The company is divided into two parts: VISIPLUS academy and ISCOD. Oktogone Group specializes in education and online training through its learning platforms VISIPLUS academy, focused on continuous training for employees and job seekers, and ISCOD, specializing in initial diploma courses through apprenticeships. With these two activities, our group combines expertise to support students in their professional success, as well as employees and job seekers in career evolution or professional reorientation. Our training is also available for companies aiming to enhance the skills of their employees through continuous training, internal mobility, or recruitment.

One of your specificities is offering remote or distance learning. Could you elaborate on that?

We exclusively provide distance learning because we firmly believe that digital tools offer all the necessary resources for optimal and flexible training. This approach resolves logistical challenges and time constraints. It is highly appreciated by our learners, be it individuals or companies, as it provides them with significant flexibility. Despite being distance-based, we don’t leave our learners alone throughout their training. We provide continuous support and offer various formats, including videos, live sessions, and Q&A sessions. We implement diverse modalities to effectively train our different audiences.

Why did you completely abandon in-person training?

Clearly, we believe that remote learning is equally effective and represents the future. We are at the beginning of a new way of learning. We are currently developing our own learning management system (LMS) because we have one of the best platforms in the market, offering a variety of features to enrich the learning experience, such as videos, quizzes, podcasts, and bibliographies. E-learning has evolved significantly in recent years, and we are revamping our platform to make it even more agile. Remote learning will continue to develop in the coming years, and we are just at the beginning of this journey.

I often compare the current stage of education to the travel market at the beginning of the internet. In the 2000s, customers trusted travel agencies. Then, they started buying plane tickets on comparison websites, and today they organize their entire trip from their mobile phones. There’s no reason education won’t evolve similarly. The key is to ensure learner engagement. We carefully select our trainers to guarantee optimal quality.

For what reasons do people decide to undergo training?

There are various reasons, and that’s why we have a team of training advisors to help individuals realize their projects. One reason is to learn new things or update expertise. For example, if you’re an HR assistant and want more expertise in payroll, we offer courses to help you progress. Whether you’re an employee, an individual using your personal training account (CPF), or a company looking to develop its employees, our support remains consistent.

The second case involves professional reconversions, initiated by either the company or the employees themselves. Employees decide to change careers, and we assist them in defining their project and securing funding. The CPF is well-known, but there are other financing options, such as the Professional Transition Project (PTP). We also cater to entrepreneurs with specific and time-sensitive needs who want to acquire expertise quickly.

Do companies use training as a motivation tool?

Certainly, more than just a motivational tool, I see it as a genuine loyalty lever. Paradoxically, when we enhance the employability of our employees, we foster loyalty. All employees seek continuous learning, progression, and a dynamic daily routine. The more you train them, the more you show that you count on them, making them more loyal. In a time of labor shortages in various fields, companies invest in employee training because hiring is the main obstacle to growth. It’s a fundamental step to develop and retain employees.

Is the decision to undergo training typically initiated by employees or companies?

It usually involves a dialogue between the two. Imposing training on an employee makes no sense because the success of training depends on their commitment. If they are not motivated, it’s not a good start. For us, motivation is one of the key factors, as the success of learning is crucial. On the other extreme, there’s the employee who wants training unrelated to their role. If they fund it through their CPF or personal means, it’s fine. However, if they request it during working hours, the company needs to find value in it. This is why dialogue is the foundation of training.

Do people approach you for immediate needs or future needs?

We encounter both cases, and we can address both. It could be an employee looking to evolve or switch careers with an immediate need. It could also be a longer-term project, and in such cases, we engage in discussions to provide advice tailored to both individuals and companies based on their projects.

With all the digital tools available, has the demand for training increased?

The COVID-19 pandemic brought about significant mindset changes and required substantial efforts. It emphasized the importance of digital and online learning for all audiences. This aligns with our training organization’s core, as we initially offered SEO-focused courses in person in 2002 but transitioned to digital to expand our reach. Over the years, we realized that digital learning is just as effective, if not more so, and significantly more practical.

Are there specific types of training more favored by companies than individuals?

Our catalog includes over 300 courses, including around thirty diploma courses. Our expertise lies in digital transition. Today, digital transition is common, but looking back over the years, we had to support companies through this revolution. We gained expertise in marketing, digital, and communication.

For employees, popular courses revolve around digital marketing, like “learning to use Google Analytics” or “learning to use social media.” For companies, their focus is on modules like “learning to use digital tools for management.” These are two facets of the same issue but from different perspectives. Additionally, entrepreneurs form a third audience interested in developing their activities through web marketing.

Do you receive many requests for future-oriented jobs like big data and others?

Certainly, and we have launched new diploma cycles in these areas. For example, we are introducing an MBA in artificial intelligence. There is a strong demand, and it’s our role to respond. We started with courses on natural referencing and have to stay updated to provide relevant courses. We update our courses regularly because the field evolves rapidly. Modules change, and it’s essential for us to follow these changes, covering marketing, digital, finance, HR, and IT development.

If you were to list the top 3 most sought-after courses by entrepreneurs and employees, what would they be?

1. Social media: This remains essential for business development.

2. Remote customer relations: As customer relations rapidly digitize.

3. Web marketing: Our historical course on broad web marketing topics continues to be highly successful. Entrepreneurs often have limited time and want immediate training on specific needs, and we can offer courses in modular blocks.

If I have to choose a course from a training center tomorrow, what should I consider?