{"id":61315,"date":"2020-09-02T23:23:50","date_gmt":"2020-09-02T23:23:50","guid":{"rendered":"https:\/\/explore.local\/2020\/09\/02\/natura-employees-now-own-their-own-upskilling\/"},"modified":"2025-04-04T19:39:26","modified_gmt":"2025-04-04T19:39:26","slug":"natura-employees-now-own-their-own-upskilling","status":"publish","type":"post","link":"https:\/\/degreed.com\/experience\/fr\/blog\/natura-employees-now-own-their-own-upskilling\/","title":{"rendered":"Same Values, New L&D: Natura Employees Now Own Their Own Upskilling"},"content":{"rendered":"\n

Personal care and cosmetics company Natura was always a pioneering organization, promoting positive relationships with nature since its humble beginnings in 1969. And it\u2019s always approached sales from a standpoint of helping customers maintain healthy relationships with themselves. Its ads feature everyday women, not supermodels.<\/p>\n\n\n\n

More recently in 2014, Natura was the first publicly-traded company to achieve B Corp or \u201cbusiness for good\u201d certification. It\u2019s animal-cruelty free, carbon-neutral, and helps Amazon Rainforest communities sell natural resources in sustainable ways.<\/p>\n\n\n\n

So it\u2019s no surprise that talent leaders there \u2014 in response to rapid change brought on by massive growth and internationalization \u2014 reimagined learning and development (L&D) in innovative ways. In recent years, Natura has evolved into a publicly-traded family of companies with offices in 14 countries and a global reach. That family now includes Aesop, Avon, and The Body Shop.<\/p>\n\n\n\n

\u201cWe\u2019re now a multi-branded company, and we are a multi-channeled company. These are challenges that are very new for us,\u201d said Bruna Farinelli, training and development manager. \u201cFive years ago, we didn\u2019t have any of these challenges.\u201d<\/p>\n\n\n\n

To meet these challenges and prepare for the future, Natura realized it needed to develop employees in a few key areas including agile processes, digital transformation, and leadership. In addition, the company needed to make sure employees understood and maintained its culture of making positive social and environmental impacts, Farinelli said. \u201cWe needed to reskill our company, our employees, but without losing our essence, our values, everything that we believe as a company, our purpose.\u201d<\/p>\n\n\n\n

Natura for decades emphasized employees\u2019 personal and professional growth, but L&D needed to move away from a traditional training model, Farinelli said, reiterating that Natura lacked a global approach to training. Moreover, she said, \u201cWe still had this model that was very hierarchical. It was difficult to prioritize what training was going to be for each person, with not a lot of autonomy for employees to go to the training that they wanted, and with the employees in a very passive model.\u201d<\/p>\n\n\n\n

\u201cWe had a very strong concept,\u201d Farinelli said. \u201cBut we didn’t have the tools to do it.\u201d<\/p>\n\n\n\n

An Opportunity, Not An Assignment<\/h2>\n\n\n\n

To upskill staff and transform L&D at Natura, talent leaders sought to create an open learning ecosystem<\/a> that incorporates instructional content from a wide range of sources inside and outside the organization. The goal was to enable employees to take charge of their own development.<\/p>\n\n\n\n

It was a phased plan, and it looked like this: Deliver a variety of experiences so employees can choose what they want to learn to grow in their roles and advance their careers. Curate content and contribute even more experiences to the mix, and encourage employees to do the same so learning becomes a shared, social endeavor<\/a>. And then, find ways to expand these experiences beyond the company\u2019s walls \u2014 to consultants who work with the company, to clients, and to the broader community.\u00a0<\/p>\n\n\n\n

\"A<\/figure>\n\n\n\n

Learning leaders explored several solutions. They were looking for a user-friendly approach to learning that is easy to manage, works well on mobile devices, connects to people outside the organization, and incorporates into one environment a wide range of learning formats including videos, articles, courses, and podcasts available in multiple languages. <\/p>\n\n\n\n

\u201cThat’s why we chose Degreed,\u201d Farinelli said. \u201cI was very enthusiastic.\u201d<\/p>\n\n\n\n

Natura launched Degreed in April to a subset of employees at its flagship namesake and at The Body Shop dispersed across six countries in Central and South America. It was the first L&D initiative between the two brands, raising the stakes for success. <\/p>\n\n\n\n

In addition, \u201cHR is not recognized as a very technological department, so it was important for us to get this right,\u201d Farinelli said. \u201cIt was a very stable launch. We didn’t have any technical problems. It was perfect. We didn\u2019t cause any problems for the support team.\u201d<\/p>\n\n\n\n

Natura launched Degreed a month earlier than originally planned in response to the COVID-19 pandemic. To get it right, the L&D team prioritized employees\u2019 needs.<\/p>\n\n\n\n

