The global consulting and technology services firm has long recognized that new managers need support. This has proven especially true in a learning climate marked by digital fatigue,  and what some have casually described as “death by pathway.”

At a time when the Capgemini business is scaling rapidly and client demands are growing more complex, the organization understands the importance of supporting its first time managers, to set them up for success right from the get-go.

Yet, traditional leadership programs are hard to scale, difficult to maintain, and often disconnected from the pace and priorities of the business. Learning delivery teams spend too much time managing training logistics, emails, and manual processes. And Learning teams want something more coherent, modern, and impactful.

To meet these challenges, Capgemini has launched an Emerging Leaders program—a guided, cohort-based experience built on Degreed Academies. The result? A 26% jump in skills proficiency, a big drop in attrition, and a 4.6 out of 5 learner satisfaction rating—proof that Capgemini first-time managers aren’t just trained, they are equipped to lead. 

Leadership Development That Starts Strong and Scales Fast

Co-created with business leaders and learning partners, Emerging Leaders follows a complete learning cycle. It’s more than a content playlist. It’s a full development journey designed to embed growth into everyday work, supported by nudges, mentors, reflections, and social accountability.

To build the journey, learning teams worked closely with HR and business leaders to define success, select content, and ensure the program reflected the company’s Leadership Vision—a set of guiding leadership principles that the company believes every employee should develop.

The result is an experience designed to match the expectations of a digitally fluent, ambitious audience. Employees progress through a six-week cycle, combining curated digital content, real-world projects, mentoring, reflection, and guided practice—all within a single Degreed-powered environment.

How Degreed Academies Makes It Possible

Degreed Academies gives Capgemini the infrastructure to deliver a holistic, guided leadership journey within a single, unified experience. From onboarding and nudges to live events and reflections, everything is centralized—no more spreadsheets, scattered tools, or siloed communications. And, with Microsoft Teams integration and built-in calendar functionality, participants stay on track while balancing their day-to-day responsibilities.

Capgemini uses Degreed Academies to structure monthly cohorts in a fully guided, week-by-week experience—layering content, leadership simulations, mentoring prompts, and reflection points in a clearly defined journey. Employees always know what to do next and why it matters. Automated nudges and personalized messaging help maintain momentum and accountability, without overloading delivery teams. By streamlining what were previously resource-heavy, manual tasks like scheduling, communications, and tracking, Degreed gives L&D professionals more time to focus on content quality, learner engagement, and business alignment.

Because everything runs through Degreed, Capgemini can access real-time insights on progress, engagement, and outcomes. This allows learning leaders to tweak delivery based on cohort behavior, and to identify bottlenecks early. With Degreed Academies, Capgemini isn’t just delivering training—it’s running a scalable, data-backed leadership product.

Features like live events, embedded reflections, and automated reminders help create a sense of connection and momentum.

Completion rates have peaked at 81%, with learner satisfaction scores averaging 4.6 out of 5.

More Than Engagement. Measurable Growth.

In 2024 alone, nearly 4,000 employees across 39 countries completed the program. Capgemini is on track to scale cohorts of 2,000 people per month in 2025. Attrition of managers who completed the program dropped to 6.5%, versus a much higher company average among the same target population.

And employee feedback has been resoundingly positive. Participants consistently call out the program’s relevance, structure, and challenge.

“The Emerging Leaders program was unforgettable among the other trainings I’ve taken,” said one employee.

“One of the most practical, useful, and challenging programs I’ve participated in,” said another.

Employees show a 26% average increase in skills proficiency from pre-program assessments to post-program outcomes. And more than 90% of those surveyed said they’d apply what they learned in their current roles.

A Model for Strategic Leadership Growth

Capgemini hasn’t just improved leadership development—the company has reimagined how it should operate. Instead of a fragmented or manual model, Emerging Leaders is now a repeatable, data-driven experience that’s aligned with the long-term Capgemini leadership strategy.

For enterprise learning teams facing similar challenges, the takeaway is clear: When leadership development meets thoughtful design and scalable technology, impact multiplies.

With momentum building and demand accelerating, Capgemini continues to refine and expand the program—proving that with the right model, early leadership development can be both high-impact and high-scale.

Learn more.

Build a scalable leadership program like this one. Let’s talk about how Degreed Academies can support workforce development at scale at your organization.

