Go1 and Workplace from Meta (formerly Facebook) announce the launch of a new integration that enables employees to easily access and engage in online training, all without leaving their workspace.  

With Workplace, Meta are on a mission to make work more personal, providing employees with a platform to connect, communicate, and collaborate. 

The Workplace platform is also ideal for delivering just-in-time micro-learning experiences, meaning learners no longer have to spend precious time switching between platforms – one of the biggest barriers to employee learning and productivity.  

“Meta has already revolutionized how people connect, and now with Workplace, that same technology can connect teams in a work setting. When organizations use unified communication tools, people become closer, teamwork gets faster, and culture gets stronger. Combine that with learning and development opportunities that are proven to boost retention, organizations can deliver more value to their customers,” said Andrew Barnes, CEO and Co-Founder of Go1. 

We’re also pleased to announce a partnership with Enablo, who are experts in transforming the employee experience and are a premium partner for Workplace. They’ve helped organization's (including some of the world’s largest) roll out Workplace as their communication and connection tool across their workforces. 

Go1’s integration is now live and available to all customers that use Workplace. 

Does your organization use Workplace from Meta? Request a demo of Go1 in Workplace today.  

To learn more about the integration, visit https://www.go1.com/workplace-from-meta  

For more insights, subscribe to the Go1 newsletter to stay on top of all the latest L&D trends. Or, you can book a demo today to find out how Go1 can help with your team’s learning needs.

False

Go1 and Workplace from Meta (formerly Facebook) announce the launch of a new integration that enables employees to easily access and engage in online training, all without leaving their workspace.

Go1 and Workplace from Meta announce new integration that removes barriers to employee learning

New integration between Go1 and Workplace from Meta enables employees to easily access and engage in online training, all without leaving their workspace.

Removing barriers to employee learning with Workplace from Meta

We are excited to announce a partnership with fellow Australian start-up Pursuit Technology (creators of Acorn LMS). This integration provides Acorn LMS users access to the breadth of the Go1 Content library and the ability to map this content alongside their organisation’s capability frameworks.  

Pursuit Technology seeks to unlock the potential of the workforce through providing innovative software solutions that streamline systems. They have maintained an impressive 100% retention rate since launching Acorn LMS seven years ago, working with companies of all sizes, from local business to federal government agencies.  

Pursuit Technology believe in empowering users with their functional solutions and through partnering with Go1, can significantly scale that support.  

Blake Proberts, Managing Director & Co-Founder says: 

"By empowering organisations to map Go1 content to their capability frameworks, they are given a greater understanding and control of their internal mobility. Essentially, they’ll be able to create learning pathways with this content in Acorn that address their unique skills gaps, develop a perpetual talent supply and support individual performance plan goals.” 

Basem Emera, Go1 Vice-President of Partnerships & Alliances, said the easy integration and breadth of Go1’s content hub is a boon for Acorn LMS learners. 

“Go1 is the most comprehensive online corporate learning marketplace with more than 3.5 million learners globally. We’re looking forward to a strong partnership with Pursuit Technology that will see Go1’s content hub play a pivotal role in enhancing the learning and professional development journey for Acorn LMS users.” 

Throughout the integration’s development, every precaution has been taken to ensure high data security standards have been met. Learning and people data transferred between the Acorn and Go1 systems can be obscured during transmission to ensure it cannot be intercepted.  

Get in touch if you would like to learn more about this partnership.

New partnership with Pursuit Technology will enable stronger and more aligned learning pathways

Streamlining the learning experience with Pursuit Technology

New partnership with Pursuit Technology will enable stronger and more aligned learning pathways 

AND THAT’S A WRAP! The Go1 team had an absolute blast at DevLearn 2021, meeting many of you in person and celebrating the future of L&D.  

It was very inspiring to hear about different people's stories, journeys, and challenges. And wonderful to be able to connect on a human level. 

We’d like to send a BIG thank you to all our customers, partners, speakers, and everyone else who made DevLearn 2021 such a positive experience! We are so grateful to be part of a remarkable community of talented professionals. 

