Al Kinnear
On today's episode of Return on Intelligence, we speak with Valeria Pasca, senior manager of global learning and development with Juice Plus. We discuss harnessing the entrepreneurial spirit of the Juice Plus business partners in a global learning and development culture. Well, I'd like to welcome our viewers back to the Return on Intelligence podcast. Today we will be speaking with Valeria Pascoe, senior manager of Global learning and Development with Juice Plus.
Al Kinnear
Welcome to our podcast, Valeria.
Valeria Pasca
Hi everyone. Thanks for having me.
Al Kinnear
How are you doing today?
Valeria Pasca
Very well, thank you. How are you?
Al Kinnear
I'm great, I'm great. And I'm very excited to share with our viewers that Valeria is actually our first international guest, and she's joining us from London, England today. So that's very cool. And, thank you for your commitment to our podcast and for being a guest today.
Valeria Pasca
Thank you for having me again. Yes. I'm Italian as well. So double international for you today.
Al Kinnear
Awesome. So let's just start with a bit of background. Valeria, if you can tell us about how you got into learning and development and how you've just evolved your career in L&D.
Valeria Pasca
Yes. Of course. So, I moved to London, right after my degree, and I started working in a language school. So I started straight away with, within the teaching environment, let's say. And from then, I started a career, and it's now now nine years in, direct selling industry. and seven of them have been pretty much dedicated to, to training in, various aspects of the business, such as glass, especially from quality assurance into, sales training and, and lately it has been, globally, for the learning and development, role.
Valeria Pasca
So that's, that's fairly new to me. It's been, just over two years.
Al Kinnear
So great stuff, great stuff. So, if we could share with our viewers just a bit about Juice Plus and your business case, and then we'll roll right into the strategy. That'd be great.
Valeria Pasca
Yeah. So, just glass is a, it's a global company. we basically, are a direct selling business. So for those who don't know, we have a corporate side, and then we have, basically partners in the field that sell the products, so they live and breathe the product and the business. whereas we are the providers of the services and the product.
Valeria Pasca
So I hope that makes sense.
Al Kinnear
That's great. in terms of the focus of learning and development at Juice Plus, if we could just talk about the user groups and then the volume of users, which is quite impressive.
Valeria Pasca
Yes, we have a global structure for our partner training. I just glass as well as our employees. so, as I said, in the direct selling business, the people who we are trying to support, within our function, are self-employed, they are entrepreneurs. They are those who have to go out there and, do the sales of the products.
Valeria Pasca
and we also organize learning content for the employee part. So, it's a, it's a double, it's a double function. in both cases, I want to say the, the focus of the function is empowering people. So both inside, as you would see in most, HR, departments, we try to empower employees, you know, to, to upskill and develop.
Valeria Pasca
but when you look at the users that we have out there in the field, it's still to empower, but in a very different way. It's about self development. It's about, you know, upskilling, sales skills and so on. So, we provide, content for both groups. and in terms of, numbers, we have a total of, active users, which averages around 14,000 per month.
Valeria Pasca
whereas if you look at our unique users since launch, which was in 2021, we're, we're looking at about 60,400.
Al Kinnear
Oh, that's incredible.
Valeria Pasca
Al Kinnear
An incredible size of, of group, especially the monthly volume of 14,000 per month. That's, that's great. when we talk about empowerment with your partners, do you have a feedback loop that allows you to kind of adjust your needs in the learning and development, or what does the feedback loop look like, specifically with the partners who I would assume are kind of the majority of that 14,000, per month in terms of user user activity.
Valeria Pasca
Yes. Our partners are the vast majority. actually the corporate side is just over 400 users. So everybody else's partners, yeah, we have different types of feedback loops. we have we seeking feedback before putting content out, while we are putting content out and after having put content out. So, it's very important for us that we don't just create trainings for the sake of it.
Valeria Pasca
It's, it's about creating content that's going to support them in what they need to do. So, usually we have focus groups, we have surveys to find out what people need. so once we have nailed down a topic, for example, we are very likely to do quite a few back and forth with our drafts with, selected number of our partners, just to see what they think and give us feedback on it.
Valeria Pasca
And usually the group is defined by their own skills. So if I am creating a piece of content on, customer acquisition, I need to make sure that the partners we're giving feedback are very, you know, feel very strongly and passionate about customer acquisition. If it's about events, it needs to be someone who's doing events and so on.
