace.

Discuss with your team members individually how they can apply the new knowledge and skills. Highlight development opportunities such as engaging in projects, participating in working groups, or becoming ‘ambassadors’ for the topic within the organisation.

with your team create individual goals and action plans that are time bound, and that include specific milestones for applying the knowledge, skills and mindset they need to acquire through learning activities.

Review individual progress on the goals and action plan set together. Do this frequently (for example every 2 months) and don’t wait for the end of year evaluation to point its nose to do it.

Praise and recognize individual and team development efforts and application of learning to the workplace. Highlight the contribution of this to the team and to the organization.

Verify the effectiveness of learning by checking for improvements in staff performance. Partner with HR and L&D for this.

Individual level (staff)

Reassure yourself that learning and development activities are a positive and valuable investment from the organisation towards yourself. So, do commit and engage to it fully.

Discuss with your manager what are your tasks and goals, and set an action plan with an associated timeline for completion. Include specific milestones for applying the knowledge and skills you acquired (process and success milestones).

Share your key learning highlights with your peers. This can be done in multiple ways, as a presentation or team meeting, a report, or a as a help out to someone who is less experienced than you.

Offered to mentor other colleagues who are looking to enhance their knowledge in a similar area.

  These were some examples of actions you can do internally to boost your learning transfer. There are many more you can do!

Get in contact, we’d love to help you have a better learning transfer rate in your organisation.   Don’t miss out on our next articles…      


Chameleon, Elearning, Learning and development, Learning technology

The effectiveness of hands-on learning isn’t new, and many organisations throughout the world have been making the move towards more participative learning for their staff.

But what if we could challenge the world of learning even more? Shouldn’t we be striving for something that goes beyond participation and moving towards action? After all, Edison did not invent the lightbulb when trying to come up with a better candle…

With learning it’s a bit the same: most of us are improving it. So today I want to challenge you to revolutionise learning, starting with the notion of fully immersive learning, which for me corresponds to a different version of learning.

What is fully immersive?

By fully immersive learning I mean a learning environment, real or virtual, that is very close or similar to reality, with the same conditions and ‘look and feel’, where people work towards a goal, making decisions, taking actions and interacting with the context and experiencing the consequences of those actions.

Fully immersive means creating a setting that recreates an identical situation in which we need to perform to actively learn and practice skills, processes and actions through experimentation.

This keeps people highly engaged in practicing behaviours and using thought processes that we can easily transfer from a simulated environment to real situation.

Among many others, here are the 5 key reasons why you should consider fully immersive learning environments in your learning strategy:

1- It accelerates learning

Fully immersive learning combines the added value of ‘learning and by doing’ and repetitive learning which reinforces memory retention. It combines problem-solving and decision-making in practice and life-like scenarios.

2- Eliminates the gap between theory and practice

By creating fully immersive experiences focusing on the learning by doing your learning becomes practice-oriented and allows you to acquire a depth of experience and know-how you cannot get any other way.

3- Boosts engagement levels

The participant is immediately involved  in their problem solving activity, focusing solely on the task at hand and with no other distraction. All of the senses are being used for learning.

With fully immersive learning experiences are interactive (the participants need to engage with the system) and not passive (just listening or watching what is going on) they are fully engaged in learning.

4- Is as realistic as real life

Fully immersive learning uses real life scenarios which portray different tasks and challenges that a participant will need to complete in the workplace. By being as realistic as real life people can experiment freely, make mistakes and learn from them. And just like real life you need to make decisions, which will lead to consequences, and then learn and adjust from them.

5- Delivers exceptional return on investment

Because people learn from doing and practice, they learn faster and retain what they have learned longer and better in their memory, leading to a higher application of learning onto the workplace as the learning is directly linked to the practice, and hence a better performance. This means that in comparison to traditional learning, fully immersive learning is much more powerful in supporting long-lasting learning and application.

One good example of fully immersive learning is Virtual Reality Learning (check out VRLearn) which can create real life-like situations where we can experiment actions and processes safely.

If you want to explore the possibilities of fully immersive learning or Virtual Reality (VR) for your learning we’d love to hear from you.