Check out some of our highlights from the event below. 

We loved having the opportunity to spend time with our customers, partners, and fellow L&D professionals to chat about all things L&D.  

The Go1 team had many exciting conversations that we will continue to reflect on as we move forward. 

The Go1 DevLearn cocktail reception was a hit!  

We had so much fun connecting with the L&D community and sharing our passion for learning over some canapes and drinks - the perfect way to relax after an eventful first day. 

Solutions session with Go1 customer, EDF Renewables

Sending a big shoutout to Go1 customers, Shawn Fisher and Heather Shimp from EDF Renewables, for leading a wonderful strategic solution session on day two of the event. We loved hearing all about EDF's learning journey and feel honoured to be a part of that. 

While it’s never fun leaving Las Vegas, we hope that as you settle back into work you are feeling excited and energized to implement the new things we’ve learnt from one another - we certainly are! 

Goodbye DevLearn for now; we’ll see you next year! 👋  

The Go1 team had an absolute blast at DevLearn 2021, meeting many of you in person and celebrating the future of L&D. Check out some of our highlights from the event below.

Insights from DevLearn 2021

Have you recently felt disconnected from feeling joy at work?  

Within the context of the past two years, where organizational focus has been primarily on survival, seeking joy took a backseat for many employees. And now, as companies begin to emerge into post-pandemic life, leaders have limited time to facilitate joy again before their people start looking for more fulfilling opportunities elsewhere. 

Research has shown how vital joy is to a person’s overall wellbeing, cognitive functioning and performance at work, as well as their retention.  

To help us better understand the feeling of joy at work, and how to better facilitate it, we spoke to Thomas Cunningham-Fahie, Consultant and Psychologist at Bailey & French.  

Is it possible to lose joy in a job you love?   

Barbara Fredrickson, currently based at the University of North Carolina, is one of the world’s leading researchers into the psychology of emotions. Her ‘Broaden and Build Theory’ is based upon research showing that experiencing more positive emotions broaden our mindset and encourage us to be more creative, explore new thoughts and reach solutions more readily which overtime builds our skills and resources. 

These emotions can gain momentum, creating positive upward spirals that lead to experiencing even more positive emotions.  

In contrast, negative emotions are linked to the ‘fight or flight’ response, which narrows our cognitive capacity. Therefore, it’s near impossible to solve problems and overcome challenges when we are feeling stressed or frustrated… I’m sure this resonates with many of us! 

There are also negative spirals of emotion.  A big risk for losing joy in a job that you love, is if negative emotions caused by an event outside of work spiral and spill into how you feel at work.  

We might also lose joy in a job we love if we stop playing to our strengths. By ‘strengths’, we’re not just talking about the things that we’re good at, but also the things that we enjoy and that energise us. 

Playing to our strengths when executing tasks at work helps us to get into a state of flow. Mihaly Csikszentmihalyi, the psychologist who coined the term flow, defines it as: “the state in which people are so involved in an activity that nothing else seems to matter”.  

Luckily, we are able to reframe most tasks and skills to use at least one of our top strengths. Therefore, if we do find ourselves losing joy in a job we previously loved, this type of reframing should be our first port of call. 

Whose responsibility is it to facilitate ‘joy’ at work? Leaders or employees? 

We’ve already discussed the Broaden and Build Theory, and how we can find ourselves on upward or downward emotional spirals. In teams and organisations, these upward spirals can spread. This is called emotional contagion, and it has an important impact of people’s wellbeing, resilience, and performance at work. 

There is an old cliché in the management consulting world that ‘culture is everyone’s responsibility’. We would add a nuance to this, and then apply the same thinking to ‘joy’ at work. Doing what you can to make a personal contribution to a positive culture, is everyone’s responsibility. 

Similarly, we are responsible for making the effort to facilitate a more positive, human experience at work. We are not, however, responsible for the emotions themselves of our colleague’s emotions.  

It is about the personal effort we make as an individual within the organization, but ultimately not the outcome.  

Since we know that emotions triggered by events outside of work are likely to spill into how we feel at work, it is not realistic to ask leaders or employees to ensure that their colleagues experience joy in the office.  

