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More articles

When we asked 500+ L&D pros for their biggest problem area, they said this…

I want to build personalised, engaging learning experiences.

​So, we brought four four experts together, and gave them 15 minutes each to share their best practical advice.

Watch the episode

Timestamps


0:00 Srishti Sehgal on Context-Driven L&D
13:43 Rob Plumb on using engaging copy and storytelling.
28:19 Meghan Fraser-Elvira on understanding your culture and learners.
42:00 Bena Saiyed on running a root cause analysis.

Four expert lessons on engaging learning experiences


Create context-driven learning experiences with this framework - Srishti Sehgal


“Designing for everyone is designing for no one. It's very easy to get into content very quickly and get into the what and the how…

“What we end up struggling with more often than not is engagement or retention. And that's because we are starting from the wrong place. We're starting with the what and the how rather than the who and the why.” - Srishti Sehgal.

Sristhi recommends using the below approach to get a full understanding of the context and bring it into your learning experiences.

Learner: “Trying to understand who's the experience for? What are their needs? What are their wants? What are they looking for?”

Organisation: “A lot of times, this determines what the learner's behaviour is as well. So what motivates them? What are the incentives at play? What is the hierarchy? A lot of that influences what the learner will end up doing.”

Ecosystem: “Looking at what the trends are in that specific topic or space? How has this evolved over time?”

Apply these copywriting tips to connect with your audience - Rob Plumb


1. Address your audience as ‘you’ within your content


“I see so much learning content that refers to the learner, shall we say, as the individual."

But when you shift to talking to them directly..

“You're actually speaking to them. It's not someone else. It's not anecdotal. It's them. And that's so significant for moving away from being passive.”

Rob gave a great example of how this shift looks in practice.

👎 Individuals that give constructive feedback are more likely to unblock challenges and learn from mistakes more regularly.

👍 The more constructive feedback you give, the more likely you are to unblock challenges and the problems you face at work.

2. Give people something they can apply within the content

“Going from something that's like consume it, consume it, consume it, consume it, consume a bit more, then consume a bit more, and now give this a go.

“The way that we've changed it is that our content involves people much more quickly, so that you consume a little bit of information. Right, now go try this. Consume a bit more. Right, go try this now. And give this a go. And reflect in these ways.”

3. Share what people need, not everything you know

“It's really easy to get caught in telling the entire spectrum of a subject…but it doesn't really give you what your audience wants to know.”

“It's not our job to show people how much we know about a subject, it's to give them what they need to feel more confident at work, make better decisions, and get to where they want to be”

Rob shared a personal example of a learning plan that’s about emotional intelligence and primarily aimed at leaders.

“It would be easy to get caught up in doing really deep research into emotional intelligence, the psychology behind it, etc. And that just isn't useful for our audience. Our managers want to know: how do I lead a better team? And how do I be more there for them?

“And so it's much more focused on giving those tools in a way that best supports team members.”

Defining what engagement means in your business is a great starting point - Meghan Fraser-Elvira


“I freak out when I hear the word engaging because it is such a biased term, and it's really hard to measure. And we've done it to ourselves.”

Meghan’s right, we often use the term engagement without defining what it really means. And that’s normally her cue to dig a little deeper…

“Help me understand, what does engaging look like for you?... In the culture that I work in now, time is everything. It's about, what can I get the quickest and implement the fastest? 

“So when I think of what's going to service my employees in the best way possible, it's short, it's fast, it's searchable, it's bookmarkable.”

And if we use simple questions like the ones below, we can understand what engagement looks like in our context:

  • Who is the audience?
  • What do they need?
  • How fast do they need it?
  • Or do they need more time to think through things?

Meghan shared a great story on how making compliance training more ‘engaging’ led them into choppy waters (although there was a happy ending).

“I distinctly remember a client [who] had compliance training and they wanted it to be engaging… so a peer of mine worked tirelessly to put all the bells and whistles into this compliance training - it had pop-ups, it was beautiful.

“Presented it to the client, and the client was mortified. Like, how could you make a mockery of my compliance training? And it was because engaging to them meant they read it. They engaged with the content and could sign off on it.”

Run a Root Cause Analysis to build learning that solves problems - Bena Saiyed


“People are more committed to their training when they see what the problem looks like. When they see what metrics their performance is falling behind on, and how investing their valuable time in training is going to pay off on those metrics.”