The post Innovative Leadership: Capgemini’s Approach to Emerging Leaders appeared first on Degreed.

A recent Harvard Business Review article offered a fix: Refocus HR from its decades-long emphasis on cost-cutting to an employee experience that prioritizes:

• Employee retention
• Employee engagement
• Minimal restructuring
• Dexterity
• Stability

Spot on, HBR. And to advance the conversation even further, we’d like to emphasize just how much learning can help. We say, L&D to the rescue! 

Workforce development is a critical part of employee engagement strategy, yet 90% of HR leaders say they cannot effectively anticipate the skills their workers need over the next three years with the technology they have today. 

An L&D team’s superpower (helping employees grow their skills) and weapon of choice (learning technology) are exactly what Talent and HR leaders need to increase employee engagement—and achieve business goals. 

Retention: Dodging the Cost of Turnover

Nearly half of workers (48%) would consider switching jobs to update their skills, but over 60% say they’d stay at their jobs if provided upskilling opportunities. And according to HBR, business leaders vastly underestimate the cost of employee turnover; many cite a cost of $4,000 per employee, which covers only the administrative expense of rehiring. But HR and L&D professionals know that hiring and then training a replacement costs far more.

L&D can help HR make the true turnover cost clear—by championing a strategy that helps retain workers and their skills.

What is that strategy? Personalized learning at scale. Employees are more likely to remain at a company that gives them agency and choice in how they apply their skills. Unfortunately, only 26% of workers believe their company treats them as whole individuals who can make unique contributions to the organization.

HR can help keep staff from straying by working with L&D to create personalized learning journeys for each employee. Matching individuals with the right learning paths to help them grow—at scale—might seem like a Herculean task. But learning technologies, which are increasingly driven by AI, can tackle this task in minutes.

How can Degreed help?
Degreed LXP+ drives better retention in key roles, with turnover decreasing from 10% to 2% for some employee groups.

Engagement: Using Data to Tell the Whole Story

According to HBR, executives rarely understand the reality of the employee experience. For example, executives often believe that employees are more well-off financially than those workers actually are. L&D can help HR by pulling together disparate data that, taken together, tells the true story of the employee experience. This data includes: 

• Absenteeism rates (HR)
• Incidents of illness and disability (HR)
• Use of employee assistance programs (HR)
• Engagement surveys (L&D)

L&D should keep an eye on learning program engagement, too. If employees aren’t using the pathways available to them, your company won’t see benefits. You may need to invest in a more robust learning technology solution if your current one isn’t cutting it.

If you’re an HR leader who sees evidence of a poor employee experience, work with L&D to find a solution: 71% of workers say job training and workforce development increases their job satisfaction. In other words, learning opportunities increase employee engagement. Workers feel more confident, get more done faster, and feel more accomplished.

How can Degreed help?
With Degreed, Ericsson reduced its overall learning spend by 50% while increasing learning completions by 62% and learning hours by 24%.

Restructuring: Choosing Agility over Rigidity

As HBR illustrates, leaders often respond to changing business environments with restructuring. As the pace of change has increased, so have reorgs, leaving employees constantly recovering from the shock. Amid all the turmoil, productivity can tank.

If your company does restructure, L&D can help HR build in more agility. A whopping 85% of executives agree that companies should be more agile when organizing work so they can adapt quickly to market changes, and 77% say it’s critical to flexibly move skills to where the work is.

More and more, work is performed across functional boundaries—highlighting the growing importance of emphasizing skills over job titles. Nearly three-quarters of workers (71%) do work that’s outside the scope of their job descriptions, while only a quarter do the same work as co-workers who have the same title or work at the same level.

With skill data generated by learning technology, L&D can arm other leaders with the information they need to deploy skills with agility. With the right learning technology, L&D can understand the skill mix of individual employees, of teams, and of departments. Using this data, business leaders can create cross-functional teams assigned to specific projects—or recommend training that adds valuable needed skills to the mix.

Consider streamlining the process even further by integrating learning tech with an internal talent marketplace. More than half of workers switch employment models during their careers, moving from permanent full-time jobs to freelancing to gig work—or finding projects through internal talent marketplaces.

How can Degreed help?
- Individual employee skill profiles allow you to see who has the skills you need. Profiles follow employees so you can quickly leverage individuals for projects.
- Degreed Academies makes it fast and easy to upskill or reskill workers.

