New Futures ENGIE

2021
Client: ENGIE Brasil
By Estúdio Nômade

A learning multi-platform that impacted the organisational culture change during COVID-19 and the development of more than 2,000 employees of ENGIE Brasil. This is a project for 'Capacities Development' working from awareness to knowledge development through intensive learning and collaboration technology.

• service design • culture change • UX • facilitation • design research & curatorship

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My role: As a design co-coordinator, I was engaged in thinking about how the project would be structured during its four cycles and managed client presentations and cocreations. As a service designer, I designed the experience journey, workshops and communities of practice. I ran secondary research for the content curatorship. I worked as a graphic/UX designer when developing the key visual, graphic materials and the interface of the Sharepoint and the digital space for the workshops.

Who is the client: ENGIE is the largest private power generator in Brazil, focused on Energy Generation and Solutions, with different Business Lines, connected by global directions (Franco-Belgian group) aligned by the Corporate (Brazil board). With more than 3,000 employees distributed between offices and plants.

What people said:

“Incredible!!! This webpage "warms my heart" because it shows that the company reflects and looks for different ways to act in this New Future. ENGIE doesn't have all the answers, and neither do we, so we reflect and build this together. The moment is very favourable. This forced withdrawal due to the pandemic has put many people in a state of reflection. Like me, I believe we understand that maintaining our way of doing things for some issues is not sustainable for us in the future. Congratulations on the initiative”.

Suellem Silva - Collaborator at ENGIE Brasil Energia (EBE - group company)

🏅 Short listed at BDA - Brasil Design Award in the Service Design category: Employee Experience

New Futures Platform on the ENGIE intranet ↡

Problem Statement:

The effects generated by the pandemic accelerated the already underway changes, making urgent a new awareness of models and practices the deal with the relationship between work and life. For ENGIE, the circumstance was an opportunity to align the people development proposal, seeking to stimulate further the interest of employees in the JEDL (Jeito ENGIE de Liderar - ENGIE's Way of Leading) towards new skills essentials to work. But change is hard!

We were challenged to help employees cope with the organisational changes. We create a project for Capacities Development called NOVOS FUTUROS (New Futures) - a multi-platform with content and activities in different formats, working from awareness to the development of knowledge and communities of practices through a technology of intensive learning and collaboration.

Process:

💻 Novos Futuros was co-created with the People & Culture managers.

1) Awareness: we start by contextualising employees about the benefits of informal learning (microlearning) through webinars and internal communication;

2) Personalised Content: through secondary research of content and professionals, we dedicated ourselves to nurturing the platform with original content (audio, text, video, and live activities produced by partners and us) in different thematics: Learning, Happiness, Creativity, Management, Communication, Collaboration. We also offer curated content via Whatsapp and illustrated guides;

3) Safe and Collaborative Spaces: 🧑🏻‍🤝‍🧑🏾 to promote a greater connection between collaborators, we created the 'Corrente do Bem', meetings for intensive collaboration using Spatial Chat technology. Through mobilising questions, we facilitated workshops where participants shared their personal experiences to think about their own needs for change. These meetings resulted in informal conversations and creative solutions for their daily practice, similar to the purpose of the communities of practice.

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4 cycles in 6 months ￫ 6 thematics

More than 3,000 users ￫ 600 participants at the webinars and 300 participants at the lectures

💬 8 workshops ￫ more than 200 participants

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Results:

The platform is widely recognized by employees and has gained more and more participants in its different media and meeting formats. Opening up for employees to express themselves with the workshops, we raised questions and addressed practices with the organization's managers.

One employee commented: "This type of environment certainly contributes to happiness in the workplace. All participants opened up and immersed themselves in the activity. We are seeing that we are all made of flesh, bones, and feelings, human beings, each one special in its own way."

key visual and stickers ↡