That’s why we have to start with a root cause analysis, to find problems that need solving. Bena explained the three key questions you’ll need:

1. How did you realise this problem exists?

What are measuring right now that shows you it’s an issue?

E.G. “How did you realise that there is a problem with your staff's customer service skills? Was it a number of refunds? Was it the number of cancelled subscriptions or increasing complaints?”

2. How will you know that you have successfully solved this problem? 

What will things look like in the next six or twelve months when we have solved the problem? 

E.G. “Is it increasing renewals? Reducing the number of complaints”

3. How long do we have before this problem becomes too painful?

This last question is very important in conveying a sense of urgency and getting more buy-in. 

“And the last thing is share your findings with your employees. Remember, this is going to be a team effort. 

“Explain to them what the root cause of the poor customer service is, set a goal with them to improve the numbers, give them the training that they need, and aim to improve those numbers within a certain timeline.”

Sign up for the What The Fluff L&D Bootcamp and build a winning L&D strategy

Podcast | How To Build Engaging, Personalised Learning Experiences

Four L&D experts, one big topic: how do we build engaging, personalised learning experiences? Get their best advice in this podcast summary.
Podcast
Mar 18
.
5 min read

When we asked 500+ L&D pros for their biggest problem area, they said this…

I want to build personalised, engaging learning experiences.

​So, we brought four four experts together, and gave them 15 minutes each to share their best practical advice.

Watch the episode

Timestamps


0:00 Srishti Sehgal on Context-Driven L&D
13:43 Rob Plumb on using engaging copy and storytelling.
28:19 Meghan Fraser-Elvira on understanding your culture and learners.
42:00 Bena Saiyed on running a root cause analysis.

Four expert lessons on engaging learning experiences


Create context-driven learning experiences with this framework - Srishti Sehgal


“Designing for everyone is designing for no one. It's very easy to get into content very quickly and get into the what and the how…

“What we end up struggling with more often than not is engagement or retention. And that's because we are starting from the wrong place. We're starting with the what and the how rather than the who and the why.” - Srishti Sehgal.

Sristhi recommends using the below approach to get a full understanding of the context and bring it into your learning experiences.

Learner: “Trying to understand who's the experience for? What are their needs? What are their wants? What are they looking for?”

Organisation: “A lot of times, this determines what the learner's behaviour is as well. So what motivates them? What are the incentives at play? What is the hierarchy? A lot of that influences what the learner will end up doing.”

Ecosystem: “Looking at what the trends are in that specific topic or space? How has this evolved over time?”

Apply these copywriting tips to connect with your audience - Rob Plumb


1. Address your audience as ‘you’ within your content


“I see so much learning content that refers to the learner, shall we say, as the individual."

But when you shift to talking to them directly..

“You're actually speaking to them. It's not someone else. It's not anecdotal. It's them. And that's so significant for moving away from being passive.”

Rob gave a great example of how this shift looks in practice.

👎 Individuals that give constructive feedback are more likely to unblock challenges and learn from mistakes more regularly.

👍 The more constructive feedback you give, the more likely you are to unblock challenges and the problems you face at work.

2. Give people something they can apply within the content

“Going from something that's like consume it, consume it, consume it, consume it, consume a bit more, then consume a bit more, and now give this a go.

“The way that we've changed it is that our content involves people much more quickly, so that you consume a little bit of information. Right, now go try this. Consume a bit more. Right, go try this now. And give this a go. And reflect in these ways.”

3. Share what people need, not everything you know

“It's really easy to get caught in telling the entire spectrum of a subject…but it doesn't really give you what your audience wants to know.”

“It's not our job to show people how much we know about a subject, it's to give them what they need to feel more confident at work, make better decisions, and get to where they want to be”

Rob shared a personal example of a learning plan that’s about emotional intelligence and primarily aimed at leaders.

“It would be easy to get caught up in doing really deep research into emotional intelligence, the psychology behind it, etc. And that just isn't useful for our audience. Our managers want to know: how do I lead a better team? And how do I be more there for them?

“And so it's much more focused on giving those tools in a way that best supports team members.”

Defining what engagement means in your business is a great starting point - Meghan Fraser-Elvira


“I freak out when I hear the word engaging because it is such a biased term, and it's really hard to measure. And we've done it to ourselves.”

Meghan’s right, we often use the term engagement without defining what it really means. And that’s normally her cue to dig a little deeper…

“Help me understand, what does engaging look like for you?... In the culture that I work in now, time is everything. It's about, what can I get the quickest and implement the fastest? 