The original plan was to highlight content focused on digital transformation. But with employees suddenly and unexpectedly working from home, the L&D team pivoted to content about resiliency, accountability, emotional intelligence, and adapting to remote work.<\/p>\n\n\n\n

\u201cWe knew we were launching Degreed in a context that was complex,\u201d said Clara Perrin, regional education & development coordinator for LATAM. She helped implement Degreed in Argentina, Chile, Mexico, Colombia, and Peru. \u201cWe wanted it to be like an opportunity and not like an assignment.\u201d<\/p>\n\n\n\n

The Vision Begins to Take Life<\/h2>\n\n\n\n

The Natura L&D team anticipated that 30% of the employees would be active users after three months. Two months in, the team had blown past that goal and reached  40%. And it expected to see double-digit increases over the ensuing three months to that total and other metrics the team is tracking, including returning users and content completions. <\/p>\n\n\n\n

With Degreed, employees now have a tool they can use to steer their own development. They\u2019re no longer dependent on the L&D team to organize and exclusively provide training. And at The Body Shop, where there wasn\u2019t much of a history of training, \u201c Degreed has opened a world of possibilities,\u201d Perrin said.<\/p>\n\n\n\n

\u201cChoosing the content you want, and being the real owner of your development, that’s something that’s very valuable,\u201d Perrin said. <\/p>\n\n\n\n

Employees benefit from access to third-party content, Farinelli said. \u201cWe deliver a message to the employees that we don’t know it all, that we are bringing you other sources and other providers to compose this learning ecosystem. That you have to look outside us to bring insight to us. That’s what we call an \u2018outside view.\u2019 Degreed is very important to bringing this outside view to our employees. <\/p>\n\n\n\n

\"An<\/figure>\n\n\n\n

\u201cNow we are telling people, \u2018You are the protagonist. Go!\u2019 We believe that everybody can learn about everything they want. We believe the employees know what is important to them. We don’t need to say all the time, \u2018Do this training or this other training.\u2019\u00a0\u00bb <\/p>\n\n\n\n

As employees are supported in new ways, so too is the Natura L&D team.<\/p>\n\n\n\n

Using data it collects from Degreed to inform strategic planning, the L&D team anticipates learning more about the skills its employees have and those they still need to develop. This will help the learning leaders find new methods for engaging with employees and business units.<\/p>\n\n\n\n

Already, Degreed is making the L&D team more flexible and in tune with employee needs, and Farinelli expects that to continue. For example, talent leaders recently discovered that employees are using Degreed to organically search for content on learning English. The L&D team noted this and began to communicate learning English as a benefit of Degreed. The team also integrated additional English-language YouTube channels.<\/p>\n\n\n\n

\"L&D<\/figure>\n\n\n\n

\u201cI think one of the things that has changed for me is the idea that I’m always looking for new content,\u201d Perrin said. \u201cBefore, I didn’t have this mindset. Now, every time I find something interesting, I’m always adding it to Degreed. The other day we were at a meeting and one colleague asked something about Zoom fatigue and all these video calls, and I was saying, \u2018In Degreed, you can find an article that\u2019s very interesting,\u2019 and I was able to share it.\u201d<\/p>\n\n\n\n

Looking ahead, another L&D goal is to engage the most active users of Degreed as \u201clearning influencers\u201d who can help their peers develop. And, eventually, every user will be encouraged to contribute content.<\/p>\n\n\n\n

\u201cThe content that is currently being curated is being curated mostly by HR,\u201d Farinelli said. \u201cWe are beginning to work with some teams that want to curate their own Pathways. That is one strategy that I personally believe is very important \u2014 teams working together and teams curating their own content related to the skills they want to improve.<\/p>\n\n\n\n

\u201cOur long term vision is to be one learning ecosystem where people can bring their own content that we can connect people. That is our strongest belief \u2014 to be one learning ecosystem. And we are doing it step by step.\u201d<\/p>\n\n\n\n

Natura couldn\u2019t do it without Degreed, Farinelli said. <\/p>\n\n\n\n

\u201cDegreed gives structure to our dream of a learning ecosystem,\u201d she said. \u201cIf you don’t have the tools, you don’t have the how-to. Degreed is helping us make the dream come true.\u201d<\/p>\n\n\n\n

\"\"<\/a><\/figure>\n","protected":false},"excerpt":{"rendered":"

Personal care and cosmetics company Natura was always a pioneering organization, promoting positive relationships with nature since its humble beginnings in 1969. And it\u2019s always approached sales from a standpoint of helping customers maintain healthy relationships with themselves. Its ads feature everyday women, not supermodels. 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