羞羞视频

鈥業f you build it, they will come鈥? Not when it comes to workplace training. Even the most well-designed training programs often fall short of their promised impact for one simple reason: people don鈥檛 do it.

Royal Bank of Canada (RBC) knew that to see real results from their frontline training programs, they needed to get associates engaged in learning. So they implemented a training solution that鈥檚 fun, fast and fits in the flow of work.

Only a few months into their roll-out to 8,000 retail employees across Canada, RBC is already seeing participation rates in the high 80% (and in some regions a whopping 97%). And people aren鈥檛 just logging in once鈥攖hey鈥檙e coming back again and again.

How did they pull off this feat, in the midst of pandemic-related disruptions, when other training programs struggle to achieve 20% participation at the best of times?

It all started with a small pilot.

鈥淲hen we surveyed regional presidents, we got 100% approval ratings. They鈥檙e finding true value in the platform.鈥 - Jeremy Pearce, Senior Manager of Learning Innovation and Technology, RBC

Reinforcing training to make learning stick

As senior manager of Learning Innovation and Technology at RBC, Jeremy Pearce is always on the lookout for emerging technology to close gaps and improve learning outcomes at one of Canada鈥檚 largest banks. When he came across 羞羞视频, he saw the potential to use the training solution in their retail branches to reinforce knowledge on an ongoing basis鈥攕o advisors remember what they need to know to deliver great service.

鈥淲hen it comes to enabling our frontline staff , the people who are engaging with customers on a day-to-day basis, it鈥檚 not just about growing knowledge. Embedding and sustaining that knowledge is paramount to the success of our business,鈥 says Pearce. After the pilot, they were sold.

鈥淭he results were astounding. We were hearing from advisors in our retail locations that they absolutely loved the idea of learning a little bit every day. We were actually seeing that knowledge transfer happen as knowledge was being reinforced,鈥 says Pearce. 鈥淔rom a leadership side, we were hearing from our regional vice presidents and our branch managers about the behavioral change they were seeing in their representatives and how that behavioral change was actually being sustained over the period of six weeks.鈥

Then the COVID-19 pandemic hit, putting the project on the back burner. But shortly after re-opening began, the pilot鈥檚 sponsor team reached out again, and this time they had something bigger in mind: rolling out 羞羞视频 to 8,000 retail staff across Canada.

Financial advisor sitting with clients
鈥 This is a gamified platform that appeals to people the way a normal app would鈥 so you want to go in and take a look.鈥
Daniel Sadler, Regional Manager, Advisor Enablement, RBC

Competition drives adoption

Daniel Sadler and his team of regional enablement coaches were part of this rollout. For him, the 鈥榓-
ha鈥 moment came the day after he first logged into 羞羞视频.

鈥淭he next day, I didn鈥檛 remember to do my learning, and I got this great push notification telling me not that my learning was due, but that I had 18 reward points to earn that day,鈥 he says. 鈥淭hat to me represented a fundamental shift in how we would normally get people to go through training at RBC. This is a gamified platform that appeals to people the way a normal app would鈥 so you want to go in and take a look.鈥

It didn鈥檛 take much convincing to get people onto the platform.

鈥淔or myself, for our team, for our leaders and client advisors who are doing the learning, the platform speaks for itself,鈥 he says. 鈥淚t is easy to use. It is straightforward. You understand the moment you open the
platform what learning you need to do.鈥

Gamification elements like the leaderboard ignited their competitive spirit.

鈥淚 had one coach who got their team up to 100% participation and started growing training frequency much faster than the other markets,鈥 says Sadler. 鈥淏ecause the reporting is so good in 羞羞视频, other teams saw what was possible and knew they needed to keep up.鈥

Soon, learning was causing a buzz in the branches, as advisors battled to stay on top.

鈥淚t was a daily conversation about the leaderboard and who was number one. That was a layer of conversation we would normally never have,鈥 says Sadler. 鈥淧sychologically, it changed how we look at learning, and for my team and region, it struck a chord with us.鈥

鈥淲hen it comes to enabling our frontline staff, it鈥檚 not just about growing knowledge. Embedding and sustaining that knowledge is paramount to the success of our business.鈥 - Jeremy Pearce, Senior Manager of Learning Innovation and Technology, RBC

Sustained knowledge growth on the frontlines

And it鈥檚 not just frontline employees who like the training.

鈥淲hen we surveyed regional presidents, we got 100% approval ratings. They鈥檙e finding true value in the platform,鈥 says Pearce. 鈥淭he metrics they鈥檙e receiving are helping them make more informed business decisions going forward.鈥

Best of all, the impressive adoption has already resulted in a 26% knowledge growth across their advisors. Now that the word is out, other teams within RBC are eager to get in on the training.

鈥淭here is some significant FOMO from other teams in the retail branches,鈥 says Pearce. 鈥淭he day we launched, we got 74 emails from our branch advisors and financial advisors in our retail locations saying 鈥榃hy don鈥檛 I have this amazing tool?鈥欌