“So when I think of what's going to service my employees in the best way possible, it's short, it's fast, it's searchable, it's bookmarkable.”

And if we use simple questions like the ones below, we can understand what engagement looks like in our context:

  • Who is the audience?
  • What do they need?
  • How fast do they need it?
  • Or do they need more time to think through things?

Meghan shared a great story on how making compliance training more ‘engaging’ led them into choppy waters (although there was a happy ending).

“I distinctly remember a client [who] had compliance training and they wanted it to be engaging… so a peer of mine worked tirelessly to put all the bells and whistles into this compliance training - it had pop-ups, it was beautiful.

“Presented it to the client, and the client was mortified. Like, how could you make a mockery of my compliance training? And it was because engaging to them meant they read it. They engaged with the content and could sign off on it.”

Run a Root Cause Analysis to build learning that solves problems - Bena Saiyed


“People are more committed to their training when they see what the problem looks like. When they see what metrics their performance is falling behind on, and how investing their valuable time in training is going to pay off on those metrics.”

That’s why we have to start with a root cause analysis, to find problems that need solving. Bena explained the three key questions you’ll need:

1. How did you realise this problem exists?

What are measuring right now that shows you it’s an issue?

E.G. “How did you realise that there is a problem with your staff's customer service skills? Was it a number of refunds? Was it the number of cancelled subscriptions or increasing complaints?”

2. How will you know that you have successfully solved this problem? 

What will things look like in the next six or twelve months when we have solved the problem? 

E.G. “Is it increasing renewals? Reducing the number of complaints”

3. How long do we have before this problem becomes too painful?

This last question is very important in conveying a sense of urgency and getting more buy-in. 

“And the last thing is share your findings with your employees. Remember, this is going to be a team effort. 

“Explain to them what the root cause of the poor customer service is, set a goal with them to improve the numbers, give them the training that they need, and aim to improve those numbers within a certain timeline.”

Sign up for the What The Fluff L&D Bootcamp and build a winning L&D strategy

Podcast | How To Build Engaging, Personalised Learning Experiences

Podcast
March 18, 2024
.
5 min read

Which human skills are we going to need in the next five years?

Assemble You have put together a new audio series on 10 of the human skills AI can’t replicate, and Adam Lacey joined Gary to talk through five of them.

Including creativity, resilience, empathy and much more - with recommendations on how we build them for the future. 

Watch the episode

Listen to the episode

Timestamps

0:00 What is the Future Human series?
5:42 Any skills we won’t need?
8:31 Resilience
18:13 Creativity
27:20 Critical Thinking
30:53 Empathy and collaboration
44:24 Finding Adam and Future Human

Five lessons on future human skills for the AI era

1. Build resilience and you’re better equipped to respond to change

L&D has to wear a lot of different hats and react to changes in the external environments - and it means we have to act and respond very quickly.

Building resilience helps us recover and adapt faster!

“I really believe that you only get to develop resilience during those inflection points in your life. When things are going bad or those external factors come and knock you sideways.

“When you're up against it, it's that set of decisions you make at those points in your life that make the difference.”

Adam shared a great quote that “we can't control the things that happen to us, but we can control what we do next.” - and self care can help us get into the right mindset to respond to and recover from challenges.

“The better you feel physically and emotionally, if you’re in a more balanced and better place… You're going to be in a far better spot to recover, to handle it, to make a better decision going forward as well.

“[It’s about] well being, self care, looking after your mind, looking after your body, eating well, exercise, all the normal stuff everybody knows about that we all struggle to do enough of because of the demands of our jobs.”

2. Curiosity drives creativity, and creativity drives innovation.


“I think curiosity is a driver for creativity and creativity is the precursor to innovation - so one jumps to the next jumps to the next.”

“Curiosity is the open mind, creativity is the thinking, and then innovation is the doing.”

A great way of putting this into practice is to look outside your industry. To take lessons from different situations that don’t seem obviously related, and test them in your context.

On the other side, look at the things that limit your creativity. Adam explained how stress can stop our creative juices, but he also explained the need for you to move away from some environments and go to places that drive creativity.

“We've all been there - where that sort of creativity can flourish when the mind is allowed to relax…

“I find some of my best ideas come when I have some mental downtime. So maybe I'm on holiday - where I’m able to sit on a sun lounger and read a book, in the past, that has definitely triggered some great ideas.”

