Providing Evidence for Change at E.ON

by | Oct 4, 2018 | Case Studies, Evidence for Change, Featured, General, Resources

E.ON required insights and information about their learners, what was motivating them to learn and what barriers were they experiencing, along with what they wanted from L&D in the future.  After attending one of Towards Maturity’s sessions around the Make It Happen campaign, Teresa Rose made a proposal to her manager who could instantly see the benefits of carrying out a Learning Intelligence Programme.

This case study shows how E.ON used the Learner Intelligence Programme to provide evidence for change to the existing strategy and how they can accelerate the transformation required.

Download the full article to read our interview with Teresa Rose, Learning and Talent Expert at E.ON, and hear her thoughts on how this evidence helped her to reevaluate the organisation’s L&D strategy.

“People have an appetite to learn but they need the signposts and to understand what’s available”

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By Karen Preston, Towards Maturity

About E.ON

www.eonenergy.com

E.ON is an international, privately owned energy supplier based in Essen, Germany, and has around 43,000 employees.  With a clear focus on three strong core businesses— Energy Networks, Customer Solutions, and Renewables —they aim to become the partner of choice for energy and customer solutions.

Global trends – like sustainability and climate protection, digitalization and technological innovation – are altering the energy landscape. At the same time, customers’ energy needs are changing. The result of these changes is a brand new energy world – decentralized, green, and interconnected – that must be adapted to.

E.ON provide solutions for this new energy world, making sure that everything they do has a single focus: customers. Whether they are individuals or families, big or small businesses, or even entire towns and cities.

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Top Tips for Building Habits

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As learning professionals, we want to design interventions that lead to lasting change. Shifting behaviour involves a process that continues long after the programme finishes. Our research has shown that mature learning organisations are more successful at integrating learning and work, but they don’t abandon formal learning. One of their strategies is to design learning campaigns and programmes that build and encourage new habits.

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