ENGAGEMENT TAKES YOU FURTHER
It is shown that the emotional bonds nurture committed, valuable and lasting relationships. These relationships are the foundations for establishing motivation, commitment and loyalty amongst individuals and organizations.

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The Power of Pre-Boarding

Let’s talk about the often-overlooked period between someone accepting a job offer and the first day in the role: the pre-boarding experience. Here’s why it’s crucial and the tangible benefits it brings to both new hires and organisations:

  • Engaged from the start: Build on the excitement and enthusiasm from the recruitment process and start to build a sense of belonging before they even start their new role.
  • Accelerated ramp-up: Using the time between acceptance of the offer and the start date allows new hires to hit the ground running and shortens the time to productivity.
  • Cultural immersion: Pre-boarding offers an opportunity to introduce new hires to the company’s culture, values, and mission, helping them understand what makes the organisation tick and show how they can start to contribute to its success.
  • Connection with new colleagues: An opportunity to build important and valuable relationships prior to joining can lead to a smoother integration into the team.
  • Reduced stress and uncertainty: Reinforce the new hire’s decision to join and help alleviate any doubts by providing a clear narrative for them as they prepare for their first day.
  • Retention and Loyalty: It makes new hires feel valued and appreciated. This early investment in their success can optimise loyalty, commitment and retention.
  • Brand enhancement: A positive pre-boarding experience contributes to a strong employer brand, which is crucial for attracting, engaging, and retaining talent.

By recognising the importance of the pre-boarding experience and leveraging it to its full potential, organisations can set new hires up for success quickly, minimise the risk of early attrition, drive engagement, enhance their brand and achieve greater organisational success.

If you are looking for creative and effective ways to build an exceptional pre-boarding experience then here at Motivait, we can help.

We design, develop and deliver digital experiences to enhance employee knowledge, connections and engagement.

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Unlocking Success: Enhancing your new hire onboarding

It’s not just a nice to have – it’s a crucial first step towards success. Here’s why enhancing your onboarding experience for new hires matters more than ever.  

  • Setting the Scene: Providing the foundation for their journey within your organisation and re-enforcing their decision to join. 
  • Accelerating Integration: Immersing them into your company culture, processes, and team dynamics reducing time to productivity and improving their feeling of belonging.  
  • Making it personal: A relevant, personalised experience making them feel special and important and showing that your company really cares about them.   
  • Equipping them for early impact: By providing the necessary tools, resources, training and support, you can empower them quickly to focus on the business goals.  
  • Retention: A positive onboarding experience is more likely to help them feel engaged and loyal to the organisation, reducing the risk of early attrition.   
  • Making connections: It isn’t just about what you know -it’s about fostering relationships in the business encouraging team building, knowledge sharing and collaboration.  
  • Brand development: They will tell their friends, family, contacts and ex-colleagues developing the company’s brand in the market and making it easier to hire.    

 Don’t underestimate the power and value of the onboarding experience. It really can make a difference.

We design, develop and deliver digital experiences to enhance employee knowledge, connections and engagement.

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Modern Love Loyalty: Beyond a Loyalty Programme

Is your company’s loyalty program still effective? Are you keeping up with the changing expectations of your customers? Our habits have shifted, and so have the needs and preferences guiding our affinity towards a particular brand. It’s no longer merely about conducting transactions; now, we must cultivate profound and meaningful connections with our customers, based in trust, understanding, and value. Customers are no longer satisfied with mere products; they crave experiences that not only resolve their issues or meet their needs but also resonate with their personal values.

Genuine loyalty entails a thorough understanding of our customers—comprehending their desires, tastes, and trends. It means being attuned to their interests, sharing our values, and making them an integral part of our narrative. By establishing this emotional and personal connection, we forge bonds that extend far beyond a simple transaction.

Thanks to technology, we now have the ability to comprehend our customers in ways previously unimaginable. By identifying purchasing patterns, offering real-time relevant promotions, and crafting personalised deals, we can make our customers feel unique and valued. Smart customisation is the key in creating excellent experiences that genuinely matter.

At Motivait, our pursuit extends beyond mere customer loyalty; it’s an ongoing journey. We firmly believe in building enduring relationships, where every interaction holds significance, and every relationship possesses profound value. We strive to fulfil the desires of our clients’ customers, ensuring that their consumers not only fall in love with their brand but that this affection endures over time.

 

Are you looking to enhance the ways customers connect with your brand?

We are experts in innovative Customer Engagement & Loyalty – with over 40 million active users across more than 50 countries enjoying our digital solutions. Explore what we could do for you.

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Unlocking the Power of Employee Development: Potential Challenges and Solutions

In our previous blog ‘Unlocking the Power of Employee Development: Strategies for Success’ we looked at the importance of learning and development programmes in organisations for improving employee engagement, retention and productivity. However, the reality is, many organisations don’t provide the right tools or opportunities either because it feels hard to know where or how to begin, or because it falls low down on the priority list. According to the CIPD only 29% organisations claimed to have a clear learning and development plan for their employees.

This lack of investment in employee development can have a significant impact on contentment throughout organisations. Sustainable employee engagement isn’t fostered through just one area, and there is evidence to support that employees prefer genuine gestures that speak to how their company wants to invest in improving their working experiences, rather than one-off adrenaline hits such as after work drinks or free tacos. A recent survey indicates that 58% of employees say that professional development contributes to their job satisfaction, meaning it is a crucial factor in supporting and retaining top talent.