3. Be clear and ruthless in big decisions to hone your critical thinking

When it comes to big decision and the ones that impact the wider organisation, we need to be very ruthless about what’s important and what isn't.

Adam’s advice is to be really clear on your goals or vision and ask the challenging questions:

  • What are you trying to achieve with this? 
  • What are you doing? 
  • If you’re picking a tool or solution, does it do the things I need it to do?


“When you're excited by something new, run it against the goal or the vision. Does it align with what I'm trying to do here or actually is that taking me off over here? And I’m trying to get here.”

“Go deeper, ask a lot of questions, challenge the status quo, challenge assumptions - do all those things for critical thinking. And break larger problems into smaller chunks to try and get to the root of the issue as well.”

4. Empathy drives collaboration

“If you're empathetic, if you understand where people are coming from… then you will be able to collaborate effectively.”

It’s also about respecting people’s opinions and showing that in your actions. So if you’re in a meeting, give other people time to speak and space to share them.

Adam shared an example from a book called Time To Think by Nancy Klein:

“They run something called a thinking environment, where everyone has a set amount of time to speak in a meeting. Or to not speak, they can just sit there in silence and think if they like. 

“And it's really interesting. If you have 10 minutes, some people will think for nine minutes and say something really interesting. Others will talk for the full 10 minutes, but that's their process because they're sounding out their thoughts.”

5. Collaboration can accelerate a problem solving or troubleshooting process.

“You can normally get to a better answer, a more creative answer, when you're bringing other people in on that process. And also you get to stress test your own ideas. 

“You get to bounce those off other people as well. And if you've created this psychologically safe environment where people can say what they think and failure is celebrated, then you're in a really good place to come up with something that's a little more outside the box.”

Podcast | Future Human Skills We’ll Need To Thrive In The AI Era

Podcast
March 11, 2024
.
5 min read

Good salaries and benefits alone won’t cut it!

People want purpose. They want a work-life balance. And they want progress.

The trouble is, in most companies, they’re not getting it:

  • 75% of employees would prefer to advance at their current company.
  • But only 48% currently see a path.

Companies who provide that path, stand the best chance of winning the talent war.

That’s why people’s development matters, the question is how we deliver it?

Three reasons people’s development really matters


“Ah, it’ll be ok - we don’t have an issue with employee turnover.”

If that ☝️ is your mindset, you’re in big trouble.

In the world we’re living in, people’s development has never been more important.

And never been more influenced by the context of these fast changing times…

1. If they’re not growing here, people will go somewhere else.


We’re in a talent shortage, with companies struggling to find talent for their skills gaps.

And it means that skilled employees are in-demand.

So, if you’re not the place to develop, your employees are in a great position to find somewhere that is.

“Now is the best time for the people with the right skills if you're not supporting their career growth. Because they can keep walking until they find a company that is going to support their growth. 

“And because there's so much opportunity out there, it really puts the pressure on companies to help them build the skills they need.” - Nelson Sivalingam, HowNow CEO.

edX’s data from the end of 2023 proves this perfectly:

  • “In the last 12 months, 57% of employees paid for external learning content out of their own pocket.”

If you’re not helping, you’re in the way.

And people will pay to get you out their way - to get the development they deserve.

People's development matters for these three reasons.


2. Skills are becoming redundant pretty damn quick


X million people need to be reskilled by [insert year number here].

You can’t move for headlines like this at the moment.

And for good reason: the skills landscape is changing at breakneck speeds.

  • 94% of UK workers will need reskilling by 2030 - that’s 30 million people (CBI).

And it seems that two things are happening.

☝️ Demand for in-demand skills continues to outpace supply.

✌️ The digital skills shortage and rise of AI are changing the skills we need.

But it’s what happens when we don’t address this that should scare businesses most…

3. Companies who lack skills, miss opportunities


When disruption happens, it creates opportunities.

Companies who seize those opportunities can go on to do great things.

BUT you need to have the right skills to grab those opportunities.

And if you don’t, you miss out:

  • CBI stated that 30% of businesses said they couldn't grow over the last 12 months because they didn't have the right skills.

When COVID hit, restaurants took a massive hit.

Well, some did.

A bunch of pizza restaurants seized their slice of the opportunity pie by pivoting to DIY kits, delivered to your house.

The ones who did made sure they didn’t take a loss on stock and created an alternative revenue stream.

The key was striking fast, and only those with the logistical and operational skills were able to do so.