Valeria Pasca
So, we try and make sure that they are giving us feedback all along the way. And very often we will have testimonials from them. So we might ask them to be actually part of the training itself. and finally, we do use the ratings and we try and get people to, make sure that they feel in their evaluation at the end of each course.
Valeria Pasca
So they let us know if they liked it, or we could have done better and so on.
Al Kinnear
Okay. That's great. And so in terms of the mix, do you use this feedback loop to kind of determine a best fit? You know, in different international areas, or how do you think about your mix and what does it look like?
Valeria Pasca
Our lab mix is yeah, I do think that in the two functions it's slightly different. we do, have a lot of online training, maybe about 70%, and then there's about a 20%. That's called the live trainings that we don't lead in. And it's the business development team that, that, kind of organizes those they regularly with the field and directly in the language that is needed.
Valeria Pasca
So each region can then provide what is required from their field, which is always different. No one needs the same thing. And then finally we have about 10%, expert led, training. It forms a workshop in person, online and blended and on stage because we also have, you know, large conventions, events, where you can have a little booth, you can have, you know, panels and stage and so on.
Valeria Pasca
So, very mixed. if, if I can ask that question.
Al Kinnear
That's very good. And in terms of the experts, I'm always interested to find out, you know, are the internal experts. Do you use third parties? Is it a blend, you know, how do you go to market with you know, finding expertise regionally?
Valeria Pasca
It it is different and it's varied. So, we have both experts in the organization. for example, I'm currently working on, fantastic, events training, and a leadership training. And we have people in the organization that can provide content for those. These are the same people that will go on stage at our conventions, for example.
Valeria Pasca
but then we also need experts that we don't have in the organization, and therefore we seek out, speakers that can participate and, you know, provide their own expertise that we cannot, we cannot do ourselves. and yes, it's very different by region as well. So, some countries prefer to have very inspirational leaders on stage or trainers.
Valeria Pasca
Some people want business, advice very specifically, you know, from business people, people who have whether CEO of another company or we've written books about it. and other regions prefer more self-development, pieces. So more about how to really, you know, organize your day, get the best out of your, you know, your actionable, tasks every day.
Valeria Pasca
You know, the things that you do to, to gather more clients and more people in your team and so on. So, yeah, there's there's a bit of everything. And it's not just telling the, you know, this very much teamwork. So there's there's a whole event team, there's a whole marketing team, there's a whole business development team. And they all organize pieces of this is not just us.
Valeria Pasca
So we focus a lot on the online version of it.
Al Kinnear
Got it. So it just to me it sounds like you've a very exciting mix of, of kind of online live training and experts. So and obviously that's all about engagement of your audience and, and, you know, I would imagine that you're trying to assist your partners, you know, in, in maximizing, you know, their their personal return on investment and their ability to, work with juice plus, in these partnership programs.
Al Kinnear
So, you know, Juice Plus truly is a global, learning and development kind of focused company. And I'd really like to dive into that. So maybe some stats to start us into this, this portion of the pod. like how many countries and languages are you are you managing within your learning and development, program.
Valeria Pasca
So we have currently 26 countries, 15 languages. plus, what you would call language variations. For example, you have Latin American Spanish versus, you know, Spain, Spanish. you have French from Canada, French, you know, from the European side of things. And then you also have different variations of German within, you know, Germany, Austria versus Switzerland, and so on.
Valeria Pasca
So, yeah.
Al Kinnear
Okay. And so I can only imagine when you're trying to manage a global and diverse, learning and development team and the topics and users, etc., you know, are the regional challenges that you run into, like GDPR or what, you know, what is the different challenges that you've found in running a global land, program.
Valeria Pasca
That you need to be careful with a lot of things, that's for sure. You need to prevent, as much as possible and work very much as a team rather than just the function of it. And so we work very closely with our compliance teams and our regulatory teams because there's, some, training topics that, yes, are needed in all regions in the world, but they have to be addressed in very different ways.
Valeria Pasca
just to give you an example, you know, GDPR is very much a European, you know, focus. and, regulatory is much stronger in the European region compared to our North America counterparts. we sell clearly we have a range of products, that is backed by research. And, you know, we have a lot that we would love to say about the product that, we are not able to do in every country because depending on the formula that you're sending or the regulation and the laws, of that specific country, the claims that you're allowed to say are different, and that's nothing to do with the product is to do with
Valeria Pasca
the law. So a training for our capsules, for example, which is the hero product, for Denmark and for Italy is going to be very different because the claims that you're allowed to say are, diverse. And in our North America region, you are allowed to say a lot more about the clinical research and so on. So we have bigger trainings because there's just more that you can say, and it's all about trying to give our partners, just a perspective in the guideline.
