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Learning in wholesale

BlueScope
Respectful Behaviours, 2024

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1. What was the objective?

The primary objective was to foster a culture of inclusivity, respect, and positive behaviour within the workplace. This initiative aimed to educate all employees globally about the importance of respectful behaviour, its impact on organisational harmony, and to align with new legislative requirements and feedback from employees. The overarching goal was to empower every employee to contribute to a respectful and inclusive workplace culture.

2. How did we do it?

We designed an engaging eLearning module titled “Respectful Behaviours” based on the concept “My Story is Our Story.” The module featured three short films showcasing diverse personal stories and the impacts of disrespectful behaviour. These films were produced in collaboration with DH Media, utilising 14 professional actors to ensure authenticity and avoid negative associations.

The module included interactive elements such as animated knowledge checkpoints, reflection questions, sliding scale scenarios, and opportunities for making commitments. It was designed to cater to a diverse workforce, including those who use English as a second language. The module was delivered through BlueScope’s Learning Experience Platform (LXP), allowing for accessibility across multiple devices.

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

The “Respectful Behaviours” module was integrated into BlueScope’s broader cultural program, “How We Work,” which includes initiatives like Leading Health and Wellbeing and Step-Up Bystander Intervention. This alignment ensured the module supported BlueScope’s strategic goals of fostering a safe, respectful, and inclusive workplace.

The module’s effectiveness was evaluated through completion rates, engagement levels, and behavioural changes.

  • Within three weeks of launch, 50% of the organisation had completed the module, demonstrating high participation.
  • Qualitative feedback highlighted the module as “the best learning experience” many had ever had.
  • The initiative successfully encouraged employees to voice concerns about inappropriate behaviour, reflecting a positive cultural shift towards openness and respect.

The “Respectful Behaviours” project has set a new standard for learning within BlueScope, promoting a positive and empowering approach to professional development and workplace diversity.

L’Oréal
Clifton-Strengths Development Program, 2023

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1. What was the objective?

L’Oréal wanted a diagnostic tool to use throughout their organisation, that would offer a ‘common language’ for greater understanding and effectiveness in teams, managers, and executive leaders. L’Oréal decided on using Gallup’s Clifton-Strengths to become a ‘strengths-based organisation’, as this approach aligned with their broader strategic goals, values, and culture.

2. How did we do it?

Throughout 2023, we worked with different levels at L’Oréal to help them understand the value of strengths organisation-wide, use their own strengths profiles constructively, and lead others with a strengths lens. This robustness would help to ensure all business divisions were aligned when engaging in performance conversations, coaching and feedback.

Thinka’s strengths-accredited facilitators started with small group coaching, ran an ‘Introduction to Strengths’ webinar, and delivered over 40 workshops across different business divisions that offered deep exploration of how to use Clifton-Strengths for executives, leaders, and teams. This was supported by thorough reporting so participants could compare and contrast their assessment reports, identify how to build ‘powerful partnerships’, and (if they were leaders) lead effectively by taking a strengths-based approach.

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

The investment in an organisation-wide program helped L’Oréal accelerate integration and transformation, as all business divisions across Australia and New Zealand received training and support over the six-month period. This resulted in the new ‘common language’ being adopted faster with strong advocacy from the executive leadership team. 

Feedback about this course has been positive, with the client offering this five-star review: “The whole Thinka team are amazing to work with, from start to finish they provide an excellent experience, with prompt replies, thorough briefings, engaging facilitators and insightful reporting. Thinka works to meet our every need and I love working with them.” 

We continue to support L’Oréal with the integration of their Clifton-Strengths approach, with ongoing workshops and by introducing L’Oréal’s newly acquired brands like Aesop to this diagnostic tool.

Mattel
October Workshop Series, 2023

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1. What was the objective?

Global toy company, Mattel, has one of the world’s strongest children’s and family entertainment portfolios. Continuing off the back of other work Thinka had previously partnered on, Mattel approached Thinka to run two design-to-fit workshops for their team member audience. A particular pain point they were experiencing was how team members showed up in front of executives within the business. There was a need to uplift capability around building productive interpersonal relationships with senior stakeholders and influencing upwards. The objective of this workshop series was to see improvement in those areas.