Focusing on people’s development, and linking it to skills and performance, can give us that platform 👇

How to drive people’s development and drive business success


Let’s stick this one in the not rocket science column.

🚀 People want progress with purpose, and to build skills that keep them relevant.

🚀 Organisations want skilled people to help them reach goals and respond to change.

Enter…people development 🤝 aligned to the organisational goals.

Here are five ways you can do that, starting right now.


1. Bring meaningful career conversations back to the fore.


When Lattice asked 1,000 employees a list of which 14 factors were offered by their employers, here’s what came bottom:

  • Career conversations.
  • Career paths.
  • Development budgets.

We asked their VP of Marketing & Insights, Jules Strong, why this might be happening:

“It's not that it's no longer important in the business, but with everything that's been going on in the world, HR teams have had to index on areas that needed additional focus.

“HR teams are trying to grapple with the development of a high-performance culture in the workplace, but they've also got to support teams through factors like the cost of living crisis or the fact that they need more flexibility to be able to achieve a balance between work and home.” 

The good news is that half of HR leaders surveyed confirmed that talent development would be a key part of building a high-performance culture in 2024.

Make sure you’re riding that wave.

And that your performance conversations are meaningful.

❌ Rather than once per year, where you decide on arbitrary learning activities.

✅ Ensure they’re frequent, performance-driven, and focused on building skills.

2. Give people purpose by linking development to performance


The worst development conversations are the ones where people feel there’s no real purpose.

You’re close to the yearly performance review, you’ve got budget left, and you’re asked…

“What do you want to spend it on?”

Spending for the sake of spending isn’t what that development budget was meant for!

So, what’s the better way to do it?

1️⃣ Start with clarity around the team and organisational goals.

2️⃣ Have a conversation about an employee’s role in reaching those.

3️⃣ Work out which skills and knowledge they need to achieve that.

4️⃣ Build development pathways that provide skills and knowledge.

5️⃣ Measure success through their proficiency and role in reaching those goals

It’s slightly more nuanced and complicated than that, but these are the steps that take you from clarity around performance to development that supports it.

Five simple ways to drive people's development.


3. Ensure there’s good internal mobility and knowledge sharing


Our last step does miss something slightly crucial…

What is it that motivates that person?

Because we’re not all here to provide shareholder value.

In those career conversations, we have to get a handle of what motivates that person. 

Where do they want to go in their career? Which interests do they want to follow?

Once we know that, we can try to support it!

Internal mobility and knowledge sharing are great ways to provide that more personal support for people’s development.

Let’s imagine two people:

🙋‍♂️This is Steve. 

Working in the marketing team, but the data analysis part interests him most.

He thinks that might actually be where he wants his career to go next.

But he has doubts, and he doesn’t want to make the jump just yet.

If we have the right relationship and learn this, we can set Steve up to join the data team for a particular project.

Clear timelines, clear outcomes, clear skills for Steve to build.

If he excels and confirms that this is his passion, we could potentially speak with the manager of that department about future collaborations, job shares and even permanent roles in the team.

🙋‍♀️This is Denise.

She currently works in our customer success team but has always been intrigued by marketing.

The art of persuading people to take action is something she’d love to know more about.

And we’ve got a whole team of people who know the subject inside out.

But are we capturing their knowledge? And making it available to others?

In most companies, no. 

And it means people can’t find information when they need it to solve a problem, and they can’t learn from the subject matter experts in the business.

If we know Denise wants to enter a particular marketing role, we can pair her up with someone who knows how to do it and is willing to impart that wisdom.

And if we can capture it and make it available to others, we’re on our way to buiding a knowledge-sharing culture.

4. Provide the autonomy, trust and flexibility to own and try new things


To develop, we need to do new things.

Doing new things comes with the risk of ‘failure’ - which is often how we learn and grow.

And we need the right environment for this to happen.

Which means giving people the autonomy, trust and flexibility to try new things, and the psychological safety to know that it’s okay if it doesn’t work out - we’ll still develop from it.

In Lattice’s research, flexibility came second in the top five factors employees need to do their best work.

As Adam Lacey, Co-Founder at Assemble You, puts it:

"And whether you're an individual or manager or whatever, you need an environment where it is safe to fail. Otherwise no one will try anything new.”

You want to make sure three things are in place:

  • Clarity around what we’re trying to achieve or build.
  • Conversations around the best way to get there.
  • An understanding of what success looks like and potential ways it might not work.

This gives us a clear goal, a shared vision of how we’re getting there and clarity around potential success and failure.