Dexterity: Pivoting from the Bottom Up

The skills gap is growing, and the further behind your company is, the less it’ll be able to adapt to changes. HBR notes that a more skills-centered company structure can minimize the stress of frequent reorgs while keeping the company agile. 

A company’s ability to pivot relies on how quickly employees learn new skills. Two thirds of workers (65%) say the skills they need in order to perform well in their jobs have changed in the past two years—and they struggle to keep up with constantly changing requirements. Likewise, keeping up with skills requirements companywide can seem like a monumental task for Talent and HR executives.

And that’s where L&D can swoop in and help save the day yet again.

Best-in-class learning platforms generate valuable skills data to guide employee engagement strategy and business decisions. When executives have a clear picture of the company’s collective skills, they can make smarter decisions about how to pivot in the face of disruption.

To deliver the best insights for making business decisions, look at more than just skills data. Connect training to business results and feedback metrics. For functional or technical skills, link to performance metrics like sales growth or the reduction of software bugs. For softer skills, conduct peer reviews and customer surveys.

How can Degreed help?
Degreed LXP+ provides 35% more efficient upskilling.

Stability: Having Employees’ Backs

According to HBR, stress is a huge problem plaguing the employee experience, but many leaders focus on stress relief strategies rather than stress prevention. Stress is a normal part of work and business, so avoiding all stressors isn’t a solution. Instead, L&D can help employees feel more capable of tackling uncertainty amid technology disruptions—especially if they believe their employers are fully invested in their learning.

Today’s rapid pace of technological advancement can stress employees out, especially those who feel less confident in their tech skills. They worry robots and computers will take their jobs. Conversely, 61% of executives say AI and automation will drive their organizations to a skills-based workplace model. L&D can make peace between these disparate perspectives by embracing technologies that benefit employees. 

Upskill workers so they can use AI and automation in their work and make themselves more productive and marketable. Communicate that technology won’t replace employees and will instead empower them. Set an example yourself by leveraging AI- or automation-powered learning technology in your own workflow.

Offering learning opportunities shows employees your company values its people. In turn, they’re more likely to want to invest in your company by giving it their all. But empowering employees to use the opportunities they’re afforded is critical. Help leaders understand that 65% of workers want employers to pay for training and let them learn during work hours. Emphasize that doing so also boosts DEIB efforts by leveling the field for all employees, not just those with the extra income and time to invest in their careers.

How can Degreed help?
Degreed products use AI and automation to help you find skill gaps, personalize learning, and measure the success of your programs.

Be the hero for Talent and HR executives.

L&D departments are uniquely positioned to help Talent and HR shift from cost-cutting to improving the employee experience. By working together, L&D and HR can help increase employee engagement, employee retention, and business dexterity while reinforcing stability and minimizing restructuring amid changing business environments.

As HR and Talent executives shift their focus toward improving the employee experience, use this opportunity to show how L&D can be a true partner to the C-suite. Talent and HR leaders need your help understanding how L&D can play a big role in ensuring a successful employee engagement strategy just as much as you need their support for critical initiatives like implementing a new learning technology. 

L&D professionals can start by sharing that Degreed helps onboard employees faster, pays for itself in six months and delivers 312% ROI.

Ready to find out more?

See how you can Win Learning and Influence the C-Suite.

The post As HR Pivots, Make L&D the Hero of the Employee Experience appeared first on Degreed.

“Deskless jobs in these industries tend to require highly skilled workers — and those skills aren’t cultivated overnight,” according to Training Industry magazine. “The COVID-19 pandemic set off a wave of employees taking career breaks and others leaving the workforce all together. It’s no surprise that employers are struggling to fill open positions with qualified people.”   

While it might seem daunting, finding new ways to engage — or re-engage — deskless workers can also boost job satisfaction. Indeed, expanding your L&D offerings to these populations of your workforce can provide people with recognition that boosts morale. We’ve seen this among our own clients. 

Let’s take a look at five ways you can give your frontline people learning opportunities that matter to them and create value for your organization:

1. Find the right technology.

In March, the Harvard Business Review explored why frontline workers are quitting despite a 7% to 10% wage increase since the onset of COVID-19. Among other remedies, the publication urged companies to boost learning opportunities, recommending organizations invest in onboarding and skill-building programs.