2. How did we do it?

Thinka met with the client to explore the specific needs of the workshops. This culminated in the design of two workshops building on Thinka’s existing Human Skills curriculum. The first was Flip Your Mindset, a two-hour in-person workshop about the power of growth mindset. The second was Elevated Engagement, another two-hour in-person workshop about influencing through relationship and trust.

Each workshop was contextualised to Mattel through stories and scenarios tailored to meet the learning outcomes of the workshops and feel practical and applicable to the participants’ real-life experiences.

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

These workshops were facilitated by Thinka using a range of engaging activities to create impactful in person workshops. Take-away one pagers supported both the in-workshop experience, and served as a means for participants to consolidate their learning after the workshops.

Participant feedback from the workshops indicated the experience was highly engaging. In particular, anecdotal feedback suggested the participants particularly benefited from connecting in-person with their peers, to network and learn from each other.

L’Oréal
Graduate Learning Week, 2022

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1. What was the objective?

L’Oréal’s vision was a vibrant and informative ‘Learning Week’ where graduates from Australia and New Zealand could come and learn together, in-person. The focus of the Learning Week was to have an immersive development experience where graduates collaborated, learnt and applied humanistic skills in real time.

2. How did we do it?

Thinka delivered three and a half days of the five-day week, including three full-day workshops, one keynote and wrapped up with a Hack-A-Thon judged by key L’Oréal stakeholders.

Each day was separated into AM and PM workshops that built upon one another. The first day included an experiental activity called ‘The Winner’s Circle’, which draws out participants’ natural individual and group behaviours. The insights from this activity were facilitated throughout the week. The following workshops ranged from 90 minutes to three hours; allowing graduates to learn about their emotional intelligence, how to craft engaging presentations and master their communication skills.

To ensure the Hack-A-Thon had gravity, Thinka consulted with the L’Oréal Learning Team to derive a real business problem to solve that would utilise their creativity and intelligence, and allow the graduates to showcase their expertise to internal senior stakeholders.

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

Through reflections, facilitator-led activities, group discussions and activities, graduates identified opportunities to utilise their knowledge and build their interpersonal skillsets.

Graduates engaged in rigorous ideation, stakeholder engagement and pitch-crafting to create a compelling proposal to share with the wider L’Oréal organisation. Additionally, they also gained real time feedback from the business and bonded as a cohort.

Mattel APAC
Managing Workload, Productivity & Prioritisation, 2022

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1. What was the objective?

This workshop was originally delivered in 2021 and the client wanted to revisit the session and provide another opportunity for their staff to learn more about managing their workload, boosting their productivity and managing their workflow.

2. How did we do it?

The key learning areas in this workshop included understanding how to design productive working rhythms, how to juggle different workflow requirements and applying the ‘tiny habits’ principle to workflow management strategies.

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

The learning was integrated through self-reflections, activities, polls, videos and other interactive elements in the workshop, linking back to participant’s roles at work. This meant we could encourage participants to think about their own jobs and how they can be accountable for their own time, productivity, and prioritisation at work.

Mattel
Team Development, 2019

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1. What was the objective?

These professional development workshops were crafted to build the capability of all team members of Mattel in areas of specific interest to them. The sessions were designed based on the skills analysis completed by the Human Resources Team. We then matched this need with specific topics and practical activities to develop the required knowledge and skills.

2. How did we do it?

By delivering four workshops, we built a specific capability in each team member. Using the Three by Three approach of three-hour workshops, three topics to cover and three application tasks to build the behaviour, we kept the workshops short, sharp and relevant. The key learning areas we delivered were related to: Time & Priority Management, Presentation & Speaking Skills, Strengths & Self Awareness, and Resilience & Tenacity. The key with the three by three formula was the practical application of the learning. Therefore, all workshops were built with activities, strategies, collaboration and exploration as part of the approach.