To address this issue effectively, it is first important to understand and tackle the common obstacles that companies frequently face when investing in employee learning and development.

Overcoming common obstacles 

 

  • Leadership Support and Alignment: Gaining buy-in and support from top-level management is vital for successful employee development. Leaders should actively understand, promote and participate in learning initiatives, aligning them with the organisation’s strategic goals. Educating managers on the value of employee development, integrating it with talent management strategies, and regularly communicating success stories demonstrate the impact and generate support.  
  • Cost and Measurement: Optimising employee development on a large scale requires exploring options like e-learning platforms and virtual training programmes. But how do you build a case for budgeting for digital learning solutions? Establishing clear metrics, such as pre and post assessments and performance indicators, is crucial for measuring impact and value. Linking tangible learning to business objectives is essential to show evidence of the return on investment (ROI) of employee development. Well-equipped employees perform more confidently and well-informed employees understand the direction the business needs to go in.   
  • Time Constraints: To incorporate learning and development activities into employees’ regular work schedules, it is essential to empower employees to feel comfortable allocating or dedicating time to upskill or go through materials. Prioritising and integrating learning as part of employees’ performance objectives emphasises the importance of ongoing development, and also that the organisation understands that learning is part of the working day – not an additional responsibility. Offering flexible learning options, such as self-paced online courses, can also enable employees to learn at their own convenience without added pressure. 
  • Overcoming Resistance and Driving Change: Clear explanations of the benefits, addressing concerns through open communication, and providing training and support to familiarise employees with new learning methods or technologies can help alleviate resistance. Involving employees in the design and implementation of learning programmes increases engagement and acceptance.  
  • Lack of Resources and Infrastructure: Insufficient resources and infrastructure can pose a challenge to effective employee development. Organisations need to provide access to appropriate tools, technologies and learning resources. This includes investing in learning management systems, online libraries and relevant training materials. Allocating sufficient budget and resources to support employee development initiatives is crucial for overcoming this obstacle.  
  • Creating the desire for people to “want to” learn: Intrinsic motivation is the driving force that comes from within an individual. Mastery, as an intrinsic motivator, taps into the human desire for self-improvement, growth, and the satisfaction of personal achievement. It transcends external rewards and recognition, acting as a powerful force that drives individuals to pursue excellence for the sake of the journey itself. Organisations that understand the potency of mastery as an intrinsic motivator can harness this drive to foster a culture of continuous learning and achievement, ultimately leading to higher engagement, innovation, and personal fulfilment among their employees. 
  • Personalised learning paths: Effective learning programmes are not one-size-fits-all solutions. They are dynamic and personalized experiences that cater to the unique needs and motivations of individual learners. By understanding these factors, organisations can create learning environments that foster engagement, motivation, and effective knowledge and skills acquisition that can be utilised in work. Personalised learning needs to be a cornerstone of modern education and learning, ensuring that employees receive the support and resources they need to improve, develop, contribute and grow. 

 

Investing for Success in a Digital Era 

Investing in employee development is not just a strategic business decision; it’s an imperative and a commitment to the growth and success of individual employees. By embracing digitalisation, harnessing the power of AI and effectively using technology, organisations can create a culture of continuous learning, stay competitive, and position themselves as employers of choice. Digital learning has a huge part to play and organisations that prioritise and invest in their employees’ growth will benefit from highly skilled, motivated, committed, adaptable and performing individuals and teams delivering great business results.  

By proactively addressing these challenges, organisations can maximise the potential of their employees resulting in increased job satisfaction, improved retention rates and a skilled and engaged workforce delivering benefit to the business. Investing in employee development is a powerful driver for organisational success, fostering a culture of learning and growth that propels both individuals and the company forward.  

To explore how our solutions can enhance your learning and development initiatives, visit our website and embark on a journey of unlocking your employees’ potential.

 

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Unlocking the Power of Employee Development: Strategies for Success

In today’s volatile and highly competitive business world, organisations face constant pressure to stand out and stay up to date, while driving profitability and performance. It is indisputable that engaged employees drive better results in all aspects of the working environment. Improved engagement relates to improved collaboration, improved advocacy, improved performance, and so on. Many factors contribute to an organisation’s success and levels of engagement, but one essential element that is often quick to be overlooked is employee development.

Particularly in times of economic pressure, employee development will be one of the first areas to be deprioritised, even more so in corporate settings or where upskilling is not essential to performing a role.  We would argue, however, that investing in the growth and development of employees should not  be regarded as a kind gesture or as a once in a blue moon opportunity, but instead as a strategic move that can deliver substantial long-term benefits. Recent employee statistics reveal that companies that invest in employee training gain a 21% increase in profit. Practical training and opportunities to learn lead to employees and teams who feel more confident in what they do, but also who feel valued and recognised members of a wider entity. The idea that a company would dedicate time and money towards making you feel better in your role can be a very powerful concept, and one that can ultimately positively impact many areas of a business.