A huge part of that investment comes down to finding the right learning platform. According to one study, only 23% of frontline workers have access to the technologies they need to do their jobs. Even when they do have access, they’re often not trained on how to use those tools.

Companies upskilling and deploying talent effectively are emphasizing internal rather than external resources. They invest in data, tools and processes that prioritize skills and opportunity. It requires taking inventory of talent and compiling a complete picture of the skills and experiences of all their people. The next step is figuring out future skills needs.

Armed with that knowledge, look for a learning technology that provides personalized experiences. This is especially important for deskless workers, who will undoubtedly have divergent interests and career goals. They’ll benefit greatly from access to custom learning pathways that accommodate their distinctive motivations. 

Given the nature of deskless work, mobile access is a huge factor. At Ottawa Police Service, accessibility now means learning on the go — any time and anywhere — and perhaps nothing illustrates that better than police officers engaging with their own development.

“Half of our workforce is in a cruiser, and they’re using Degreed on their phones,” said Joshua Abraham, Learning & Development Manager at the service, which serves the Canadian capital. 

Six months after the service launched its learning platform, 1,600 people there used it every month, exceeding the benchmark for success by nearly 50%. 

2. Give people time to learn.

A lack of time for professional development is one of the biggest obstacles to learning, according to the Degreed How the Workforce Learns 2021 report. 

To address that, you can shift your people to a learning-focused mindset. It isn’t easy. But when Deborah Wiest, Vice President of Learning and Development at UnitedHealth Group, sees concerns about lack of time at her organization, she offers a thoughtful response: “Everyone has time. We all have time. How are you choosing to spend it?”

Learning leaders can be a powerful force in guiding culture change. If people don’t feel time spent learning is valued by their company and team, they likely won’t make time to do it, Wiest said.

At Fraser, a Canadian hospital chain, learning leaders expanded beyond online learning, especially among frontline workers, said Daryl Page, Leader of People Development. The organization now sets aside time in morning huddles for workers to share new knowledge with colleagues and team leads. 

Giving teams time to share their learnings during the workday shows people their organization prioritizes and encourages their learning, which helps create a positive learning culture.

3. Let people explore.

When learning leaders at Ecopetrol rolled out a learning experience platform (LXP), they were surprised to find people in operations and maintenance roles — not only desk jobs — among the biggest early adopters. This engagement from frontline workers outpaced anything the award-winning L&D team at the Colombian national oil and gas company expected.

The frontline workers “were looking for subjects related to their jobs but not exactly their positions. It was a huge insight,” said Monica Santos, Ecopetrol Schools Leader. “There were some things that were mandatory, and they were doing those. But they were also exploring. Some of them did it during shifts at night because there’s less activity in the plant.”

Ecopetrol uses its LXP to engage workers like Luis Giovanny Barbosa Arias at the Barrancabermeja Refinery, who’s been given time to explore videos, documents and short articles to focus his learning. It’s a critical part of the organization’s efforts to prepare its workforce for global industry changes shifting production away from hydrocarbons toward low-carbon alternatives.

The result of all this exploration is clear. People are developing new learning habits, closing the loop on one of the learning team’s key goals: inspiring people to own their own development. And as the company increasingly innovates new technologies and processes, workers will already know how to build the skills they need to support those initiatives and stay competitive.

“Implementing Degreed was about building that learning habit,” Santos said. “We’re putting learning into the minds of everyone.”

4. Make learning social.

Deskless workers are often on their feet — moving around and physically interacting with their coworkers. Incorporating that comradery into the learning dynamic can go a long way in making development effective. 

As you look for new ways to help people build skills, consider a hot topic in L&D: social learning. “Social learning can take many forms, including peer conversations, team collaboration, self-directed study, forums and networks, communities of practice, and even blogs. Modern training incorporates social software, advances in video and multimedia technology, and state-of-the-art learning platforms. Using these tools, employees can easily connect across teams, satisfying their curiosity and fulfilling their learning needs.”

At Ottawa Police Service, collaborative development has replaced learning silos. Events like lunch-and-learns feature content from TED@Work. And using social features of the organization’s learning platform, people at all levels are exploring leadership, wellness and resiliency.

“When else would someone have the opportunity to connect with a police officer in a completely different unit and learn together?” Abraham noted. “Degreed is bringing us closer together, as peers, to learn from each other as an organization. We were all doing our own thing before, but now we’re doing one thing together, and it’s a positive thing. And I think that’s a big win for us.”