What we can, and should, request is that everybody is held responsible for their actions and their intent towards facilitating joy, with the understanding that there will be external factors outside of their control that may ultimately impede the joy their workmates feel daily. 

Taking individual responsibility for contributing to the joyful experience of others can follow two forms: 

By managing our own wellbeing and positive emotions, firstly to help ourselves but also to have a positive knock-on benefit for others through emotional contagion. 

Actively considering how you can help others to experience more positive emotions, through the way you collaborate and interact with them. 

It is everyone’s responsibility to do this, but leaders particularly need to recognise that their position increases the influence that they have over the quality of people’s experiences within an organization. 

Could seeking ‘joy at work’ be considered indulgent or selfish within the context of the last two years? 

Since we have already discussed the benefits of positive emotions for the person experiencing them for their own wellbeing and performance, and for the people around them, the simple answer here is ‘no’.  

More often than not, actively seeking joy and ‘flow’ at work is something that will benefit individuals, the team, and the wider organization, through a variety of different mechanisms. 

One way of mapping out the time we spend at work is by using a Time x Energy Grid. For every task that we perform at work, we can assess how much it benefits us and how much it benefits the organization, then plot it on a 2x2 grid. 

This grid helps us to understand that usually, it is not indulgent or selfish to seek joy at work. The activities in which we are most likely to experience joy falls into either the ‘Peak Performance’ or ‘Booster Time’ quadrants on the Time x Energy Grid. As such, there is either a direct benefit for the organization or an indirect benefit, respectively, since we are keeping our performance and productivity at its best.  

The small caveat here is that, of course, this could become detrimental if too much of our time is spent performing tasks that energize us but are not directly beneficial for the organisation. Nevertheless, these tasks are still a better use of time than those which do not energize us (we would call these ‘Wasted Time’).  

If we are working in a way that is harmful for our colleagues, either by facilitating negative emotions for them or adding to their workload, for example, then we might be considered self-indulgent. However, the antidote to this is an open feedback culture and strengths-based delegation within teams, to maximise the time that each member spends in their own version of peak performance. 

How can we apply these insights to bring more joy to our team? 

With Thomas' insights above we can begin to understand not only the nuances of experiencing joy, but how an organization can help facilitate this emotion for their people. 

Focus your delegations on not only what your team are good at, but also what they enjoy and what energizes them. Playing to these strengths can assist in bringing flow and joy to their work life.  

Rebecca Newton, Organizational and Social Psychologist, finds many of her clients link joyful moments to learning experiences at work. When employees are provided space to pursue learning in subjects that interest or energize them specifically, they can experience more joy at work. 

As Thomas noted as well, home life can easily affect the emotions of employees at work. Looking after your team as ‘whole life employees’ takes empowering levels of empathy (which we delved into in our article Learning to lead with empathy) and involves supporting their overall wellbeing, not just their job performance. 

To assist you and your team in developing a comprehensive workplace wellbeing plan, we have curated a free The search for joy at work playlist of learning resources within the Go1 platform. 

The playlist includes learning content from iAM Learning, Blinkist and Thrive Learning and other mental health providers. If you are already a Go1 customer, you can recreate this playlist in your own LMS or Go1 Platform. If you are not yet a customer, click on the link above to access the playlist. If you're interested in the Go1 Content Hub for your organization's wellbeing and L&D goals, please get in touch with us today. 

Please remember, if you are struggling with your mental health and experiencing significant distress, we encourage you to reach out for immediate support.
Australia: Lifeline 131 114 or Beyond Blue 1300 224 636 
USA: NAMI HelpLine 800-950-6264
UK: Samaritans 116 123 or Shout Crisis Text Line text ‘SHOUT’ to 85258
Global: United for Global Mental Health Regional Directory

In collaboration with Bailey & French we explore joy at work, how it might be lost and ways that leaders can facilitate more joy in their team.

Rediscovering joy at work

For many organizations, the past two years have forced a reactive look into how we work. Suddenly shifting focuses and upending workplace structures certainly helped us adapt, but the emotional wellbeing of workers has now become a priority as we look ahead.

