Integrating a suite of LinkedIn Talent Solutions has helped the global industrial company spark the creativity of its global L&D community, and drive impressive activation and usage of LinkedIn Learning across the Group.

When Cecilia Sandberg took up her role as SVP HR for the Atlas Copco Group, one of her key priorities was to clearly link talent to business strategy. She believes this is crucial for any business looking to secure its future competitiveness. To do this successfully, they would need a Group talent strategy that could address the end-to-end journey that employees take with the business. This holistic approach would cover employer branding, recruitment, on-boarding, engagement, development and retention.

Dorna Eriksson Shafiei was appointed as VP of Talent Management, with responsibility for the full talent lifecycle. One of her early priorities was sharing best practice across Atlas Copco’s regional and divisional learning and talent teams, and delivering a consistent experience for each of its close to 40,000 employees worldwide.

Atlas Copco found the tools they needed in LinkedIn’s suite of Talent and Learning Solutions.

Atlas Copco adopted Group-wide LinkedIn Recruiter licenses to deliver a shared experience of recruitment and enable the Recruiter community to compare results and best practices in a meaningful way. Introducing Glint transformed the approach to employee engagement by enabling Atlas Copco to check in with people more often through simplified surveys aligned to actions. The learning culture that underpinned engagement, development and Atlas Copco’s employer brand got a great push in the right direction by introducing LinkedIn Learning across the Group. It helped transform the Group learning function into a driving force of a new learning strategy, with a focus on encouraging lifelong learning for a lifelong career.

LinkedIn Learning proved ideally positioned to deliver the key elements of a Group-wide learning experience that Dorna was looking for. “LinkedIn Learning delivered against all of our top criteria,” she says. “We needed a partner with a broad portfolio of content, with language capabilities and with a simple, engaging user platform. I always felt that the consistency of the user experience on LinkedIn Learning was a big win for us. We’d bought content from different providers in the past and this showed in the user experience. With LinkedIn Learning, once you’ve watched one course you know what to expect – and you know how everything works. Keeping it simple matters.”

Putting LinkedIn Learning in the hands of Atlas Copco’s global L&D community to drive engagement delivered exactly the type of results that Dorna and team was looking for.

Creative solutions from an empowered talent community

Activating Atlas Copco’s wider L&D community was the key to success for its LinkedIn Learning roll-out. Group Learning team created core promotional resources that they then shared with regional and divisional teams to adapt and augment. This has resulted in a rich variety of creative solutions for driving activation and engagement.

“We were careful to keep building the business case,” says Dorna. “It was important to communicate the benefits of a learning culture in a way that our senior stakeholders could sign off on. To begin with, we piloted the solution with approximately 2,000 employees across our four business areas. After a successful pilot we were ready for global roll-out, where these people took on the role of ambassadors for LinkedIn Learning.”

Atlas Copco’s regional and divisional campaigns acted as learning experiments, with innovations from one country seen as inspiration across the group. “We’ve generated a lot of best practices,” says Dorna. “In China, we developed a peer-to-peer learning approach, where learners present what they’ve learned to their wider team. Having discussions about how you can apply learning to your working environment is a critical part of changing behaviour.”

The results