While going fully virtual had its perks, such as enabling learning beyond geographical borders, the firm believes that one form of learning does not replace another shares Amy Kong, Regional Senior Manager, Organisational Development & Learning.

In line with evolving consumer needs and behaviours, Moët Hennessy Asia Pacific understands that as an organisation, it has to constantly enable its employees to learn and evolve to better meet the needs of consumers.

While the organisation had to take learning fully virtual because of COVID-19, its journey towards digital learning didn’t just start this year.

Amy Kong, Regional Senior Manager, Organisational Development & Learning, Moët Hennessy Asia Pacific, explains: “Our path to digital learning started several years ago as part of our organisation’s digital transformation efforts, and our employees’ familiarity with it made the adoption of virtual meetings and learning smooth when we took our programmes fully virtual due to COVID-19.”

For Moët Hennessy Asia Pacific, the key to going fully virtual was changing mindsets towards autonomy; empowering employees’ learning; and creating incremental shifts towards virtual programmes to sensitise employees to online and mobile learning.

One plus point of the virtual learning format is that the firm is no longer constrained by geography.

“We are far better able to conduct training and meetings that assemble more people from different markets, more frequently, without the constraint of cost, and while minimising environmental impact.”

Additionally, technology has enabled more inclusiveness. An example is the recently launched Moët Hennessy Hive, a pilot programme that leverages an app to match employees to mentors or mentees across Asia Pacific.

The use of technology enabled the organisation to extend the pilot to 200 employees, when it would previously have been impossible if HR ran the programme manually.

While employees’ feedback towards this shift was good, they miss the interaction they get when attending in-person training sessions, especially since Moët Hennessy is in the business of crafting experiences and social moments.

Looking forward, Moët Hennessy does not intend to keep all learning programmes totally virtual in the long term. It believes that one form of learning does not replace another – each has its value.

“Virtual courses are part of the arsenal of learning tools that an L&D professional has,” Kong says.

“My long-term vision for Moët Hennessy is to build an agile, constantly curious and engaged workforce, and from there, decide how virtual learning courses fit into the blend of programmes. The vision of Moët Hennessy is to implement the learning culture that we need to continue to be the leader in luxury wines and spirits.”

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This interview first appeared as part of a feature in the May-June 2020 e-mag of Human Resources, Singapore, and the Q2 2020 edition of Human Resources, Malaysia. Read the case study in the e-mag, or the full feature here. 

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