Exacerbated by remote working, loneliness has become an increasing concern.  

Three in five working Americans considered themselves lonely in 2020, with time and social distance likely to have increased that number even more.  

Loneliness is when one perceives that they are alone, regardless of how physically close or isolated they may be. It is not the absence of social activity, but rather a lack of high-quality connection and belonging.  

Taking care to combat loneliness in your workforce will not only increase your employee's overall wellbeing but will deliver stronger performance and engagement levels. Lonely workers report being twice as likely to take a sick day and five times as likely to miss a day from stress. Loneliness (or perceived isolation) has also been shown to contribute to lower cognitive performance, executive functioning and ability to adapt to change. 

It can be increasingly difficult to recognize loneliness in our team, particularly when working remotely. Go1 content partner, Mindscaling, explore the importance of creating a calm and judgement free environment in their interactive course Recognize Loneliness at Work (available in our playlist below).

To proactively address the risk of loneliness, let’s focus on quality connection and creating a culture of belonging within our team.  

Much of the responsibility for high-quality connection, based on empathy and interdependence, sits with leaders and direct managers.  

Now, while social isolation has certainly played a role in how widespread loneliness is, the answer is not to simply increase the amount of social zoom calls, team building events or hours spent in check-ins. This can actually have the opposite effect, with low-quality connection proven to increase an employee's loneliness susceptibility.

Prioritizing one-on-one check-ins with your employees, that divert from ‘work-chat' and demonstrate genuine care, can make just as much impact on their connection to the team as achieving measurable KPIs. These lighthearted and compassionate conversations with your team should be seen as a driving force of performance and engagement. 

Consider as well how your distributed or isolated workers are managed and supported. They require a different approach to any centrally based teams. Within our free Loneliness and Isolation content playlist below are two specifically useful courses (Managing Remote Teams Inclusively and The Adventures of the Lone Worker) to assist leaders in managing and connecting with each worker. 

While 85% of employees worldwide report feeling disengaged at work, organizations are beginning to see the impact a lack of belonging can have.  

Hybrid teams in particular can struggle with isolation and a lack of belonging and require an increase in proactive measures to mitigate loneliness. With 52% of workers wanting hybrid work options to continue, fostering belonging and combatting loneliness will continue to remain a workplace priority.

Employee expectations and priorities have also drastically shifted, with happiness becoming up to 12% more dependent upon the feeling of belonging than before.  High levels of belonging are linked to a 56% increase in job performance, a 50% drop in turnover and a 75% drop in days taken off sick.  

In short, belonging mitigates loneliness, increases happiness and empowers workplace performance.

Thrive Learning note the link between belonging, trust and freedom to express your opinions. When a worker is empowered with not only purpose in their role, but the ability to bring about change when it’s needed, they find belonging. 

Lauren Romansky, Managing Vice President at Gartner, recently noted how belonging is a key component of inclusion, also saying, “when employees are truly included, they perceive that the organization cares for them as individuals, their authentic selves.” 

Establishing a foundation of care and inclusion for your workers will allow for increased belonging. This in turn, when paired with high-quality connection, will support your efforts in proactively reducing the risk of loneliness. 

For the month of October, we will continue providing insight and content around mental health subjects and struggles within the workplace. Our articles on burnout and empathetic leadership are also available in this series. 

To assist you and your team in developing a comprehensive workplace mental health plan, we have curated a free Loneliness and Isolation playlist of learning resources within the Go1 platform.  

The playlist includes learning content from Blisspot Wellbeing, Emberin, iAM Learning and other Go1  partners. If you are already a Go1 customer, you can recreate this playlist in your own LMS or Go1 Platform. If you are not yet a customer, click on the link above to access the playlist. If you're interested in the Go1 Content Hub for your organization's wellbeing and L&D goals, please get in touch with us today.  