Valeria Pasca
Just be careful. You know, depending if you are, you know, if you're talking to your European team members and you're from the US, some things that you can recommend them to use as, is a lovely pitch that has been great for you. They might not be able to use. So that's part of the training as well.
Al Kinnear
Got it. And so in terms of the I'm going to call it regulation management by region. How do you achieve this. Do you have like local professionals assisting you with you or is it kind of from head office. Like how do you approach that. Because imagine the diverse number of different regulations must be actually a handful to manage.
Valeria Pasca
It's a handful to manage. But the part that I have to deal with is, you know, it's very small compared to everything that our, regulatory team does. we have everything in-house. I'm sure there are consultants. And, you know, the team expands as needed, but, we have a global function within the, organization and also local experts.
Valeria Pasca
So, whenever I'm preparing, for example, a product training, I make sure everybody is invited, everybody gets to review and everybody gets any feedback and comments. So I don't have to have the entire expertise because we have experts within the, organization that can give us, you know, some directions, thankfully.
Al Kinnear
Yeah. You're very lucky. That's that's great. So just to tie up the the kind of international global focus when when you're dealing with regulations, and just the different mixes of, you know, countries and cultures etc., do you strive for alignment, like, is there like what is your thought going into aligning the messaging and the, the corporate learning and development and the partner learning and development within global territories?
Al Kinnear
Like if you could speak about alignment, I think that would be helpful.
Valeria Pasca
Yes. So alignment is, it's hard. I think it's, it's what you strive, towards. But it's also sometimes not the best approach. And the reason is that, by trying to harmonize too much, you will eventually, lead to misalignment because you're gonna overlook cultural differences and, different ways of talking about something.
Valeria Pasca
And, the regions are just way too many and cultural differences is, you know, it's a value is not something that we should, try to push down. There's something very important I feel about trying to be perfect is not always the best idea. I always say we strike. We're 80% perfect. So 80% is great. Then there's always going to be that 20% of leeway that you have to allow the regions.
Valeria Pasca
You have to, like, allow the single country to be able to do what they need. And, you know, we're just here to support. We cannot impose, everything that we want to do. We want to do so many things. You can't do them all. And, there's there's also something about the communication piece that, I at the moment I became aware of it.
Valeria Pasca
it really changed the way I look at things. And there's countries that, you know, are more explicit versus more implicit with their communication, with their sales pitches and so on. There's countries that, you know, deal with feedback in very different ways, even when you're giving feedback about, oh, you didn't you know, you didn't complete this course or you didn't make it this time, like, try again or, you know, you failed.
Valeria Pasca
Try again. Like the way you phrase things can have an impact, whether people are coming back, whether they feel like they're learning, whether they feel like they're getting what they want out of the training you're putting out there. And, I keep that really struck with me was, I can feel it as an Italian, you know, living in the UK, for example, is, some, some communicate, some cultures, take communication, concept first and some countries, use communication application first.
Valeria Pasca
So as an Italian, I will tell you absolutely everything around something before I get to the point. And that's just the way I was brought up. That's my culture, that's, you know, generic generalizing clearly. But in Italy, that's what we do. We could literally talk about something or nothing for hours. For the love of talking. And in the UK it's application for.
Valeria Pasca
So I'll tell you what we need to do and then I'll tell you why, which is very difficult. when you're trying to create trainings, you know, in English first because that's always on our master file. And then it needs to be translated in so many languages. You need to take these things into consideration, you know. so for example, if you want to tell people there is this law that you need to be aware of, and this is why, you know, for Italy, we might do it Italy, Spain, you know, and France and so on.
Valeria Pasca
We might do, you know, this is this is a so you will find interesting and this is something that you may want to know about this product. And this is something else. And the reason why all of this is important is this because there is this law, blah blah, blah. Whereas in the UK you might do the opposite.
Valeria Pasca
You might be like, this is what you need to know. And this is supported material that you might find interesting as to why that's important for you to know.
Al Kinnear
That's it's fascinating. So thank you for the the discussion with regards to this global focus that you have, I think something very beneficial with your experience and and juice plus and and just really the evolution that you guys have gone through in terms of, you know, your full scale LMS launch is pretty recent, you know, 2021, you've got 60,000 unique users over 26 countries, like that.