 

The benefits of investing in learning and development

  • Increased Employee Engagement and Retention: Investing in employee development demonstrates a company’s commitment to its workforce. From the recruitment and onboarding stages, a focus on knowledge and skill development becomes a significant differentiator. When employees feel valued and see opportunities for growth, they become motivated, productive, and dedicated to their work and company as a whole. Furthermore, organisations that invest in their employees’ professional growth foster loyalty and reduce turnover rates, avoiding the high costs associated with recruitment, onboarding, and training new hires.
  • Enhanced Skills and Expertise: Staying competitive requires a highly skilled workforce. Encouraging employee development enables employees to acquire new skills and knowledge. This empowers them to broaden their expertise, strengthen their abilities, and stay up to date with the latest advancements in their respective fields. By investing in continuous learning, organisations equip their workforce with the tools to tackle new challenges and drive innovation.
  • Cultivation of Future Leaders: Organisations that invest in employee development cultivate a pool of talented individuals capable of assuming leadership roles in the future. By providing opportunities for growth, organisations can identify and nurture high-potential employees who exhibit leadership qualities. Leadership development programmes, mentoring, and succession planning initiatives groom these individuals to take on greater responsibilities within the organisation.
  • Positive Company Culture. By prioritising employee growth, and specifically universal growth where all employees have opportunities to take part and learn, organisations send a clear message to their workforce that they are highly valued and that their contributions are essential. This fosters a sense of loyalty, commitment, and pride among employees, creating a supportive and engaging work environment. Moreover, a culture that encourages learning and development becomes a magnet for top talent, as ambitious professionals are drawn to organisations that offer opportunities for careers advancement and skill enhancement.

 

The use of technology – how to make it happen?

Technology has ushered in a new era of learning and development, offering numerous benefits for both individuals and organisations. That said, we have all seen situations where e-learning platforms have been rolled out with too much fanfare, only for organisations to see adoption and usage dramatically drop after the honeymoon phase. Digital Learning Solutions must focus on sustaining the individual’s engagement and commitment to the learning journey, or else the positive benefits of offering learning and development initiatives will only dwindle with time.

  • Personalised Learning Experiences: Different technologies can enable organisations to deliver personalised learning experiences tailored to needs and preferences. Adaptive learning platforms leverage algorithms to assess existing knowledge, skills, and learning styles, in order to then present customised content and recommendations. By personalising the learning journey, employees can focus on areas that require improvement, accelerating their learning and development. Then by  collecting data and analytics, organisations can track progress, identify learning gaps, and refine training programmes accordingly.
  • Accessibility and Flexibility: Technology-enabled learning platforms provide enhanced accessibility and flexibility. Employees can access training materials and resources anytime, anywhere, and on any device. Whether it’s an online course, video tutorial, or interactive module, learners have the freedom to learn at their own pace and convenience. Such flexibility can really go a long way to accommodating employees who juggle multiple responsibilities or who may need to approach training on their terms.
  • Interactive and Engaging Content: There are more possibilities than ever before to include rich multimedia elements such as videos, simulations, gamified modules, and virtual reality experiences to make the learning process even more immersive and enjoyable. By incorporating interactive or even gamified features, the experience creates a desire to actively participate in the learning process, enhancing engagement, knowledge retention, and the practical application of learned skills.
  • Collaborative Learning Communities: Online discussion forums, chat groups, and social learning platforms enable employees to connect with their peers, share insights, ask questions, and engage in discussions. This fosters a culture of continuous learning, allowing employees to tap into the collective knowledge and expertise of their colleagues. By encouraging collaboration and knowledge-sharing, technology-supported learning and development initiatives promote a sense of community, encourage teamwork, and help towards breaking down silos within the organisation.
  • Real-Time Feedback and Assessment: Online quizzes, self-assessments, and instant feedback loops allow employees to gauge their progress, identify areas for improvement, and make adjustments as needed. This iterative feedback enhances learning outcomes and boosts employee motivation and confidence.

 

Overcoming Challenges and Maximising Potential

The future workforce belongs to organisations that can demonstrate their willingness to invest in their greatest asset – their people. There is no better time to start prioritising employee development as a strategy with far-reaching benefits  for organisations as much as the individual themselves. A culture that embraces continuous learning and development becomes a magnet for top talent, further elevating the organisation’s capabilities.

In embracing employee development and leveraging the power of technology, companies  unlock the full potential of their workforce, gain a competitive edge in an ever-changing business landscape.

Valuing and supporting employees creates a thriving work environment where individuals are motivated, productive and proud to be part of the company. And to those who worry about investing in developing talent at the risk of them leaving for another opportunity, the question should really be – but what if they stay?

To explore how our solutions can enhance your learning and development initiatives, visit our website and embark on a journey of unlocking your employees’ potential.

 

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Digital Sightseeing: Extraordinary Experiences for today’s tourist

There was a time when a key step before going on holiday was buying a guidebook on your destination. Since Baedeker books in the 1800s, people have relied on these to find ideas, inspiration, hidden gems, and tourists traps, ensuring their holidays were as perfect as possible.

Nowadays, there is a plethora of information online to sift through when planning a trip. From blogs and official accounts to articles and sponsored posts, people have access to endless resources at their fingertips. They can even reach out to their social media contacts for recommendations. This abundance of information poses a challenge for the tourism sector: how can less-known cities or off-the-beaten-track destinations stand out and compete for attention?

Today’s audiences value the experiences holidays have to offer more than ever before. We share our adventures on social media, seeking to showcase unique and memorable moments. We are also more aware of the variety of experiences available around the world, raising our expectation for each trip. In fact, younger generations are spending a significant portion of their income on travel, prioritising holidays above other experiences with a recent study revealing that 65% of Gen Zers ranked ‘travel and seeing the world’ as the most important way to spend their money.