Please remember, if you are struggling with your mental health and experiencing significant distress, we encourage you to reach out for immediate support. 
Australia: Lifeline 131 114 or Beyond Blue 1300 224 636  
USA: NAMI HelpLine 800-950-6264 
UK: Samaritans 116 123 or Shout Crisis Text Line text ‘SHOUT’ to 85258 
Global: United for Global Mental Health Regional Directory 

To proactively address the risk of loneliness, let’s focus on quality connection and creating a culture of belonging.

The lonely workforce. Using connection and belonging to combat loneliness in your team

To continue our Mental Health Month series we have partnered with Go1 content provider Thrive Learning to explore empathetic leadership, how it impacts organizational performance and the complexities of learning to lead with empathy.  

Catalyst, a global nonprofit that drives workplace inclusivity for women, describes an empathetic leader as someone who demonstrates care, concern and understanding for their employee’s life circumstances.  

We recently discussed the prevalence of burnout at work, and its risk to the performance and retention of employees (you can read that article here). More than ever, staff are re-prioritizing their needs from work and focusing more on balance, support and flexibility.  

Equipping leaders with empathetic skills is increasingly imperative to an organization's performance. 

Strategic importance of empathy at work 

Recently heralded by Forbes as a leader’s most important skill, empathy has long progressed from being underestimated at work. When a team is being led empathetically, they are more adaptable, innovative, inclusive, resilient and likely to stick around. 

No organization is immune to change or challenges, and the ability to adapt has become even more crucial over the last two years. Microsoft chairman and CEO Satya Nadella recently called out empathy a necessary for leaders to discern flexibility, particularly when navigating hybrid ways to work.  

Empathy also heavily influences engagement levels. A recent survey by Catalyst found when employees have highly empathetic senior leaders, 76% of them report being engaged at work often or always. This number plummets to 32% when senior leaders demonstrate low levels of empathy. 

Ensuring leaders are trained efficiently in leading with empathy, including having difficult conversations, negotiation, respect, inclusion and flexibility; empowers the workplace for both stronger performance and more effective change. 

To begin with, let’s appreciate that 'increasing empathy’ needs to go hand in hand with a wider focus on any required culture changes. There is limited point in up-skilling empathy if toxic conditions or relationships are not simultaneously tackled. Negative work relationships will impact an employee's work performance up to 4-7 times more than any positive, enthusing ones. 

Open and respectful communication is one of the driving forces of empathetic leadership. This communication must go both ways. A Tiny Pulse survey found that employees who feel uncomfortable giving feedback to their managers are 16% less likely to stay at the company.  

Thrive Learning focus on the importance of not only active listening but responding with empathy in their training course, Listening with Empathy. They describe empathetic listening as: 

Listening without judging, and the intention of fully understanding where the other person is coming from. It isn’t about listening so you can reply, it’s stepping into the other person’s shoes to better understand how they might be feeling too. 

Communications Consultant Patti Sanchez has found that during times of change, employees are impacted more by how information is communicated than what the information actually is. She notes that a lack of audience empathy when conveying the news of an organizational change can cause it to fail.

Thrive Learning’s course Leading through Change within the Go1 Content Hub (teaser video below) equips learners with compassionate management skills to help teams respond and adapt to change. They focus strongly on communicating effectively with teams, alongside interactive scenarios.

Helping your team through change

Learning how to lead empathetically is not as simple as reading an article and ticking a box. There are no ‘quick fixes’ to leading empathetically. Brene Brown, in a recent podcast with Organizational Psychologist Adam Grant, stated that, “there is no hack to becoming an authentic or empathetic leader, it's about understanding and seeing people." 

When leaders embrace practical learning to increase their empathy skills, and pair this with authentic curiosity, care and compassion for their team, they will see organizational results. 

A workplace full of empathetic leaders will not only foster respectful workplace relationships, but will drive an innovative, resilient, inclusive and adaptable culture. 

For the month of October, we will continue providing insight and content around mental health subjects and struggles within the workplace. To assist you and your team in developing a comprehensive workplace mental health plan, we have curated a free Leading with Empathy playlist of learning resources within the Go1 platform. 