Al Kinnear
That's amazing. And and for that to have occurred, you know, you can just tell that you had a organized thought and, and launch of this new, your LMS and learning environment, but could we step back and just change gears a bit and talk about how that evolution, move forward? Where did you come from moving to a full scale LMS and what were you using, in the past, and how has that changed and improved your ability to deliver to these 26 countries?
Al Kinnear
And again, as I keep mentioning, because it fascinates me that you have 60,000 unique users and, you know, just a little over two years. It's it's just a great story. So if you could share, that would be great.
Valeria Pasca
I must say, the the pandemic had a huge impact on pretty much everything we are doing right now. I've been working retraining within this company for quite a few years, as I said, and before the pandemic, we knew we needed to, clean up our training materials. We knew we needed to centralize it a little bit. we had bits and pieces everywhere, but it wasn't as urgent in the sense that our partners, as I say every time they are entrepreneurs, they're fantastic at what they do.
Valeria Pasca
They they know what they're doing. We're here to support and, you know, help them, you know, do things even better. And, in a way that is compliant and so on. But it's not like they they don't have materials of their own. So we started very slowly. And the first package that we got was, article 368, which is it's a fantastic content authoring tool.
Valeria Pasca
We so use it, and what it allows you to do, and I'm sure there's other ones, by the way, that do the same thing, but it allows you to have a preview link. So without having to export, the course necessarily into a Squam file, it helps you basically send this link that you can hyperlink anywhere in any document, for people to access the course.
Valeria Pasca
Clearly you will not have any visibility on who is doing it. you know, how many are accessing the link, how many are successfully taking the training, but at least it pushes it's out there. And that's how we started. So that's how we started pushing training out. And then in 2020, thank goodness we had that tool because we had, an amazing evolution.
Valeria Pasca
We had so many people who signed up to become a business partner, you know, in Just Plus. And clearly this is because you could do it from home. You could do it by a social media. You know, some people lost their jobs. They couldn't do their regular, activities anymore. So it was it was a side, hustle or something that they, they felt they could start, to empower themselves in that period.
Valeria Pasca
That was very hard for everyone. So, we needed something very quick. And I created this onboarding page, which we still have. It's literally a collection of information on each country. We did it in each of the languages, and it just helped people onboard. People like, this is what you need to know. Click on this link and you have a little bit of everything.
Valeria Pasca
And what it did it it's it was the first time they had a training piece that we had available for them that they could share on WhatsApp. They could share it, you know, in other ways. We now having to rely on mailing lists or, something that corporate would send, you know, to everyone. And that was the beginning.
Valeria Pasca
So, then, you know, and this was the partner side, if you look for a second at the corporate side, we used a different, tool that was called, per CPO, and it was, one of your standard, you know, training platforms with absolutely everything in it. So clearly, our office we have we don't have people working, you know, you know, and on construction, we don't have nurses, we don't have all of these jobs.
Valeria Pasca
But those trainings were still in there. So what we were offering was a very, non customized experience to the employees. So we didn't use it very much. There was not much that was you know, ad hoc for anyone who was asking for training. It was just a box with a lot of things in it. And if you were, if you could find something you were interested in, great.
Valeria Pasca
Otherwise, you know, we didn't have another option. And, and that changed when we decided finally, you know, to to get on board with the LMS in 2021. And we started first on the partner side and then on the employee side. So was, big evolution.
Al Kinnear
Yeah. For sure. And then I would imagine it just sounds like, you know, the biggest topic we talk about these days, in, in different discussions with different stakeholders, are really the move from centralization to decentralization. And it really sounds that in your evolution, you were decentralizing somewhat by empowering your partners, you know, to create content and share that within regions.
Al Kinnear
Did I get that right? Is that is that kind of your go to market strategy? with the partnership.
Valeria Pasca
So basically what happened is, I think centralization was the first step, and it was needed, as I mentioned, to, to be aware of everything that we had because, the Just Trust Company as a company, you know, it also evolved, through the years. we have, we used to have more master distributor ships, which means that, there are, people, for example, our Canadian office, you know, it's a master distributor ship still, same with Australia, New Zealand.
Valeria Pasca
whereas the rest of the company united under one company. And during this process, we, we strived for alignment, which was great. And that was actually a successful alignment, through the years. But what happened is we found out we were all doing things very differently. So, with this process, centralization was needed for a moment to do a big clean up of everything that was outdated.
