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How has the COVID-19 crisis redefined professional training offers?

Covid-19 : la crise sanitaire a-t-elle rebattu les cartes de la formation professionnelle ?
Published on
14 October 2020

In December 2019, Topformation carried out a study with 200 businesses from all sectors and sizes in order to understand how the Covid-19 crisis has modified their needs in terms of professional training. What are the current trends in professional training?

At the end of 2019, HR directors and managers in charge of training at 200 private and public organizations shared their perspectives on the major trends for professional training. "The study must be read in the context of the health crisis which has accelerated the advent of certain underlying trends," highlights Véronique Girod-Roux, head of development and governance for Professional Certificates and programs at GEM Executive Education.

Reinforcing soft skills

"Without warning, teams had to completely reorganize their individual and collective approach to work. Managers had to understand how to lead in this new post-Covid-19 context that has increased the need to combine in person and telecommuting forms of work," adds Véronique. "As a result, the focus is on reinforcing new skills, in particular soft skills, but also the use of technological tools. This requires greater support in terms of training offered by the HR department."

Training for change management and project management are currently major subjects of focus for companies. In particular the "Managing Transformation" Certificate and the "Executive Leadership" Certificate delivered by GEM via distance learning. Both programs are built around agile management and include content to better understand management both in person and in telecommuting contexts.

A combination of in person and distance learning

The study highlighted the need for companies to combine in person and distance contexts. As a result, companies and training services are implementing in-situ training programs. "The idea is to set up training programs that are based on real work situations and enact concrete learning situations. These initiatives are followed up by a debrief with a third party," underlines the Topformation study.

Apprenticeships and work/study programs are also important stakes during the post-Covid-19 period. "The learning center, which opened at GEM in 2019, enables the implementation of work/study programs in close collaboration with companies. The modalities of each training program must be defined according to the needs of each generation," explains Véronique.

Targeting small format training programs

The French government launched a program to support short-format training programs that can cost up 1,385 euros per employee and be funded 100% by the government until September 2020, and 80% thereafter. These short-format programs are focused on project management, soft skills, agility, etc. "Companies and training organizations must also accelerate their transition towards digital technologies in order to take full advantage of phydigital training programs," concludes Véronique Girod-Roux.

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  • Grenoble Ecole de Management’s part-time MBA is ranked in the Financial Times 2016 Executive MBA ranking, published on Monday 16, October. The Grenoble program gained 20 positions . It is performing  the highest  progression in this year’s ranking.
    Published on 17 October 2016

    A jump of 20 places in the FT Emba world ranking 2016

    Grenoble Ecole de Management’s part-time MBA is ranked in the Financial Times 2016 Executive MBA ranking, published on Monday 16, October. The Grenoble program gained 20 positions . It is performing the highest progression in this year’s ranking.

  • Collaboration
    Published on 10 October 2016

    The DBA: The missing link?

    Grenoble Ecole de Management Director of Executive Education, Gaël FOUILLARD discusses the benefits of collaboration between researchers and corporate partners and points out the advantages of efficiently connecting both parties in order to bring...

  • Quand Orange met la performance économique et sociale au service du client
    Published on 16 September 2016

    Orange Combines Economic and Social Performance to Enhance Customer Service

    In 2014, the Orange group launched a national training program to help its technical and sales teams evolve. The goal was to encourage a change in perspective in terms of management in order to implement transverse interactions and simplify its...

  • Quand Orange met la performance économique et sociale au service du client
    Published on 16 September 2016

    Quand Orange met la performance économique et sociale au service du client

    Comment la certification « Managers de services » de Grenoble Ecole de Management, destinée aux managers intermédiaires d’Orange, a-t-elle contribué à renforcer l’esprit d’initiative, la créativité et les interactions positives au sein du groupe ?...