The playlist includes learning content from Thrive Learning, Mind Tools, Blinkist and other mental health providers. If you are already a Go1 customer, you can recreate this playlist in your own LMS or Go1 Platform. If you are not yet a customer, click on the link above to access the playlist. If you're interested in the Go1 Content Hub for your organization's wellbeing and L&D goals, please get in touch with us today. 

For more insights, be sure to subscribe to the Go1 newsletter to stay on top of all the latest L&D trends. Or, you can book a demo today to find out how Go1 can help with your team’s learning needs.

We look into how empathetic leaders can transform organizational performance and the complexities of learning empathy as a leadership skill.  

Learning to lead with empathy

In 2019, the World Health Organization reclassified burnout as an occupational phenomenon, describing the syndrome as ‘resulting from chronic workplace stress that has not been successfully managed.’

Workplace stress is something we all experience, whether it's in the form of heavy workloads, tight deadlines or workplace culture, which can all contribute to us feeling pressured at work.

But when this stress becomes long term, and pointedly, unsuccessfully managed, we can arrive at the point of burnout. This point will look different individually, but commonly is identified with:

In a recent TED talk, Dr. Emily Nagoski and Dr. Amelia Nagoski simplified this by describing burnout as, ‘where you can show up for work, but you spend your whole day fantasizing about being at a different job.’

When burnt out, your work performance will often take a considerable hit, but along with your ability to care much about it. 

Concerning figures show how prevalent burnout has recently become. A Gallup study of 7,500 full-time employees found 23% of them felt burnt out at work either very often or always, and an additional 44% reporting the feeling sometimes. That’s a staggering 67% of workers experiencing burnout at work. 

With burnout comes detachment, or mental distance, from the role. This may be one of the strongest triggers for what’s been dubbed globally as The Great Resignation. 95% of Human Resource leaders are admitting that employee burnout is sabotaging workforce retention. 

So with such high prevalence, what can we actually do to tackle burnout, as employees and leaders? 

Recognizing burnout, and its triggers, as employees

With blurred lines between work and life, many of us have felt emotional demand and disruption around the clock for the past two years. The pressure to show up both at work and for our families can result in a disconnect between our behaviors and inner struggles. 

Within crisis moments, many of us tend to push through emotional reactions and put our brave face on. This approach, particularly over a long period of time, can seriously diminish our psychological wellbeing and contribute to the risk of burnout. 

In her TED talk, Dr. Amelia Nagoski noted that “one of the things that causes burnout is our inability to recognize the hard stuff welling up inside us.”

Beyond Blue, a Go1 mental health content partner, suggests tracking your mood to help identify what things at work are impacting your stress levels. Knowing what is contributing means you can then investigate strategies to help manage it. 

Within the workplace, research has found some common factors that frequently correlate with burnout. These include:

Lack of communication and support from managers

Looking at each of these factors, ask yourself if any resonate with your current work experience. Have any of these resonated for an extended period, without signs of improved management? 

Tracking or identifying these risk factors means you can now not only start implementing stress management strategies yourself, but also take your concerns to your team and leaders to assist in changes being made. 

What can we do as leaders to address or prevent burnout within our team?

Stress may be present in every workplace at some level but it still poses a threat to employee health if not identified or managed properly. When it comes to burnout, the responsibility of prevention or recovery sits significantly with leaders, and particularly with direct managers. 

When a workplace fails to manage the risk of burnout, its employees will either stop progressing or start looking elsewhere.

Managers should keep an eye out for some of these early signs of burning out, including:

Changes in demeanor. Sometimes it’s little things but your team members may appear recognizably ‘off’.

Body language (if you’re still seeing staff in person) can be a reliable indicator of mood. 

Changes in attitude towards work and changes in productivity can be signs that a team member has started disassociating from work.

If a staff member or colleague has a noticeable change in mood or seems to be struggling with workload, that’s a fair reason to check in with them. You may find they are navigating balancing general life stressors as well as work. However, while you help support their overall wellbeing, this can be the ideal time to ensure they are not experiencing any of the common burnout stressors described above, such as unmanageable workload or lack of role clarity. 