5. Provide experiential learning opportunities.

Last year, an average of 3.9 million people per month left their jobs — the highest average ever recorded. As business leaders have looked inward, asking if they’ve done enough to retain their people, L&D has stepped up to fill skill gaps from within. Providing workers with experiential learning opportunities is just one  key L&D strategy these professionals deployed. If people don’t practice what they learn, they lose it.

Successful upskilling requires doing. People need a chance to practice and master skills on the job. This can be especially true for your deskless workers brimming with ideas, looking for inspiration — and craving exposure to opportunities otherwise out of reach. Our research shows most employees know the skills they need to perform better in their current roles and advance their careers. Organizations enable this growth by being nimble and democratic with learning opportunities.

Adidas trained a couple thousand frontline retail employees on how to think like business innovators. Then Adidas solicited their ideas. The company developed thousands of ideas, sharing them in open meetings. For some employees, it was the first time they reported being excited and inspired at work.

You can tap the same enthusiasm when you connect your deskless workers  to projects, stretch assignments, mentorship and internal gigs that let them put skills to work in a real-world setting.

Ready to find out more?

We’re here to help — whether you’re looking for a new learning technology, giving people more time to learn, helping them explore, making learning more social or working hard to provide people with on-the-job experiential learning. Contact a Degreed representative to learn how you can advance learning at your organization.

The post 5 Ways to Engage Deskless Workers with Learning appeared first on Degreed.

Helping you slow staff departures is why we held two sessions at Degreed LENS 2021 — led by marketing and leadership experts Neil Bedwell and Jason Averbook — that zeroed in on prioritizing the people who make your organization thrive. The topic was timely; a Microsoft study found 41% of workers globally are likely to consider leaving their current employers within the next year. 

“Employee experience matters more than ever,” said Averbook, CEO and Co-Founder at Leapgen.

Give Your People What They Want

How? Listen. Connect. Empathize. The answers to people problems aren’t always technical or scientific. They can be psychological and emotional — human.

“People don’t work for companies. Companies are people,” said Bedwell, Founding Partner at LOCAL.

Acknowledging your organization is a collection of emotion-driven humans with goals and aspirations — just like you — can help you figure out how to improve the employee experience. 

People want connections. They want to feel valued. They want to feel fulfilled by the work they do. And if they don’t, they have options in today’s booming, employee-driven job market. 

The focus on employee needs isn’t just for their benefit. It’s for the good of your company. Keeping workers satisfied can grow revenue. Companies with lower turnover rates average profits four times higher than those with high turnover.

Happy Employees Lead to Happy Customers

You might be thinking if there’s extra money and time to invest, it needs to go toward enhancing the prospect and customer experience. But what if you could do that by investing in your employees?

For decades, companies have tried to curate the “perfect” customer experience, with that ideal determined and dictated to employees by leadership. Often this results in rules and procedures that outline how employees should interact with consumers — controlling how workers dress, what they say and more. 

But that’s just addressing symptoms of a poor consumer experience, not the roots.

You can win clients with expensive marketing, a fantastic product and a well-dressed employee. But interactions with one unengaged, unfulfilled worker can ruin all of that. Consider this: if your people don’t want to be at work, why would customers want to work with your organization? 

Engaged employees are more likely to improve customer relations, driving 20% higher sales, according to Gallup. When your people feel as valued as the customers they’re supporting, it helps deliver a better experience. 

As Bedwell reminded us, your employees create customer experiences — positive or negative. In fact, “employee experience is probably the biggest driver,” he said. 

If your people believe in your company, then your customers will too. So market to them. Emulate and reiterate the mission and purpose of your organization regularly. Be honest and involve them in decisions so they’re invested in outcomes. Provide people-centric benefits that show you care.

Then you can see what a dedicated group of happy people can do.

“Your employees are an audience worth winning,” Bedwell said. 

How can you win your people over?

1. Fulfill emotional needs.

For many years, it’s been an expectation (albeit a misdirected one) that emotions be left at the office door. But ignoring that workers have emotions doesn’t stop them from feeling. And it impacts their work life. This is why many people are joining companies that prioritize well-being.

Maybe you want to do that too but don’t know where to start.

