Learning in construction

1. What was the objective?

BMD has a wide range of worksites with thousands of onsite personnel (employees and sub-contractors). The objective was to create a one-stop eLearning module for new personnel to complete that would cover the key policies, instructions and responsibilities they were required to know before going onsite. As users would be completing the module on different devices, the learning needed to offer a seamless, mobile-friendly experience.

2. How did we do it?

BMD provided us with base information on eight topics – from the organisation’s values to their risk management tools and site expectations. With this, we designed the module in Adobe Captivate, utilising infographics, interactive elements and quizzes throughout – balancing both engagement and accessibility.

3. How was it integrated and what were the results?

The Global Core Induction is housed on BMD’s LMS, allowing them to share and monitor the module with both employees and sub-contractors. With the integration of this core induction, personnel can save time getting site ready. BMD can also be confident that all personnel have committed to best-practice behaviours and know what support is available and how to get it.

1. What was the objective?

Running consistent, high-quality inductions at their head office became increasingly difficult for BMD. So, they partnered with us to get it online. Our objective was to create an online induction program that was accessible, engaging and full of the crucial information new employees needed to know. We also wanted to retain the warm welcome and connection that’s generated during in-person sessions.

2. How did we do it?

Together with BMD, we designed and built an eLearning module covering a range of topics, including BMD’s history, their values and what career progressions can look like with them. ‘Family’ is a core value at BMD, so we incorporated several videos from executives (including one of their founders) to drive home the ‘welcome to the family’ message. We also included many interactive elements to engage new employees and help land key pieces of information.

3. How was it integrated and what were the results?

The program is currently housed on BMD’s LMS, allowing people leaders to guide employees in accessing it at the right time. New employees can complete the Onboarding eLearning Module anywhere – on desktops, laptops, tablets, and smartphones.

1. What was the objective?

Built wanted to transform their safety training for new employees from a two-day in-person workshop to an online e-learning experience. The module needed to cover key areas in safety compliance and be relevant for employees working in different states and countries. As users would be completing the module on a range of devices, it had to provide a great user experience on any platform.

The greater challenge was developing a module that was unique, engaging and challenging – so Built could set a new standard for their future learning and development.

2. How did we do it?

In collaboration with Built, we decided the module would have a ‘site walk’ theme to it. Using the supplied base content, we designed and filmed an e-learning experience where users can click through five levels on a Built construction site to learn more about their safety culture. On each level, users can interact with objects to bring up the learning content (e.g., clickable clipboards and posters). Each level also features on on-site scenario, where they will get a call on the radio and will be tested to make the right call.

The development of the module was achieved by filming onsite in staged areas (with talent supplied by Built) and using Articulate Storyline.

3. How was it integrated and what were the results?

Built housed the module on their LMS and has since launched the e-learning across all employees. There has been overwhelmingly positive reviews from key stakeholders within the business. All new employees will be required to complete the training in their first three months. As the training is now online, users can complete it anywhere, any time and on a range of devices. Built can now rely on this module to satisfy different safety compliance needs and engage new employees in what Safety Always means in their roles.

1. What was the objective?

Each graduate required a structured pathway to support the human-centred skills needed to be effective in their roles. The core skills required to be built were problem solving, complex thinking, self-awareness, time management, priority management and resilience.

2. How did we do it?

Through a series of design-thinking sessions, we shaped the graduate journey and the required skill to be developed at each stage of the journey. Each of the blocks of learning were linked back to one of the Built core values and supported through a learning loop. The graduate journey was made up of workshops, mentoring, experiential activities and project-focused work.

3. How was it integrated and what were the results?

The learning loop was a series of learning interactions that went over two months to effectively round out each topic. This approach allowed us to measure the real work impact of each piece of learning and hear the graduates’ stories through a video diary they filmed after each application of learning. This also gave us the ability to give instant feedback to each graduate.

1. What was the objective?

Client Liaison Executives (CLEs) at Carlisle Homes play a vital role in the complex process of building a home. So, new CLEs have a lot to learn. The aim of the eight-week Job Readiness Program was to provide an engaging e-learning experience that inducted new CLEs and prepared them with the knowledge and skills they needed to perform confidently in their role.

2. How did we do it?

Throughout the program, we guided new CLEs through weekly modules on different topics, covering essential tasks and processes. The program was supported by interactive elements, interview videos, quizzes, infographics, and animations (of an exemplar CLE) that linked each topic together.