Ignorance is not key here. Education around burnout, stress management and recovery support are the foundational steps towards leaders creating mentally safer work environments.

For the month of October, we will continue providing insight and content around mental health subjects and struggles within the workplace. To assist you and your team in developing a comprehensive workplace mental health plan, we have curated a free Managing Stress and Burnout playlist of learning resources within the Go1 platform. 

The playlist includes learning content from Beyond Blue, Mind Tools, Mental Health Movement and other mental health providers. If you are already a Go1 customer, you can recreate this playlist in your own LMS or Go1 Platform. If you are not yet a customer, click on the link above to access the playlist. If you're interested in the Go1 Content Hub for your organization's wellbeing and L&D goals, please get in touch with us today. 

Please remember, if you are struggling with your mental health and experiencing significant distress, we encourage you to reach out for immediate support.
Australia: Lifeline 131 114 or Beyond Blue 1300 224 636 
USA: NAMI HelpLine 800-950-6264
UK: Samaritans 116 123 or Shout Crisis Text Line text ‘SHOUT’ to 85258
Global: United for Global Mental Health Regional Directory 

In collaboration with Beyond Blue, we look at how to better understand, prevent and recover from this occupational phenomenon.

What can we actually do about burnout?

We are excited to announce a global partnership with Harvard Business Publishing Corporate Learning aimed at helping organizations develop future leaders with high-quality, world-class leadership solutions. 

“Leadership and learning matter more than ever as we strive to remain agile, collaborative, and productive in today's environment. Today’s leaders want learning that builds skills for the future, and our partnership with Go1 will help address specific business challenges across any industry,” Ian Fanton, Harvard Business Publishing Executive Vice President and Head of Corporate Learning, said.   

With this announcement, Go1 users* can now access Harvard ManageMentor to build skills in leadership and management that reflect the most timely and timeless ideas. Leveraging this impactful and engaging experience, learners can unlock their leadership potential through important topics such as global collaboration, strategic thinking, change management, finance essentials, digital intelligence, innovation, and more. 

“We’re proud to partner with Harvard Business Publishing Corporate Learning, a globally trusted and respected brand in business and lifelong education. The courses are continuously updated to keep up with the pace of change, which means learners will always receive materials with real-life, positive impact and have access to on-demand resources featuring industry experts,” Basem Emera, Go1 Vice President of Partnerships and Alliances, said. 

Harvard Business Publishing Corporate Learning has had over 25 years of success in delivering their learning to the world's biggest brands. Each learning experience leverages the remarkable depth and breadth of Harvard Business School and Harvard Business Review resources, industry experts, technology-enabled and user-friendly solutions, and a creative, collaborative mindset to help learners discover something new. 

*Smaller organizations using Go1, with some geographic restrictions, can access Harvard ManageMentor as part of their premium subscription to the Go1 Content Hub. 

We are excited to announce a partnership with Harvard Business Publishing Corporate Learning helping develop leaders with high-quality leadership solutions.

Partnering with Harvard Business Publishing Corporate Learning to develop future leaders

Partnering with Harvard Business Publishing Corporate Learning to help future leaders develop their skills through high-quality leadership solutions.

At any one point, a third of working-aged Australians are either struggling with a mental illness, or symptoms of mental illness. Leaders are considering not only how this affects their business, but how the organisation itself is impacting the wellbeing of their employees.  

Some estimates see workplace stress causing as much as 50% of voluntary employee turnover and 60% of absenteeism. An understanding of contributing factors towards workplace stress, known as psychosocial hazards, is something Dan Hunt, and the team at Mental Health Movement, are passionate about addressing. 

Why is mental health education in workplaces important? 

Why is Mental Health education in workplaces important?

Though some psychosocial hazards might be seen as a common aspect to a role, such as the emotional toll on first responders in an emergency, they still require risk-management and mitigation within the organisation.  

Less obvious but common psychosocial hazards in the workplace include under-utilisation of employee skills, low role clarity, high noise levels and a lack of training to support job performance. Understanding your organisation’s psychosocial hazards is a crucial step towards developing an effective mental health strategy.  

