Learn Assembly helped Veolia's L&D teams integrate generative AI. Read the testimonial from Morgane Vidal, Group Learning Director.
Artificial intelligence and learning: what changes for L&D departments? In a context where artificial intelligence is turning learning practices upside down, Veolia wanted to get its teams on board with this transformation. In June 2024, Learn Assembly helped the company select relevant use cases for learning programs using generative AI. We first prototyped them via customized prompts and tested them in the group’s internal tools. We then presented them during a day dedicated to skills, the Learning Day. The aim of this project was to develop the skills of the L&D teams faced with the new AI challenges.
We interviewed Morgane Vidal, Group Learning Director at Veolia. Read her testimonial to learn more about her vision of learning, the company’s learning culture and the project we led together.
A new strategic plan was announced at the beginning of the 2024 year for 2024-2027, with strong business orientations. Learning Group’s management is positioned to support us in developing the skills we need to implement this strategic plan.
For several years – and even more so following the Suez Veolia merger in 2022 – the Group has been working hard on its managerial culture. Learning has therefore been a key pillar for a long time now, particularly in developing the themes of corporate culture, health and safety, digital, and management.
Where the Learning department takes a more strategic position within the company is in developing cross-functional learning programs to support the accelerated development of technical skills in the activities we want to strengthen across the Group.
Another major area of development is transformation and support with AI.
First of all, we launched new Group programs specific to some strategic businesses, such as hazardous waste management. These have been very successful, and have given rise to a great deal of sharing of expertise.
We have also trained 10,000 employees with face-to-face learning programs in generative AI. These are run by champions, not experts in the field. This initiative illustrates the acculturation work and adaptation to the local context that we have implemented. At Veolia, we’re convinced that generative AI is for everyone. It’s not just a subject for experts. That’s why we set up a secure internal ChatGPT so that all our employees could make the most of this tool and gain in productivity and creativity.
We also provided support for Veolia’s strategic plan GreenUp with an e-learning program available in over 18 languages, deployed to all group managers.
Finally, we launched a major awareness-raising campaign on sexism and sexual harassment, with an e-learning program that 35,000 employees followed, starting with our entire Top 500.
In terms of instructional design, theAI tools can save an enormous amount of time. It’s vital that our teams get to grips with these tools.
On the other hand, project management skills are essential to capture the needs of business lines and learners, and to act as an intermediary between experts and learners to meet the expectations of both. Curiosity to understand what lies behind a business need is also key, as is creativity . Mixing teaching methods is needed to meet learning needs and find the right balance between digital, face-to-face, gamification and other methods.
Understanding environmental issues is also essential. We have already begun to measure the environmental impact of our face-to-face learning programs. All L&D teams must be role models in this respect.
AI is used in all our face-to-face programs. We teach our employees how to use it to help them solve specific problems and make presentations on different topics. AI is integrated everywhere. We use prompts, coaching agents and agents to find the right training content for the right target. We also want to develop an AI agent specialized in learning, for learning teams.
What I particularly appreciated in this collaboration was the contribution of new ideas, best practices, vision and certain use cases that we hadn’t all identified.
I also note that the Learn Assembly team’s ability to adapt. is particularly strong. Among other things, they were able to propose specific uses for our in-house ChatGPT.
I also liked the pragmatic aspect of their approach. They built each use case with my teams, so as to be able to show things in progress. That’s what I wanted: to go further than the basic acculturation we’d already done. I wanted to show the potential of artificial intelligence tools.
Finally, Learn Assembly was able to make a real handover with my team, who led the workshops.
This mission is a milestone in the acculturation of Veolia’s L&D teams. It helped them to perceive artificial intelligence as a lever for improving the personalization of learning programs and optimizing the learner experience.
Would you like to strengthen the links between artificial intelligence and learning within your learning teams? Discover Learn Assembly.
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Learn Assembly is a hybrid consulting firm created in 2013 to support the transformation of all those involved in learning and employment. Our mission is to help them play a strategic role in their organizations to meet the challenges of skills in a context of environmental transition and technological transformation. We support the general management and L&D departments of major groups, public bodies and higher education institutions in their strategic development.