3. How was it integrated and what were the results?

CLEs were required to begin the program on their first day. It was an online, self-guided journey that included prompts for them to take action in the workplace (e.g., check in with their Team Leader). This allowed new CLEs to learn at their own pace and supported Team Leaders in tracking CLE training.

1. What was the objective?

Over the course of a 12-month professional development cycle, we worked towards improving the capability of leaders and team members using a range of workshops that targeted a specific set of skills. These skills were in line with the business needs and the latest data out of the World Economic Forum’s ‘skills for the future’.

2. How did we do it?

Carlisle Homes professional development approach meant employees could opt in or be nominated by their leader to attend workshops. Each workshop focused on core skills like critical thinking, mindset and adapting to change, data-driven decision-making and innovation. The workshop formula was activity-based and used real work case studies to give a reference for applying the learning.

3. How was it integrated and what were the results?

The learning was integrated through the use of post-workshop application tasks. The main impact was seen in the improvement of Carlisle Homes’ data culture, with each leader being able to make more informed choices when making decisions.

1. What was the objective?

ICON wanted a series of learning videos that could be used throughout the onboarding process, as well as being shared during milestone learning events across the business. Each video was to have its own feel, supported by strong visuals to land the messaging.

2. How did we do it?

We shot and edited 5 separate videos, covering the following topics: Welcome from the CEO, Welcome to Country, Understanding Country and Language, Appropriate Workplace Behaviour and Diversity & Inclusion. The videos showcased ICON talent throughout, to bring some familiar and diverse faces to the delivery of the content. The videos went through an intensive post-production edit, with relevant visual imagery, music and footage added to support and piece together the sections of talking – this kept the videos engaging and meaningful.

3. How was it integrated and what were the results?

Some of the videos were launched throughout NAIDOC week, whilst others were used to promote ICON’s upcoming LMS launch. We also created a short ‘promo video’ to support the launch, to generate some excitement around the upcoming release of the new videos. The results will continue to be evaluated over time as employees complete the learnings.

1. What was the objective?

​ICON wanted to deliver technical training in a smart, engaging and easily accessible way. Often, technical learning can involve long complex documents and reading. For this project, it was to be re-imagined in a way that enticed learners to complete it and kept them engaged when doing so.

2. How did we do it?

We created an engaging and informative video that could be shared across the business. To do so, we worked through the scripting process using Subject Matter Experts to talk us through the technical elements and content. Following this we filmed speakers and areas under construction on-site at an ICON building. Finally, to bring this to life, in the video editing stage we added extra context and detail with animated diagrams and infographics – to land the technical detail in a user-friendly way.

3. How was it integrated and what were the results?

The video was launched to the ICON business. The simple video format allowed the information to be accessed at any time, and the content was digestible and transferable. It brought technical learning to life, whilst maintaining integrity of the detail.

1. What was the objective?

The client’s goal was to provide clear and concise messaging to their people about what constitutes appropriate workplace behaviour, what is expected of them within the law and what is expected of them by their employer. It was also to articulate the impact inappropriate workplace behaviour can have on an individual employee and the wider company culture and reputation. Multiplex wanted to ensure learning was provided to explain these expectations that was also supported by messages from leaders, peers and a workplace law expert, as well as video scenarios, activities and case studies.

2. How did we do it?

Together with Multiplex, we designed and built an eLearning module covering a range of topics including ‘Know you impact’, ‘Your obligations and the law’, ‘Sexual harassment’, ‘Workplace bullying’, ‘Types of discrimination’, ‘When behaviour goes below the line’ and ‘Our workplace culture’. The underlying message in the module was the concept of ‘above and below the line behaviour’, what it looks like, how it can sometimes be a blurred line and when or how to call out below the line behaviour if it’s observed. This thread was weaved in throughout the learning including in the talking head videos, scenarios and activities so learners were clear on the types of behaviour expected of them.

3. How was it integrated and what were the results?

This module is housed on the client’s LMS, allowing all current employees to access and complete it, as well as new employees as part of their induction training. The course is supported by internally facilitated workshops to emphasise the messages contained in the module. We’ve had some amazing feedback from the client so far. Some notable feedback received from a Multiplex executive includes:

“I finished the AWB course today and want to pass on my feedback that it’s such a great course; very engaging, informative, practical and real. A great mix of video discussion, role play, reading and quizzes. Well done and thank you!”