Then we set people free, to use this as a platform to try new things and develop.

5. Deliver L&D around skills, not content


Most L&D content sucks, because building content was the first step.

Not the problems. Not the person. Not the company goals we’re trying to hit.

We call it skills first L&D, and it’s why stats like this keep popping up:

“McKinsey found that only 12% of employees reported using any of the skills they got from internal L&D, and that shows a lot of wastage. 88% didn't acquire any relevant skills as a result of what was on offer. 

“So, as L&D teams, we really need to ask ourselves some serious questions about whether what we’re doing helps people build skills and drives impact!” - Nelson Sivalingam.

The alternative is skills-first L&D.

Where we start with the skills we need to reach goals, and build the content needed to do it.

  • Does the business have the skills required to achieve that business objective? 
  • Which skills are missing? 
  • And now how do I align that learning to the skills that we need to bridge the gap?

Answering these ensures that the content people receive is relevant and, therefore, engaging.

And it also means that development is linked to building skills and hitting goals - purpose and growth are driven by this approach.

When we spoke with Nelson, he explained the impact moving from content-first learning to a skills-first approach had at Deloitte.

“They saw a 37% increase in employee retention. Why? Because what employees want to know is whether they are building the skills they need to be able to progress in their career? 

“And the reality is you talking about content completion and time spent learning doesn't answer the question they need to answer. Skills, however, allow us to align directly to the business objectives.” - Nelson Sivalingam.

Three quickfire bonus tactics to drive people’s development


Small tweaks today can mean big development tomorrow, so here are a few bonus tactics that improve people’s development:

Remove the friction for people to develop


Whether it’s finding the right information or knowing the person to speak too, a lot of people’s development is currently limited by unnecessary friction.

Speak with them and observe their workflows to understand where it exists, and try to reduce and remove it!

Offer tech knowledge


According to CBI
, “Unfortunately, many employers are also failing to appreciate more than 50% of current jobs will require new skillsets by 2027, with poor digital skills affecting +33% of the entire UK labour force.”

If you can work out where people are lacking those digital skills and help build them, you’re futureproofing them to some extent.

When people do great things, tell their story


The goal is to create positive feedback loops around people’s development.

If I build this skill or knowledge and it goes on to have solid impact, it’s recognised and celebrated.

Learning and developing takes energy, vulnerability, time and effort - and we don't want people to feel like any of that is wasted or unappreciated.

What if one click could start your journey to exceptional people development…


It could! Because that’s all it takes to get our free guide:

Build A People Development Strategy That ACTUALLY Develops People

People’s Development: Why Does It Matter? How Can You Support It?

Learning And Development
March 11, 2024
.
5 min read
"One of the things that the team loves the most is that learning is exactly at the point of need. It's really accessible!"
Harriet Perks
London Academy & Onboarding Lead, AND Digital

Loved by industry leaders

HowNow is fantastic. It’s the way learning should happen! It’s revolutionised the way we share information and has enabled everyone to learn so easily thanks to multiple integrations.
Jade Potgieter
Campus & LSG Lead, JUMO
Working with HowNow, I feel there’s a partnership. My voice is heard. When I’m having challenges, there’s always someone there to help and solve them.
Penny Simpson
Head of Learning & Enablement, Orbus Software
HowNow is built for learners, whereas traditional learning platforms out there focus only on admin features. HowNow offers a great balance for learning and it provides useful, real-time user analytics.
Gerard Rajendra
Group L&D Partner, ANCA
HowNow’s customer success team have been great and attentive and the implementation has been completely seamless! What I like most is HowNow’s unified search function and how well it integrates with the rest of our tech stack.
Kris Holland
Marketing Director, Charlton Morris
#HowNow! I love having everything in one space and the idea of never having to search around.
Solaris Learner
UK
I saw so many alternatives that had a stock pile of training courses that were just not very engaging whereas HowNow is the complete opposite to the traditional training platform and that really suited our culture.
Gemma
People Director, Centrick
HowNow's team have been great, attentive and seamless. What I like most is the unified search function and how well it integrates with the rest of our tech stack.
Kris
Director of Marketing & Communications, Charlton Morris
I love the ability to make it all about learning and share content to add to our diversity mission. I also love the ability to easily share content through Slack!
Katie
People Operations Lead, Cognism
It's easy to use, modern and chic. It sends you recommendations based on your previous history and interests too
Learner at Telenor

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