Valeria Pasca
not branded or, just no longer compliant. So it was maybe just slightly all the information, and we needed to do that first. And then once we have done, let's say the hygiene project, then it was about okay, then we will give you the core and then you take it away and use it as you need.
Valeria Pasca
so, you know, our partners since then are perfectly able to prepare something for the team members. But as a company, we were lacking something that was aligned and centralized. It it was part it was corporate led, but the partners could rely on when they need something. And, after the centralization, we just knew it was never going to be 100% aligned globally.
Valeria Pasca
not the platform, not the content within the platform. So, we made the compromises where we could and then we stopped. There is a said the 80%, and everything else is, you know, just different depending on the region.
Al Kinnear
Sure. And in terms of managing this partner created content. How did how do you do that? Do you is that a centralized function or is that also decentralized for your for your teams?
Valeria Pasca
So our partners, there are some tools that are used in collaboration with just so we know that they are out there. So our hub how we collect our and the message out there for them. And that's all kind of approved clearly from us because we are putting it in. but there's so many other tools that they use.
Valeria Pasca
You know, there's there's an application called Penny, which is a, personal assistant, online tools, boards. It's another tool that they use a lot in North America. And there's like many more. So what happens is they sometimes take from the hub, which is ours, what they need, and then they plug it into different applications depending on which one they use with their teams.
Valeria Pasca
And then they take it away and into those applications, they can also add their own things. so they advertise example presentations, videos, other things that they have created, to support the, the way they do business. So, clearly we have to make sure that whatever we provide is compliant and, very much kind of controlled just to make sure that, they have something they can rely on and fall back onto.
Valeria Pasca
but they are also, as I said, perfectly capable of creating fantastic tools. Some of them created entire websites. you know, these are leaders in the business, so that's great.
Al Kinnear
It's it's, I think it's so fascinating that you're working with all these entrepreneurs who, of course, you know, as you mentioned, create their own sites and their own landing pages and use your content. It's just it's an incredible business case, to be honest. and with that in mind, are you able to measure the evolution of maybe like return on investment from maybe Juice Plus's standpoint, but also from the partner standpoint?
Al Kinnear
Like, do you see as your, you know, learning and development as evolved, or are you seeing better results, you know, globally in terms of sales by partners and, and the ROI that that you are seeing at Juice Plus, how do you how do you see that? And are there any stories you could share with our our audience?
Valeria Pasca
Yes and no. is the politically correct answer. for some things, yes. So if you have, if you launch an incentive, if you launch something that is kind of new and you want to make sure you get the most people on board, do you want to get the most people reaching a new level, a new position, a new achievement?
Valeria Pasca
Yes. Because you can see how many people took the course. You can, you know, get some reports on it, see how well they did, and you can compare to people who didn't do it. So we did do, something like that. We do a bit on our compensation plan training, which is, you know, there's some maths in there.
Valeria Pasca
There's some, you know, it's not the most straightforward thing. It's one of the most complex things we have to, get accustomed to in there. Excel in business. clearly, you want to make it as simple as possible for people to be able to be successful like you want. You want to simplify those really difficult rules. so we did a research on those who did the course, and those who did not take the course.
Valeria Pasca
And we could see that there was like a percentage of people who made it to the next, position quicker. for other things, I think the return on investment can also be, calculated as the things that didn't happen rather than those that happened. So, if you can see, an improvement from the, compliance point of view.
Valeria Pasca
So, you know, people didn't get in trouble, you know, there were no statements out in the press that was they were completely, crazy, you know, you know, you've done a good job in training people what not to say as well. So, I think you can measure it in, in different ways. And, something that I try to share as much as possible with our leadership teams as well is the feedback that comes sometimes in those evaluation forms after the trainings.
Valeria Pasca
And we had a couple, you know, we had we we do have very good ones, to be honest. All of our courses rate between 4.5 and 5 out of five. So there's nothing really that goes below that because that would be you know, we didn't we didn't do a good job. but some evaluations said I wish this course was there when I started.
Valeria Pasca
I'm going to send it to all of my team members, like, because it's really going to help them grow. Then you know that you have filled in a gap that they need it.
Al Kinnear
So no, that's that's fascinating. I always find it, so interesting to just discuss return on investment or ROI, as everyone calls it. just with different leaders, and to find out the perspective of how they share ROI, you know, with their with their executive teams and with their management teams, because I think, as you mentioned, it's not all about the numbers.