1. What was the objective?

Multiplex wanted to revive their Career Essentials Program – starting with a framework that showed the journey through the program and its relationship to signature events, online courses, virtual workshops and application tools. This would primarily support the development of graduates and newer employees across three years.

2. How did we do it?

Through a series of design-thinking sessions, we shaped the Career Essentials journey and the key skills to be developed at each stage of the journey. Existing learning offerings were mapped to these key skills and we reimagined signature events across the program. These events highlighted the development priorities at each stage, and showed participants how to leverage tools like the Team Management Profile.

3. How was it integrated and what were the results?

With Covid affecting delivery of what were originally in-person events, we pivoted to an online model. Partnering with a specialist organisation, we designed experiences that made use of engaging, online experiential activities. Online debriefing and drawing out key themes was also worked into the program, as well as support tools for peer-to-peer learning and 1:1s with managers.

1. What was the objective?

Multiplex wanted to create a learning experience to support all employees to easily and simply understand all of the company’s internal systems, where they can be found and how to make the most of them. The dream was to create one single place where every member of their team could go to access all the information on internal systems they will use in their daily work, with the information at their fingertips, anchoring back to the client’s intranet.

2. How did we do it?

We created a one-stop-shop eLearning module that included 17 different internal systems detailing the ‘what’, ‘how’, ‘when’ and ‘who’ of the system, as well as providing a handy quick reference guide for each system as a downloadable resource. Each system was categorised into a ‘city’ of systems in subtopics such as ‘people’, ‘collaboration’, ‘operations’ and ‘finance’ and included supporting explainer videos for each.

3. How was it integrated and what were the results?

Our client was over the moon with the final result and provided the following feedback:

“Thank you all for such a wonderful experience of creating a learning offering! It’s come together so well, and we’ve had some excellent feedback from the business so far”

Learners who completed the course also provided the following feedback:

“I like that you used people from a range of roles and places to talk about the operations that they use. Couple of laughs. It was an informative session. A lot of the applications are very much job specific.”

“A fantastic introduction for new staff giving a great overview from those on the ground, using and supporting Multiplex applications.”

1. What was the objective?

To create an interactive online course that helps first-time managers (and managers new to Multiplex) understand what’s expected of them, to further develop their leadership effectiveness. The online course features a cross-section of talented Multiplex managers in videos where they share their experiences, challenges and insights about what it takes to be a successful people manager. This sits with a diagnostic tool for the user to rate themselves against the criteria made explicit in each video.

2. How did we do it?

We worked with Multiplex to journey map the online course in relation to eight key capability areas they had identified from data taken from business research. It involved shooting and editing videos, and the development of diagnostic tool that delivers a report on each manager’s key capability areas (and priorities for development). The online course involved the integration of sophisticated technology to tally results, and connect them to reporting features (including a personalised PDF).

3. How was it integrated and what were the results?

The feedback about this course validates that it addresses a real need and provides an effective solution for capability development. Managers who have completed the course are gaining a solid understanding of what’s expected of them as people managers and are identifying areas they can focus on. The way this course has been designed, and the technology used, means it will age well and can be returned to for reflection and continuous learning numerous times.

1. What was the objective?

As a largescale construction business, Multiplex wanted to create a suite of online modules to showcase Operational Learning. The first focus for this area was on concreting – with six concreting-specific modules to be developed. The learning was to have a creative flare, that maintained the Multiplex brand and tone of voice, whilst still delivering the technical details.

2. How did we do it?

Working closely with Multiplex, we developed a range of multimedia assets to bring life and engagement into the concreting content. As each module was written by Multiplex subject matter experts, we reviewed and edited ­– ensuring that they were as engaging as possible and held a consistent tone. After each module content was signed off, we then built the multimedia, which included – technical illustrations, animations to show processes and annotated videos as explainers. We worked with a broad range of media types throughout the modules to avoid repetition, and also allowing us to choose the type of media that best suited the information being shown.

3. How was it integrated and what were the results?

Multiplex built the modules into their Learning Management System, using the media elements we created and edited content. They were then launched to the entire business, which was hugely successful. They received an overwhelmingly positive response to the quality and creativity of the content, with the number of enrolments for the modules exceeding their expectations.