So, how can destinations stand out in this competitive landscape and meet the high expectations of modern travellers?  The key lies in crafting unique and memorable experiences that revolve around the landmarks and attractions of any given destination. By harnessing technology, we can elevate a great concept and make it even more impactful, while simultaneously enhancing accessibility and inclusivity. Digital solutions have the power to captivate audiences through compelling campaigns and personalised promotions, enticing them to visit a destination. Once there, these innovations facilitate engagement with innovative, value-added experiences. Furthermore, they have the potential to maintain interest and foster advocacy long after the trip has ended.

Offering a personal touch

Applications that offer personalised travel routes, for example, are a simple but effective opportunity to tailor the travel experience to individual preferences and allow for autonomous exploring. Whether you’re an adventure enthusiast, a nature lover, or travelling with different generations, personalised tours that you can follow yourself speak to specific interests and needs.

For those seeking a more off-the-beaten-path experience, customised tours allow the traveller to choose settings and interests that speak to them, and make the destination feel more like it was made to suit what they’re hoping to get out of the trip.

For those travelling as a group with different generations, there can also be a challenge in finding activities that will appeal to everyone. With a digital application that suggests personalised tours or routes you can take the stress away from the tourist and provide an itinerary of experiences and suggestions straight to the palm of their hand, that keeps younger tourists interested while also ensuring older members of the group can also enjoy a more relaxed pace.

Appealing to the masses, speaking to the individual

Most customers have come to expect tailored experiences — according to a Mastercard-sponsored Harvard Business Review study, 90% of consumers expect organisations to know their interests and anticipate their needsLet’s take a quick tour:

  • Artistic Inspiration: Imagine a personalised tour through the streets that were once home to famous poets, artists and authors. While visitors follow in the footsteps of their favourite figures, they could collect virtual tokens or points to unlock exclusive content, such as unseen passages from their works or special audio recordings, or even a visual recreation of what life would have looked like in their time. It’s the same tours as always, but with a twist, helping to bring art to life, while immersing tourists in the creative atmosphere that once inspired their icons.
  • Uncovering Ancient Civilisations: Capture everyone’s attention, whether families or school trips, with customised routes that combine education and fun. Through digitally led scavenger hunts or clue-based challenges, children can explore historical sites and collect puzzle pieces or artifacts as they progress. Each discovery can provide insights into the lives and customs of the ancient inhabitants, fostering curiosity and reinforcing learning, through carefully designed games.
  • Active Adventures: For those who don’t want to sacrifice their active lifestyle while exploring new places, personalised tours can combine sightseeing with physical activities. For instance, visitors can choose a route that includes jogging or biking paths, integrating exercise with cultural exploration. As they complete different checkpoints, participants can earn virtual medals, unlock achievements, or compete with others in leader boards, adding an element of friendly competition and motivation.
  • Travelling for business: Imagine having the option to receive recommendations for outside of business hours for the work-trip tourist. Input your schedule and commitments and receive suggestions for how best to see the sights during the time you have. The tailored approach could recommend the best places to pick up food on your way to and from the office or meetings, suggest local networking opportunities, suitable places to hot desk and more.

Technology cannot fully replace the enjoyment and awe of travelling somewhere new. However, through embracing digital, innovative strategies, destinations can build more ways to hook and enchant visitors, particularly when keeping the diverse interests, needs and expectations of tourists at the heart of their offering.

By incorporating more innovative elements into their offerings, destinations can create unique and engaging experiences that capture the attention and emotional loyalty of modern tourists, ensuring their trip is nothing short of extraordinary. The offering immediately becomes a selling point for tourists weighing up where to spend their time and money, and can even engage, inform and excite tourists in the build up to their visit. Fresher approaches, that allow destinations to stand out, attract more visitors, and leave lasting impressions that contributes to their advocacy, growth and success.

Like what you read? Why not speak to our team on how we can help build a meaningful solution for you.

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Optimising learning through digital technology

In an increasingly digital world, the education sector is in a period of transformation driven by technology and new working models and methods. This digital strategy requires flexible education that encourages students and academic institutions to be active, innovative and entrepreneurial.

Electronic devices and the broader digital environment have become much more accessible to students. In terms of tools, technology has given rise to a wide range of platforms, equipment, systems, networks and applications that are already in use in many educational institutions and are expected to become even more common in the future. From the traditional textbook to a variety of digital materials, courses and support systems, content is expanding and diversifying.

As part of the Digital Education Action Plan (2021-2027) the European Commission conducted a public consultation at the end of 2020 to obtain the views and experiences of citizens, institutions and organisations on the impact of COVID-19 on education and training, the consequent evolution towards remote and online learning, and the future of digital education in Europe.

Respondents expressed that online learning resources and content should be more relevant, interactive and user-friendly, and not dependent on the financial resources of a city or local council. More than 60% felt that their digital skills had improved during the pandemic, and more than 50% confirmed that they wanted to improve them further.

The study conducted in the Action Plan helps to reiterate the current trend towards online and hybrid learning that has been accelerated by events in recent years. These changes have led to the discovery of new and innovative ways in which learners and educators organise their online learning and teaching activities, engaging in more personal and flexible interactions

Support and motivate students with digital technology

Digital motivation is about applying the capabilities offered by new technologies to increase students’ confidence. Thus, making them feel more comfortable in their educational environment and ultimately improving their performance. Active engagement, cooperation among students, quick feedback on work or assessments, and the ability to put what they learn into practice are some of the conditions for students to learn effectively using technology.  Students’ lack of motivation is not only a barrier to understanding topics, but also a challenge for teachers in their everyday work.