Al Kinnear
And I think it's just great your your perspective on that. And I thank you for for sharing that. I think finally, I'd like to talk about just your overall strategy as a learning and development leader running a global program and some of the things and notes that I've written down in our conversations, in the past and today, is that you've mentioned that, land is the core of what Juice Plus is you've mentioned, or it's just obvious to me that you guys are really embracing this entrepreneurial spirit of your partners in a way that it creates a community of of, Juice plus partners.
Al Kinnear
I would say I can just tell that, you know, the owned effort, probably in each region, you've got these amazing entrepreneurs that you're working with. you're looking at 80% alignment, you know, which which kind of rings out other, you know, topics that we've talked about in other episodes, but, you know, good. Not perfection. Right? Like we're not looking for perfection in our programs or we're looking for, you know, really effective programs, but we have to be cognizant of regional differences.
Al Kinnear
And I think, you know, very important in a global, learning and development. So I guess my question here is really, you know, what advice would you have to someone who's just, you know, deciding that they need to go global with their learning and development program? And you clearly have done a fantastic job here. But what if you could, you know, when you're starting again and you're starting, what advice would you give someone who's who's been now challenged to go global with their land?
Valeria Pasca
It's a big question. Yes. so I think having a global perspective on what you are offering, it really is key. We didn't know how many differences we had within the organization until we looked at it globally. and you might think you're doing a really good job regionally and you might do, but what you're missing out on is ideas and perspectives that you did not, initially consider coming from other regions, because you just don't look at it.
Valeria Pasca
You look at, you look at just a little slice of the pie, and you're perfectly content with what you're doing. And your field might be, you know, your field might be HR, you know, employee side, or it could be sales. They might be perfectly content. But what if you could do more? What if you could, like, bring fantastic ideas that someone else and has had simply because they think differently from the way you think?
Valeria Pasca
So, I think that that's definitely the first thing that I would say. It's a good idea to look at it globally. from our perspective, if our partners are successful, we are successful. If if they do great with sales, if they share enthusiasm with other people about the business, it's good for everybody. It's we're all playing the same game here.
Valeria Pasca
and from the employee side, it's, you know, sometimes people look at organizations and, and think and say, you know, like all all they care about is getting promoted. All they care about is, you know, when am I going to get the next, you know, piece of, you know, the next salary increase or whatever it is.
Valeria Pasca
And this is, is very, very, it's a very narrow view. I think, people know that they cannot get promoted every year. People know that as much as things have changed and the pace of working in big to small organizations, is different now, you know, especially after the pandemic. there's all these things that people value, and you have to look at it from a generational perspective, which I think is very new as an idea.
Valeria Pasca
not every generation wants the same thing or needs the same thing. and you have to look at it from the development part. If you are in a job, that is just fine, you know? You okay? You're too content. Maybe. Maybe you're not. you know, growing as fast as you wish. You you were, or on the other hand, if you're doing a job that's a bit routine and, you know, it's not that much fun, where do you get where do you get the the push to stay in an organization for longer?
Valeria Pasca
And that it's if you feel you're upskilling, if you feel that you're growing, if you feel that you're getting the push somewhere else. So thinking that, you know, salary increases everything, it's I think it's the wrong way to look at it because you have to be able to upskill people without the fear of, you know, losing them because you are giving something back.
Valeria Pasca
And that's really what matters. And if you look at the generation, like I was mentioning, I am a millennial, I work with people who are, you know, from other generations, you know, Gen X, baby boomers and so on. And, and we also have a new generation coming on to the workplace quite soon. You know, you have to look at what other generations need in the workplace, whether it is, again, sales or it is employee from an HR point of view, recognition is huge.
Valeria Pasca
You know, in our generation we want recognition. We just want people to acknowledge the work that has been done. So, you know, even in the training section, right. So make sure you give certificates, try and have leaderboards, try and bring these recognitions out there where other people can see it and where they can share it. whereas, you know, for for younger people, it's all about accessibility.
Valeria Pasca
Are you making sure they can access it easily? Are you making sure that you are catering to, you know, you know, phones and different types of phones and tablets and can they use a QR code? Can you connect quicker? so these are all things they need to to bear in mind. And if you're not looking at it globally, you are going to miss out on some of these things because different countries are evolving at different pace.
Al Kinnear
That's great advice. Valeria, I want to thank you for joining us today on today's podcast. This has been just a fantastic conversation and congratulations on the success that you've had with your global learning and development strategy. I think it's just amazing. So thank you so much.
Valeria Pasca
Thank you for having me. Appreciate it.