In an Achievers study, 74% of respondents cited interesting work as a top motivation to stay with their current employers and 69% cited recognition and rewards. In addition, 76% of respondents cited a positive corporate culture as important or very important. “Compensation was seen as a lower priority for the workers surveyed,” according to the study, “ranking below positive corporate culture and opportunities for career advancement.”

Why? Because they’re people. They crave recognition, fulfillment, personal growth and positivity. 

Bedwell summed this up well: “Happiness at work is actually driven by emotional needs.” 

To ring in the new year, check in with your employees, acknowledge their hard work and promote positivity.

2. Help people learn and grow.

Our State of Skills research report found nearly half (46%) of workers said they’re more likely to leave their employer if they don’t see a commitment to upskilling and reskilling. 

“Employees are demanding to be developed to be empowered. And if they aren’t, they will leave,” Kat Kennedy, Chief Experience Officer at Degreed, told LENS attendees.

We’re seeing that happen in real-time. But learning isn’t just advantageous for workers. It can be a big-time differentiator for business.

The benefit of learning is two-fold. Personal growth opportunities give workers reasons to stay and give your company competitive advantages — like new skills and the potential to increase clientele. Give your people opportunities to stretch themselves and you might be surprised what they can achieve. 

When people engage with meaningful things, they can evolve and so can your organization. Sebastian Terry, Founder of 100Things, reminded us of this in his LENS keynote: 

“If we evolve as individuals within a community of people who are all doing the same thing, then individual growth leads to collective growth.”

3. Trust your workers.

Bedwell highlighted that efforts to control employees often prove more costly than simply trusting them to do the right thing. 

In one example he gave, a company that tracked and monitored employee expenses to eliminate fraudulent claims decided to cut that program. Why? Because more money was spent on micromanaging people than lost from people cheating the system. 

It can be scary to relinquish a hold like that. But if you don’t think your people are good or you can’t trust them, then why are they there? Believe in your people so they can believe in you.

The employee experience you create can inspire your people to not only stay but drive results and advocate for your organization. If you can create it, you’ll retain more satisfied and hard-working employees during this era of loss.

And if every business can create a great employee experience, maybe we could all wave goodbye to The Great Resignation in 2022 and welcome a more pleasant era: The Employee Enlightenment.

Want to Learn More?

Session recordings from our annual conference, Degreed LENS, are available on-demand now. Explore topics like these and more when you sign up for access. 

Don’t forget to download our new guide, 4 Ways Every Manager Can Create a Positive Learning Culture, to discover what managers can do to build a positive learning culture. 

The post Goodbye, Great Resignation. Hello, Employee Enlightenment. appeared first on Degreed.

Maybe that wasn’t your first choice, but if you’ve ever found yourself scratching your head about how to get learners better engaged with the content you’ve provided, I’m sure it’s a power you wouldn’t mind having.

The right content for your learners can feel like a guessing man’s game. It can be hard to know what’s working, what’s not, and how to do better.

That’s where data-driven design comes in. There’s an abundance of data that can be gathered about how users are interacting with content. It’s just a matter of knowing what kind of data to look for, and how to use it to shape your learning design.

Lori Niles-Hofmann, Director of Digital Learning at Scotiabank, is a data-driven design guru. She’s a firm believer in pursuing the insights that we can’t see and leveraging multiple sources of data to identify trends to get ahead of learner needs.

What kind of data are we talking about? Likes, dislikes, most viewed content, mobile vs desktop usage, popular content length… the list goes on. All of these pieces of information are the users’ way of speaking up about what they like and don’t like – and it’s time we started listening.

As Lori says, “It is not enough to just curate and push out links. You have to have a plan to engage in online dialogue and listen to the comments from the community.” Far too often, companies offer what they think learners need and never pause to find out if it’s actually what they want.

In her eBook, Data-Driven Learning Design, Niles-Hofmann summarizes it plainly: “We can no longer push out content that we believe learners should or must digest… not when there is evidence that tells us what learners are willing to consume as digital content. Instead, it is time to be bold and give learners what they want.”

Want to hear more? Watch Niles-Hofmann at Degreed LENS 2017 present, “Upskill Yourself: Data-Driven Design Skills” where she discusses in-depth how to change your learning design to better suit your audience.

The post Listen Up: How Users Are Telling You What They Really Want appeared first on Degreed.