Academic institutions can support students on a personal level while providing a comprehensive and integrated understanding of university systems. Digital and interactive portals provide connections to all relevant systems, as well as ‘live sections’ that display grades, upcoming assignments, timetables and other information and encourage participation before, during and after different activities. Access to information and course materials anytime, anywhere.  A way of communicating with students and guiding them through their work giving them assistance, focus and reinforcement.

As shown in a study published by McGraw-Hill Education, students prefer digital learning to traditional learning. According to the study, 81% think digital learning technology is helping them improve their grades, and 71% say digital course materials have increased their engagement. The clear majority of students believe that digital learning technology has benefited their schoolwork by encouraging concept retention and improving grades, and that more than half (53%) of students feel much more motivated in classrooms that incorporate such tools.

Towards a new university student experience

Increasingly, students want higher education institutions to provide them with a personalised and individualised experience. They expect the same level of interaction and experience offered by consumer brands such as Amazon and Netflix. To respond to these needs, leaders at universities, business schools and other education institutions are beginning to see a connection between the student and the consumer, and how digital transformation is necessary to meet the demands and aspirations of today’s students.

Consequently, students no longer want to be treated uniformly and anonymously, but are looking for tailored notifications and suggestions, customized to their own interests, as well as a perfect experience. They want to be seen, heard and appreciated, as well as receive attention that is specific to them. According to the Connected Student Report, 90% of students want universities to interact with them as frequently as possible, using email, tailored communications and notifications, as well as other means. Around 40% say they would prefer more individualised communications, and 25% say they would like a more personalised university experience in general.

For a higher level of success, digital solutions must include procedures that encourage reciprocity and interaction, thereby increasing knowledge retention and avoiding monotony. It is essential to ensure that students apply what they have learned to solve problems, practice decision-making and skills development in a safe environment where their understanding can be tested.

At the same time, digital solutions can lead to improvements in educational institutions to operate more efficiently in capturing new students, in ensuring the performance of students along their journey and also in maintaining contact with alumni. In addition, they serve as a digital basis for 360-degree monitoring of the educational process. An integrated platform that allows students to customise their university experience from start to finish.

Some examples of the benefits are:

  • Collaboration and cooperation: experiences, work and projects can be shared, facilitating engagement and joint learning.
  • Autonomy and flexibility: there are a variety of methods through which information can be obtained, as well as sufficient freedom for their own organisation and planning. (Asynchronous education)
  • Interactivity and communication: Students can connect and talk to their peers, greatly enhancing their ability to communicate and learn. Even student-teacher conversation can take place outside the classroom.

 

 

Gamification in education

Gamification is one of the educational innovation techniques that has provoked most interest and success in recent years. It is a method that consists of introducing game aspects and dynamics into the teaching and learning process. Examples include ‘scoreboards’ that record students’ scores in various activities, ‘badges’ that are awarded to students when they reach certain learning milestones, and the use of applications that allow multiple-choice tests to be transformed into interactive competitions.

Let’s imagine an immersive narrative (initial motivation) in which we find ourselves on a deserted island and, in order to survive, we have to go through different levels, challenges and obstacles. There are many elements and strategies that we can incorporate into the island to encourage motivation, reinforcement, various stimuli and a greater sense of involvement. For example, through interesting and fun activities for students to work on concepts and exercise the basic skills that the subject is intended to promote. As you explore the island you earn small rewards that give access to badges and levels; all achievements will be added to a scoreboard (increased participation, continuous reinforcement and short-term motivation). In addition, a help or hints option can be included in which students can ask for assistance from both the teacher and other students (social immediacy). Within each challenge or activity there may be the possibility for students to choose different options or routes, i.e. depending on their choice, they may reach one outcome or another. For each completed task, quality and immediate feedback can be received in order to learn beyond mistakes. The experience can also encourage group work and systems of competition between teams (team-based learning).

This immersive experience can be part of any academic subject and for students of different ages, from different levels of school to university, postgraduate courses, etc. It all depends on the narrative, the approach, the design concept, the catalysts, etc. that are applied in each case. A way to exceed the mastery of the concepts of a subject and to discover and intensify fundamental values of personality and teamwork.

Therefore, we can conclude that the education sector has undergone a significant digital transformation, encouraging both students and academic institutions to become more engaged, creative, and entrepreneurial. Learners and educators have discovered new and imaginative methods to organize their educational activities as a result of recent changes and adjustments during the pandemic. There is now a much easier access to electronic tools, and technology has resulted in a variety of platforms, equipment, systems, networks, and applications. Digital transformation is necessary to meet the demands and aspirations of today’s students, who are increasingly seeking a personalized and individualized experience and concepts such as gamification can further improve student performance and motivation while also making a topic more enjoyable.

 

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Marketing and Human Resources, connected by engagement

Although at first glance they may appear to be very different departments, the reality is that marketing and HR share many similarities. Broadly speaking, both seek to attract, retain and satisfy the needs of their ‘customers’, whether they are consumers or employees; both want to deliver rewarding experiences and expect a return on their relationship; both need to know their audiences and their expectations, fears or desires; and in both, communication, recognition, motivation and reward for loyalty are essential to retain them.