1. What was the objective?

Virtual Workshops are used to build the core capabilities of each employee at Multiplex by targeting the exact skill that needs to be developed. This targeted approach means that the right people are in the virtual classroom and the learning is relevant for the role they play in the organisation. The virtual workshops have focused on core skills like time management, relationship building and influencing.

2. How did we do it?

Using a two hour window, we targeted a skill and delivered learning designed to improve that skill. Each workshop was co-created through a of series of design-thinking sessions to test each piece of learning and the overall approach. Each session was then rolled out using a range of facilitators who best suited that topic and could provide the real-world expertise on its application.

3. How was it integrated and what were the results?

The virtual workshop approach has been integrated across the organisation for some time and sessions are always booked to waitlist capacity. The use of actionable tools allows us to see an instant impact of the learning when employees are back on the job.

1. What was the objective?

The ongoing development of content for the Multiplex Academy supports the self-selection of learning for all Multiplex employees. The comprehensive content offer allows employees to select the learning that applies to them, matched to the skills they need to develop. The course offerings cover core leadership skills like coaching and feedback right through to self-regulation skills like mindfulness and breathing strategies to manage stress.

2. How did we do it?

Using a combination of videos and tools, we created an action-based learning formula that has an instant impact. Each short course focuses on a micro-skill that can be easily applied using the supporting tool. The short course formula is specific and targeted and focuses on the application of ‘one skill’ each time, rather than being too broad.

3. How was it integrated and what were the results?

The content is continuously being rolled out. Each time a virtual workshop is run, it is supported with short courses for additional learning and depth.

1. What was the objective?

Nostra’s Learning and Development team wanted to incorporate two tiers of programs that would be delivered to their leaders, high-potential employees, and their team members. As the programs would be a cross-section of the business, the learning needed to apply to all business areas on site and at the head office.

2. How did we do it?

After a consultation process to understand the underlying learning needs, Thinka delivered four virtual workshops focusing on the following areas: Master Communication, Deliver Feedback and Apply Coaching, Resolving Conflict and Driving Accountability, Improving Delegation and Empowering Culture.

The workshops were highly interactive and designed to reflect on the current practices within the business before shifting focus to creating actionable change that would build on those practices. 

As this client had not had deep experience in the virtual classroom, we took the time to guide them through using some engaging digital tools they would then be able to use with their teams.

3. How was it integrated and what were the results?

The workshops were delivered monthly to allow time to integrate the learnings into their everyday work and build their skills on each other. These workshops were stepped alongside their everyday work to ensure their professional development synced with their day-to-day operations.

1. What was the objective?

Struber planned to deliver a Senior Leaders Forum for 15 leaders in the Yarra Valley over three days focusing on empowerment, growth and elevating their leaders from being managers to ‘leaders’. They branded this event ‘Kulin – Brighter, Bolder, Better Getaway’. They enlisted Thinka’s help to deliver two workshop experiences on two days with day 1 exploring ‘Leading Self’ and day 2 covering ‘Empowering Others’.

2. How did we do it?

For the day 1 Leading Self workshop we talked about leading with vulnerability and the importance of building trust within yourself and your team to elevate performance, promote empathy and demonstrate emotional agility. Participants also reflected on their personal leadership brand and how this reflects their priorities, values and promises they do, or don’t, deliver. This was followed by an activity on defining their own personal leadership brand and showing accountability by writing a list of three commitments to action after the workshop. Throughout this workshop, the learning activities and language linked back to Struber’s Seven Mantras. Application tools were provided as takeaway references to help participants practice and apply the tools.

On day 2 in the Empower Others workshop, leaders learned about cultivating psychological safety to build trust within their teams and built awareness around the differences between managing and leading to push past manager-mode. Leaders learned about empowering others to create Impact Players who stretch themselves to deliver results. They also learned about giving feedback that lands using the BIO model of feedback to build capability around managing tasks, problem solving and taking ownership and responsibility while creating an environment of safety and stretch. In this workshop, the activities and language also linked back to the Seven Mantras.

3. How was it integrated and what were the results?

The workshops were facilitated over three days with fantastic results. Feedback from participants included:

“I loved it. I wish it was longer!”

“Loved the facilitators. They were engaging and gave everyone the opportunity to ask questions.”

“I think it was a great balance of content and workshop”

“Loved the whole thing. There was an amazing vibe in the room.”