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

The learning was integrated through a series of activities and reflection points, where each participant needed to understand the relevance of the learning to their job role. This allowed us to make links between the learning and each person’s job role to support ownership and accountability to practical actions. Each person needed to ask: ‘What does this mean to me?’ and ‘How and when do I use the learning?’ The results were seen in how well the team members embraced the ‘tiny tweaks – big changes’ philosophy – one of the many mantras of the workshops.

Mattel
Team Development, 2020

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1. What was the objective?

This program was designed to deliver learning that was needed, as seen in the 2020 employee engagement data. This approach allowed us to focus on key areas of capability that required development.

2. How did we do it?

With key capabilities like enhancing collaboration, driving accountability and assertive communication, the team participated in a series of workshops to zoom in on the skills required to build the capability. Using a hands-on learning approach through a series of activities, discussions and breakout sessions, each session was interactive and practical.

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

Using a practical approach meant the learning could be immediately applied when back on the job. As an example, the ‘Six Thinking Hats’ were actively used as a result of the collaboration workshop. Also, the ‘above and below the line’ model was put into action as a result of the accountability workshop.

Stage II
Values & Culture Framework, 2018

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1. What was the objective?

To develop a culture framework for Stage II, capturing their core values and ways of working, distilled from the team’s input.

2. How did we do it?

We worked closely with the directors on what we needed to do to accurately capture the Stage II culture. We developed a survey for leaders and team members to examine their experiences and analysed the findings to determine major themes. We also ran workshops and meetings to talk through findings and draw out further insights that would inform our work.

We distilled these ideas to form the core values and ways of working that were drafted in a culture framework document. The Stage II Culture Framework captured the current experience of directors, leaders and team members, and was presented in a visually appealing way with a friendly, accessible tone.

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

The culture framework was used as a ‘compass’ to guide ways of working and relating to each other at Stage II. It was used to guide new employees and to facilitate conversations with existing team members around behaviours and habits.

Stage II
Emerging Leader Program, 2018 – 2019

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1. What was the objective?

Stage II wanted to develop a core group of high potential team members. Using an application process, the leadership team identified people that had a thirst for development and offered more value to the business. This program set each of the 12 participants up with tools they needed to perform at their peak and each person needed to achieve two personal program goals – like an increase in sales or a reduction in costs. The achieving of these goals provided instant Return on Investment (ROI) for the program.

2. How did we do it?

Over 8 months, we worked with 12 high potential team members. They participated
in group workshops focused on topics like ‘building the habits of high performance’ and 1:1 coaching sessions where we challenged each individual and helped them overcome personal challenges.

We adopted an experiential approach to learning with this group and took them on a field trip to visit other businesses to see ideas and innovations. We offered several game-based learning activities, including one activity where they learned how to play the violin!

We also used both a 360-degree feedback survey and Strengths Finder diagnostic to increase each person’s level of self-awareness. All of this was supported by regular online content via a social learning platform.

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

In the workshops, we explored different tools and strategies that the group could implement into the workplace to enhance performance. One example is the ‘Communication Strategy’ which was focused on improving communication, collaboration and reducing friction between teams.

The team also set personal program goals developed around 4 pillars; Increasing Sales, Increasing Brand Awareness, Decreasing Costs and Enhancing Process. Each individual had to commit to and achieve these two program goals to impact performance and the business.

Stage II
Customer Experience Program, 2018

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1. What was the objective?

Stage II wanted to enhance the customer experience with a focus on ‘making it personal’ and ‘long-term loyalty’. The program was about the team creating a series of ‘mini-habits’ that all customer service employees could live by and do, day in and day out.

2. How did we do it?

Through a series of workshops and supporting content, we took customer service employees on a journey to understand the impact they make – from the customer perspective. We journey-mapped critical touchpoints, empathy mapped the customers’ experience and brainstormed the habits we wanted to see from every person, every day when engaging with customers.

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

The main integration tool was a ‘Customer Service Handbook’ that had 5 simple rules each person needed to follow. This handbook was the foundation for forming new habits and holding each other accountable. It was each person’s responsibility to make these 5 habits happen with further leadership about the habits coming from the Customer Service Manager.