If we analyse the changes experienced in society in recent years, the power is no longer with organisations but with the individual. The traditional approach of imposing and controlling is giving way to greater collaboration and consensus. Recommendations have become the norm when it comes to influencing purchasing, and technology has turned around the way we relate to our environment, where immediacy is a requirement, and we need to have access to information at the click of a button.

Faced with this qualitative leap in social behaviour, companies have been adapting and implementing strategies that provide the greatest satisfaction to their customers following a new approach. The key now is to design unique experiences that generate engagement beyond what is offered by the usual loyalty programmes. This means appealing to emotions, personalising each activity, entertaining, surprising and managing a stable, lasting and deep relationship. Can the same recipe be applied to those ‘customers’ of HR – the employees? And can the technology used by marketing be a good solution to solve the important challenges in HR?

Adapting to changes in concept

Customer acquisition and retention often receive a significant share of the marketing budget. They are in many ways similar to recruitment, selection, onboarding and career development, but different in terms of the budget allocated for these purposes. But who chooses who nowadays? Does the organisation select the candidate or does the candidate select the company they wish to work for? HR managers know that if they want to attract the best talent, they have to “sell” the company and the vacant position well and convince them that they are the best choice. Just as a marketing expert who wants to compete and grow in the market would do with their products.

However, both consumers and employees now have a different set of values, and want to live unique experiences, to feel listened to and understood, to be the protagonists and receive personalised treatment. They want to be able to interact with brands or companies that reflect their ethical or sustainable values. They want to be informed and be involved in events and exchange ideas. They are competitive yet want to share. These are all aspects that enhance their sense of belonging. Each of these factors are becoming more important to customers, but how do you order all these concepts to be able to manage new engagement strategies?

Innovation to improve performance and stimulate participation

Technology is a catalyst for development, as it provides a space to bring together all the needs, problems, corresponding solutions and a way to build an ideal environment to achieve objectives. By following the employee journey from start to finish, we can detect where our potential gaps are and how to turn these into successful outcomes. When dealing with the recruitment and selection phase, technology can help us learn about and qualify key elements of applicant profiles, while at the same time providing them with information about the company’s values, ethos and philosophy to check the alignment between the two. It helps us to be more effective and convey an enviable brand image. As the journey continues, it is time to impress our applicants, to create an unforgettable impression that will make them lifelong ambassadors for the company. It is time to create an onboarding experience in which we can make such a necessary and essential process cost-effective, entertaining and efficient, to unclutter those countless procedures, policies and other documents that everyone needs to be familiar with, or to make job-specific training entertaining and motivating.

 

Professional development, training plans and job recognition complete the employee’s journey, which technology organises and promotes through gamified engagement solutions. Users greatly appreciate these tools because they allow them to achieve goals in a fun way, interact with other colleagues, progress, compete, learn faster, embed certain behaviours and, above all, motivate and generate a bond with the company that is difficult to break. At the current time, HR is expected to register the highest growth rate in the gamification market, with a 27.8% increase according to data provided by Prescient & Strategic Intelligence. In addition, 72% of employees say that gamification inspires them to work harder. Additionally, according to Talent LMS, 89% of employees think they would be more productive if work was more gamelike and 88% of the survey respondents affirmed that gamification makes them happier in their company. For 78% of respondents, organisations would be more desirable if their recruitment process was gamified and gamification elements at work make 87% of employees feel more socially connected.

Investing in employees to win customer’s hearts and minds

Human Resources must therefore innovate and implement actions that boost interest and motivation in order to nurture a sense of commitment in employees. We must not forget that investing in HR is investing in our customers and their satisfaction. Engaged employees transmit confidence and enthusiasm, they work harder for the benefit of the company and generate customer loyalty.

For marketers and HR professionals alike, one of their main purposes are to activate the mechanisms necessary to create engagement. The Employee and Performance Gallup 2020 report states that companies with high levels of engagement have up to 81% lower absenteeism, 18% higher productivity and 23% higher profitability. However, only 15% of people felt actively engaged in their work. Disengaged employees are more likely to waste time and be absent more and therefore be less productive and contribute to a worse environment. It is worth noting the conclusion of the study ‘The Top 5 Traits of a Successful Work Culture’. Employee engagement in the connected workplace’, prepared by IDC and Crayon which confirms that employee engagement has become a fundamental factor in the recovery and resilience of organisations and a clear indicator of their health. In this sense, it affirms that 70% of companies that invest in engagement and have highly engaged employees will recover pre-COVID-19 growth levels by the end of 2022, further reinforcing the notion that investing in employee engagement means an investment in the company’s future.

Additionally, Gallup also reports that customers who are fully engaged with a brand account for 23% of profitability, revenue and loyalty, compared to the average customer. ThinkJar states that 86% of consumers would pay more for a better user experience. In this regard, a study by the CMO Council and RedPoint reveals that personalised, omni-channel interaction with customers offers companies an average customer retention rate of 89%, which drops to 33% for companies that do not have this option. In addition, 40% of consumers recognise that they buy more from brands that provide a more personal customer experience and interaction and what is more, the duration of their engagement with these brands is 30% longer. Finally, 79% do not consider buying from companies that do not actively demonstrate that they understand and care for their customers.

