What was the challenge?

Merkle faced a common yet critical challenge: aligning individual efforts and maintaining sustained impact from learning and development programs. Despite high individual motivation post-training, there was a noticeable decline in long-term effectiveness, with little impact on the overall work environment and team cohesion.

What were the insights?

In seeking to understand why training effects weren't lasting, an in-depth analysis through structured interviews revealed key insights. The essence of these findings can be captured through the experiences of two participants in the learning and development programs:

• Participant 1's Experience: "I tried to discuss the training topics with my team, but we weren't on the same page. They hadn't been part of the in-depth discussions on effective communication that I had experienced. As daily tasks took precedence, the lessons I learned gradually faded, and we missed out on the potential improvements".

• Participant 2's Experience: "The leadership program was really beneficial for me. However, when I tried to apply the new techniques, I often lacked support from my team and clients. Sometimes the timing was off, or the topics didn't resonate with them. This disconnect made it challenging for me to implement what I had learned".

What was the core issue?

The fundamental issue behind Merkle’s challenge was identified as the absence of a supportive and stimulating environment, essential for the sustainable application and unfolding of learned skills and knowledge.

What strategies can effectively foster an environment that concentrates our global team of over 16,000 employees on a specific topic, ensuring alignment and sustained improvement? Additionally, how can we achieve this with minimal disruption to regular business operations and the lowest possible opportunity costs?

All traditional learning and development approaches fall short at such a large scale.

What was the solution?

Merkle approached us to help them solve this challenge through our non-facilitated, strictly timeboxed, high-engaging workshops. Together we decided to introduce what we call monthly themes for one of Merkle's subsidiaries as a pilot project.

Month Themes = One topic for all employees per month.

The initial monthly theme concentrated on establishing a vibrant and healthy remote work environment, prompted by the shift to a "remote-first" approach due to the Covid-19 pandemic at this Merkle subsidiary. They faced typical remote working challenges like non-use of video, inadequate muting practices, unsuitable backgrounds, and limited engagement, among others. The goal was to address and transform these issues on a large scale.

We focused on "Building High-Quality Connections in Remote Settings", drawing on Jane Dutton's research from the University of Michigan. Dutton identifies three key elements for fostering strong connections: respectful engagement, which involves recognizing and valuing the person; task enabling, which encompasses support and effective assistance; and trust building, which is about demonstrating belief in others' integrity and motives.

At this Merkle subsidiary, employees participated in a brief, one hour workshop that provided a concise overview of Dutton's concepts, followed by practical application through real-life remote work scenarios. For instance, in one case study, team members are in a virtual meeting with varying camera use. The challenge is to identify which aspect of building high-quality connections is most impacted by choosing to keep one's camera off.

Did it work?

Our monthly initiative achieved an impressive 87% engagement rate among employees at this subsidiary, with 35 workshops completed. This marks a significant leap from the previous peak of 25-30% annual training participation. This transformation in learning and development is a testament to the effectiveness of AhaPlay.

Feedback highlights include:

• An average workshop score of 9 out of 10, with a median score of 10.
• 91% of participants reported feeling happy post-workshop.
• 53% of attendees experienced an uplift in mood compared to before the workshop.

However, the most significant outcome extends beyond these metrics. The real success lies in the tangible improvements in virtual interactions observed by the senior leadership at Merkle’s subsidiary. Notably, more employees are actively using their cameras during meetings, or providing clear reasons when they choose not to. This noticeable change in behaviour, achieved within just a month, is a remarkable achievement.

Why did it work?

Our in-depth analysis, including structured one-on-one interviews, pinpointed two key factors:

Firstly, the month-long focus on enhancing virtual interactions created what was previously lacking: a vibrant, supportive environment. Discussions initiated in the workshops spilled over into daily interactions like team meetings and reviews. This consistent focus acted like a spark, igniting widespread enthusiasm. Teams began adopting codes of conduct and virtual etiquette, embedding these practices into their routine.

Secondly, a unified understanding of how behaviours impact relationships led to heightened mindfulness. To quote one participant: “Not using my camera could be perceived as disinterest or disrespect, affecting the trust within the team. Now, if I need to keep it off, I will make sure to explain why.” This reflects a classic case of positive social pressure at work.

[fs-toc-omit]Conclusion

Merkle’s Monthly Theme Initiative, powered by AhaPlay, demonstrates the remarkable impact of targeted, ongoing workshops in a corporate environment. This initiative successfully engaged employees in a dynamic learning atmosphere, uniting their focus and harmonising their perspectives on key topics. The results clearly show that, with a large-scale and systemic approach, significant behavioural changes are achievable within as little as a month.