I am 33 years old and I am a Partner of Talantlers, an external HR Business Partnership based in Luxembourg. Following a Master’s degree in Finance, I worked as a recruitment consultant in Michael Page Luxembourg, before moving to PwC as an Auditor. After 5 years specialising in insurance, I joined Swiss Life where I developed the Compliance & Controls as an Associate Director for Luxembourg and Liechtenstein. In 2018, I co-created Talantlers which, among other activities, offers a Training & Coaching practice focused on Executive coaching and SoftSkills development programs. While in Luxembourg, Talantlers is a “certified training centre” (organisme de formation agréé), we are partnering with INFPC to promote our training offers. In May 2020, INFPC approached all its members with the EPALE initiative. This was our first contact with the organisation, which we are now actively following.
While we specialise in SoftSkills programs, digitalisation did not spring to mind immediately while developing our offer. Indeed, our approach, based on coaching practice, capitalises on collective dynamics on top of content.
Thus, even when COVID broke out we did not move to communicate immediately via webinars and other online solutions.
We decided first to take the time to develop a comprehensive long-term business plan which will meet our expectations and those of our clients when it comes to quality, relevance of topics, format and structure. As explained, our ambition is more to create L&D experiences and programs for our participants. We have made the most of this period to digitalise a fully-fledged SoftSkills experience. In parallel, we apply a similar approach to the topic “employability4all” as we strongly believe that this will be the competence of the next decade. Our first online solutions are now live and we are extremely happy to see that our clients, who actively contributed to the initiative by giving their feedback, are joining us for the first sessions.
COVID or not, digitalisation was on the rise but we are somehow glad to see that this unfortunate event turned into an opportunity for us and gave us the time to allocate sufficient time to properly develop a solution in-house.
Next step – enlarge our community of contributors (coaches and trainers) to enrich the platform with new support and become a reference for SoftSkills training content. Both offers, live and digital, will then complement each other and will enrich each other with new content, new formats and new trainers as we manage to create a virtuous circle. The “live” sessions will remain a time to share, where practice will be key and where we can capitalise on eachothers’ experience in order to find solutions together and to experiment with collective mechanisms during the session.The “digital” solutions will allow participants to keep a record of what sessions they have followed. They will have secure access to their training support and can start their development experience from scratch or continue it again afterwards.
While we are first and foremost certified coaches and then trainers, our practice and methodology are suitably aligned with these new paradigms and will certainly also contribute, in intra-company programs, to delving deeper into the field of L&D development and will help to propose new solutions such as organisation coaching.
In conclusion, I would say that, while this period has certainly been difficult for us in many ways, I am pleased to see that “solidarity is everywhere”. Together, we have been able to make the most of this period to align and develop new concepts and ideas, transform ideas into concrete action plans and turn this significant and unfortunate event into an opportunity. My wish for the future? That the L&D community will grow in strength so that it can support professionals in facing new challenges with the highest quality standards.
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