This data clearly demonstrates a trend that is similar in both HR and marketing department, two areas of an organisation in which marketing activity is fundamental in the face of changes in society and people’s behaviour. Both areas are destined to understand each other through better engagement.

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Embracing Individuality in Alumni Engagement

“Individuality” [noun] – the qualities that make a person or thing different from others

It can be tempting to want to replicate a successful alumni engagement programme from a competing university – you know the ones, the award-winning, sector-shaking ideas you wish you had thought of first. And although it’s common-sense to recognise what works for one university may not work for another (in most cases, it won’t), the deep-rooted need to stay relevant, competitive, and to stand out in a saturated landscape, doesn’t stop you as a team wanting to reproduce ideas or variations of ideas in the hope they’ll also work in your environment.

There’s nothing wrong with adapting ideas that work. It happens everywhere and there is good reason to utilise effective, creative strategies that have made an impact in your sector. If it aint broke, don’t fix it. However, there is an argument to say it is through this default reaction to simply copy or clone, that we end up with ‘cookie-cutter’ initiatives that make their way across the university landscape, slowly becoming the ‘norm’ of alumni engagement. Behind each new university signing up is an Advancement Team looking to make a difference, hoping to achieve the level of success as the original institution. Instead, in more cases than not, there is a lack of engagement from graduates and students, leading to Advancement Teams scratching their heads as to why the programme hasn’t worked.

There are many factors at play as to why the ‘cookie-cutter’ or ‘off-the-shelf’ engagement initiatives may not be successful, including the differences at the institutions themselves. From iconic buildings and venues, to student cultures, to the cities and towns themselves that shape the universities themselves, each institution inevitably offers unique but shared experiences for their alumni that stay with each generation. What makes your university distinctive may be the reason why your one-size-fits-all programme may be failing you and that’s OK, because it is exactly what makes your alumni community special, and is ultimately your secret weapon to delivering a killer engagement programme.

UK University information statistics

Keeping the spark alive

A recent Living Liberty study revealed that only 36% of UK graduates remain in the city in which they studied, with Glasgow, Edinburgh or London based universities being the main exceptions as they tend to retain over half of their graduates on average. Furthermore, in 2018, CASE shared their latest findings on the HE landscape in their ‘Engaging for Excellence‘ Alumni Relations report, one significant figure was the total number of alumni across Europe and Asia-Pacific now stands at over 14 million (14,371,711), a figure that continues to grow each year.

The combination of these statistics alone presents an immediate consideration for any alumni strategy of programme. Time, distance and absence do not always make the heart grow fonder, and with more universities developing foreign campuses or providing courses through partner universities, there is a strong need for universities to find ways to stay connected – or even forge connections – despite the distance.

The simple fact of where your university is located can have a significant impact on how connected your alumni feel; Shift Learning’s 2020 Exploring UK Alumni Engagement Report found that there was no significant difference between types of UK universities and how engaged their alumni felt (ie Russell Group or Post-1992), however they did find a significant difference in the distance between the alumni and their institution; 22% of alumni sampled who lived 10-20 miles away felt strongly connected (scores of 9+/10), while only 8% of those who lived more than 100 miles away felt strongly connected (and 67% providing a connection score of 4 or less!).

CASE also revealed that the mean number of full-time staff stands at 1.2 per 10,000 alumni, so it is understandable why institutions take the mass approach when it comes to their engagement programmes, there are simply too many alumni to engage with on an individual level. It becomes impossible for alumni staff to have a personal relationship with every member of their alumni base, especially when engagement targets are often driven by ‘the bigger the number, the better’ quantifiable results.

Technology of course can help bridge both the gap in distance as well as the gap in alumni resources. Digital engagement platforms help provide a centralised point of contact or information for alumni to log on to. But in a world of endless distractions, saturated inboxes, constant notifications, people are increasingly exhausted and switched off by the frequent lack of consideration or personalisation for the individual at the receiving end of every news item, ping or mass email campaign.

Faced with increasingly disparate, diverse, distracted and demanding target audience, how can you make your alumni feel valued on a personal level and not just another number counting towards an end-of-year target when you are not able to actually give them that level of attention?

Recognising Individuality

As of 2019, there were a total of 164 university and higher education institutions in the United Kingdom (Statista). The UK Higher Education landscape is one of the most richly diverse in the world, with focus on nurturing independent study, debate, critical thinking, and more real-world application of teaching compared to other nations. 29 UK universities are in the global top 500, 18 in the top 100.

Motivait alumni individuality personalised experience

When marketing to potential students, universities undeniably lean into their differentiated offering. “Come study among our gorgeous buildings; investigate in the world’s best laboratory; benefit from our high graduate employability rates”. Attraction and recruitment to the university is firmly founded in what makes that specific university experience different, dynamic, and distinctive compared to any other. It only makes sense for alumni engagement to continue this approach beyond graduation through unique, differentiated experiences that attract, nurture and retain those potential supporter, volunteer and donor populations.

With the right technological capabilities, engagement initiatives can be almost automatically scaled up and made more accessible and inclusive, while simultaneously providing personalised experiences. Taking a page from Customer Engagement and Experience practices, the programmes that generate most participation and interaction for brands are those that deliver personalised, seamless, meaningful experiences that allow individuals to engage where, when and how they want. A customer centric approach revolves around utilising data and information provided to enhance every interaction throughout their journey or exploration of your platform– engaging, synchronised, attractive environments, and high performing customer-focused operations that, ultimately, make the individual feel as if everything has been made with them and their interests in mind.