Mental Health Movement surveyed 5,700 working Australians to gain a better understanding of the factors leading to poor mental health, the barriers to seeking support and the general state of mental health understanding and stigma. From this they developed their Mental Health Blueprint, covering four stages of Awareness, Education, Training and Resources.    

Through their work with over 100 Australian companies, Mental Health Movement have noticed the power that personal story has on employees’ attitudes towards mental health and seeking support. When leaders share their own vulnerabilities, it gives employees permission to show theirs, influencing a more connected work culture with reduced stigma.  

So when developing your organisation’s mental health framework, don't undervalue the impact leadership will have on its success. A supportive workplace environment will not only empower and assist staff, but will also positively impact productivity and company goals. 

Dan also shared some amazing insight and advice with us on continuing your own mental health education.  

Dan offers some takeaway advice

In partnership with Mental Health Movement, we have curated a Talking About Mental Health playlist specifically to showcase content that will assist you in developing the mental health blueprint in your organisation.  

The playlist includes learning content from Mental Health Movement, as well as other mental health providers. If you are already a Go1 customer, you can recreate this playlist in your own LMS or Go1 Platform. If you are not yet a customer but are interested in the Go1 Content Hub for your organisation's wellbeing and L&D goals, please get in touch with the team today. 

We chat with Dan Hunt, from the Mental Health Movement, about psychosocial hazards, best practice, and the power of personal story.

Why is mental health education in workplaces important?

While Australians are feeling the mental and emotional toll of lockdowns, isolation and uncertainty, workplaces are emerging as instrumental in supporting and empowering their team’s mental health.

Organisations that prioritise mental health awareness can have a crucial effect on not only their employees' ability to recognise signs of mental illness, but also for supporting those who need that extra support and treatment.

A special message from Dan Hunt

A 2021 Allianz study has shown that while workplace mental health injuries are increasing, there remains a lack of mental health related discussions in the workplace. Organisations have an opportunity to not only support those who are struggling with their mental health but also create an educated and empowered environment that proactively increases the mental resilience of their entire teams.  

We spoke to Dan Hunt, Founding Director of Mental Health Movement for this year's R U OK? Day, about building a mental health blueprint for workplaces that not only reduces stigma associated with mental health and illness, but also establishes pathways for stronger overall wellbeing.  

Tell us about a conversation or moment when someone asked you ‘R U OK?’  

Tell us about a conversation or moment when someone asked  R U OK?

When going through a stage of heightened or prolonged struggle, it can be difficult to recognise the signs of dips in our mental health. As Dan experienced, having supportive managers and family who genuinely asked him, ‘are you ok?’ meant he was able to take that first step backwards to recognise his struggle.  

The act of checking in on someone has the potential to powerfully alter someone’s path and change a life. Initiatives such as R U OK? Day are an informative way to cultivate that ideal work environment where everyone feels confident and safe to ask such a simple yet impactful question.  

A workplace that has not addressed mental health stigma sufficiently can be a significant barrier to employees accessing treatment. For each genuine conversation around mental health within a workplace or team, an environment is encouraged that helps people take proactive steps towards support. 

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Why do you start workplaces with awareness and stigma reduction?  

Why do you start workplaces with awareness and stigma reduction?

Actively working to decrease mental health stigma in the workplace can be seen as the foundation of building a mentally healthy workplace.

Stigma reduction not only improves knowledge and supportive behaviours within the entire team, but also increases preventative efforts from struggling employees during the early stages of mental illness. 

When looking at the sustainability of a workplace’s mental health framework, awareness is only the first, foundational step. Building on top of this, organisation’s have the opportunity to develop mentally supportive environments through ongoing education, application and training.

What is the importance of ongoing education for people at work?

There’s no doubt employees are feeling the added pressures of working during a pandemic, with 40% feeling the pressure to work longer hours and a staggering 77% clocking that overtime to complete their tasks.  

We speak to Dan Hunt, Founding Director of Mental Health Movement, about implementing a stronger wellbeing framework in the workplace.