Disprz now powers skilling at Paragon, an Indonesian Beauty Company

Is your talent ready for the new ‘phygital’ era in retail?

Digital has opened up avenues for retailers to acquire and engage with customers in a way that was not possible before. Retailers today are not just leveraging these avenues but are trying to bridge the gap between the physical and digital worlds to provide a seamless ‘Phygital’ experience to their customers.

The Phygital retail experience has brought forth certain trends and themes in the retail industry, one of them being Convergence. We see boundaries blurring between the unorganized sectors like handloom workers and craftsmen, and the organized marketplace, leading to a surge in these new unorganized retail players. 

Secondly, since Customer Centricity is the key driver for all decisions, it has dissolved traditional functional boundaries and recreated customer-value-chain groups within a phygital organization.

Thirdly, we have seen a different approach to Collaboration, beyond competition. Retailers have now begun to see the drawbacks of a siloed approach, as opposed to strategic partnerships that have become the biggest value-adds to a business strategy, even in the face of fierce competition. 

Co-ownership, which means the responsibility for quality is distributed and not centralized in an organization. This pervasion in accountability translates to higher performance and business impact.

Lastly, there is Continuous learning in AI to improve customer delivery and experience. 

If these are some of the trends we see today, it’s right to assume that a learning mindset that accelerates these phygital initiatives in retail is equally crucial for survival. This huge revolution can only be truly capitalized if you’re also using digital learning to transform your learning landscape.

How Digital Learning can accelerate a phygital mindset?

Let’s look at it from the employee life cycle point of view and start with On-boarding – what happens to an employee in the first 90 days since they join the organization?

They are expected to hit the ground running from day 1. 

Pressure on productivity being immense, there is usually no time for the employee to absorb the nuances of the organization’s brand product knowledge, service protocols and mindsets.

Assimilating all that information into a single platform simplifies the process of onboarding for everyone, accelerates the employee’s time to productivity and creates positive business impacts faster.

This digital transformation in the organization’s learning efforts creates a learning mindset early on and enables scalable learning processes.

Digital learning platforms help customers create customized content about their products or services and train their employees at zero cost, using content authoring tools. 

The disprz platform enables curation of generic learning modules as well as easy authoring tools for company-specific learning modules to let our customers design content in the way they want, for the employee they want. The skilling platform is personalized not just to the role but also to the proficiency of that employee. 

From an employee’s point of view, it creates a unique onboarding experience. Creating a detailed plan across a 30-60-90 day period lets them learn in a structured learning path, which is curated, comes in easy-to-absorb byte sizes and from the employer’s point of view allows them to see a daily intelligence dashboard on what the employees are learning every day through the 90 day period and how it’s impacting their organization.

Here are some examples of our customers who are leading the digital learning transformation curve by using the platform and driving business value: 

For a large pharmacy retail chain:

Wellness Forever, the leading retail pharmacy chain in India who have rapidly grown over the last decade and have more than 200 stores, are using the disprz learning platform to create a unique onboarding experience for their retail store employees. From the day the trainee is onboarded into the store, there’s a 30-day period during which the company can assess whether the trainee can be assimilated in the workforce and is fit for their role. For those who successfully make it past the 30-day period, the remaining 60 days are utilized to accelerate their productivity through digital learning.

Easy modules on how to clean refrigerators efficiently or how to stock up medicines and prescribe the right drugs to customers, is delivered on the learning platform. Micro-assessments and buddy feedback is incorporated to give a better picture of how the trainee is performing.

Learners spend anywhere between 30 – 45 mins per week learning about products, services and protocols without ever leaving the store.

The data on who is learning how much, how effectively and the impact of that learning is available to the corporate team at the click of a button, enabling them to take vital decisions about hiring and talent development faster and in a more effective manner. 

This data provides predictive analytics about potential employee performance, employee engagement and even employee retention.

This learning transformation has reduced the in-class training time from 5 days to 2 days per store per month. If this time saving is aggregated over a multiple of 200 stores and growing, it’s easy to estimate the huge savings in time and increment in productivity.

Wellness is able to deliver their brand promise “Wellness delivered” because their store employees are able to learn and deliver the brand essence, from the day they join the store.

We hope this article gave you a few insights and ideas on how to digitally transform your business by digitally transforming how your employees are onboarded.

Make sure to follow us on this 3-part series where we show you how digital learning is transforming in the face of phygital revolution.

About the author:

Shweta is the Chief Learning Architect at disprz and has expertise in OD, Change Management and Leadership Development

Prior to this she was CEO of OD Alternatives. In her 22 years of experience, she has worked with clients and companies in India, Africa, Middle East, Latin America in the areas of organizational transformation, team capability enhancement, leadership development and culture change, in her prior roles – with organizations such as Hewitt, Arthur Andersen, White Spaces Consulting, Naspers, Honeywell, Motorola and Intel. 

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