By focussing on the end users that you’re looking to engage and forge meaningful relationships with, in this case alumni populations, you begin creating experiences/initiatives from a place of empathy – understanding their interests, their needs, how they will interact with the technology or expect it to respond.

Motivait alumni individuality

In an era where most of the population is aware of the data exchange for services, so much more can still be done to nurture trust and demonstrate the valuable application of consumer data. The argument being, if you’re going to request or collect data, at least use it to improve and personalise the experience by showing you understand individual preferences rather than blasting people with emails or notifications that are only in your interest.

Through technology, engagement initiatives can be almost automatically scaled up and made more accessible and inclusive. As we see consumers becoming more considerate of their personal circumstances and needs, there is a great opportunity to develop mindful experiences for them as well. Emails that are reactive but not invasive. Suggestions and recommendations that feel handpicked and perceptive, rather than random or machine generated.

Making it a reality

Universities are complex and there are many factors you could consider to determine how to deliver your alumni programme. Advancement Teams can benefit from analysing the distinctiveness of your institution and using this powerful information to design and implement effective engagement programmes for your alumni community.

Rather than looking at a programme that is successful at a neighbouring institution and using this as a basis for your next big engagement idea, first reflect on what makes your institution different and what this means for your graduates; what do they want and need from their alma mater? You need to take the time to really understand your institution and graduates.

Whatever the programme is, if you put your alumni at the heart of it, it will be more successful. University’s will never be able to truly engage with each graduate, but there are ways in which you can make them feel special enough to engage. Collecting rich data that will give you and the alumni real value, and figure out how to utilise this information to it’s fullest to design killer engagement programmes for your graduates.

In summary, know your institution, know your alumni and use this to your advantage. Utilise technology to engage alumni from afar and create ways in which your graduates can select their interest points.

 

 

 

*https://www.universitiesuk.ac.uk/latest/insights-and-analysis/higher-education-numbers

**https://www.statista.com/statistics/1084737/eu-28-adults-with-tertiary-education-attainment

^ https://en.wikipedia.org/wiki/List_of_universities_in_the_United_Kingdom_by_enrolment

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2021: What did we look for last year?

In 2020, we said that we believed 2021 would be a year for reassessing and improving approaches. The very human challenges and experiences of 2020, we felt, would inevitably cause businesses and organisations to empathetically reconsider and refocus on the people at the heart of their operations. Looking back on the last 12 months there have certainly been significant changes – many of them focused on improving connection and proximity between people, their brands, their communities, and their needs.  

Employee Engagement has seen more debate and discussion than ever before (9-5, WFH, The Great Resignation), driven by necessity, by competition, and by a real shift in the previously established status-quo. Technologies that seemed inaccessible or expensive became common practice, with QR codes and apps becoming part of day-to-day life from ordering from a menu to storing medical information. 2021 provoked developments which at their core worked to enable, encourage, and connect people. 

As we say goodbye to 2021 and hello to 2022, we round up the themes and pieces that most appealed to you this year.  

Empowering the People  

2021 saw people revaluating what they wanted their life to look like and how their work fitted into the picture. After proving working from home was more than just a possibility, businesses have wrestled with how to offer flexibility to employees revaluating what they want their working life to look like, without compromising on other aspects of company culture. Companies who have embraced more flexibility for workers have then in turn been faced with challenges around sustaining a sense of belonging, a sense of community, as well as a sense of enthusiasm across remote teams whose only interface with their colleagues and the company is their laptop screen.  

While working from home may not be going anywhere soon, looking to the immediate future there will be a very real need to implement the infrastructure and solutions to support a seamless working experience across all circumstances.  

Customer Centric  

Looking specifically at Customer Engagement, the last 18 months have probably seen more need for change, reinvention, and agile responses than in the last 10 years. Supply chain shortages, haulage delays, new legislation on importing and deporting – it’s been a tough year to meet ever increasing demand and high customer expectations. It would be wrong to write off today’s consumers as easily influenced or swayed, when the reality is that most are actually looking to be impressed by services, values and experiences that stand out from the crowd. In their research into customer journeys, PwC found that people will pay up to 16% more for a great customer experience (CX), while Gartner found that 64% of customers value CX over price.  

The growing market evidence suggests that instead of being impatient for deliveries, consumers may actually be frustrated with poor communication and service; instead of fickle they may in fact be more conscious of where they’re spending than ever before. If 2021 was the year for trying to keep up with an ever-changing landscape, will 2022 be the year to utilise learnings to actually stop, listen and understand the customer?  

Sustainable Change for the Greater Good 

Since early 2020, we have all had time to think and reflect on the way we live our lives. People have taken up habits and hobbies with more interest in sustainability, nature and resourcefulness – DIY around the house, upcycling furniture or clothing, sewing masks, growing herbs, fruits, and vegetables. Outside of the home, local communities and governments have become more aware of the conscious efforts required to reengage, reassure and encourage participation in order to sustain local businesses and commerce. On a global scale, the recent COP26 conventions acted as a reminder for many that collective action is desperately needed to address the very present challenges for society – to turn the tides or slow down the devastating effects of climate change, and to support communities rebuild or reinforce their right to belong and thrive.       

Have the unignorable events of 2020 and 2021 provoked new practices that we will take with us into 2022? Could we be at a turning point for attitudes and values across society? 

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