Total Economic ImpactTM study finds Degreed can deliver 312% ROI and 35% improved upskilling efficiency for employees over three years

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Identified benefits include better L&D team productivity, 20% faster new-hire onboarding, more efficient upskilling, and up to five times better employee retention. 

Cape Town, 15th June 2022: Degreed, a pioneer in learning experience for eight million users, today shared the results of a commissioned Total Economic Impact^TM (TEI) study of its Learning Experience Platform (LXP). The study, conducted by Forrester Consulting found that organizations using Degreed’s LXP experienced faster time-to-productivity for new employees, democratization of learning across the workforce, improved upskilling, and lower learning content costs. The potential total return-on-investment calculated in the study was 312%, with a net present value (NPV) of $4.69M and payback in under six months. Read the full study here.

“Our customers choose Degreed alongside their LMSs and HCM systems to build the skills their people need faster and more efficiently. We believe this Total Economic Impact^TM study highlights how Degreed’s more open, collaborative learning experience can create value at every stage of the employee lifecycle — from faster new hire onboarding to more efficient upskilling and lower turnover in key roles, not to mention reduced content spend and higher productivity for L&D teams,” said Todd Tauber, SVP Strategy at Degreed. 

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Why A Leader’s Values Are Critical in Creating Workplace Culture

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Workplace culture can look and feel different for each company. Signs of a positive workplace culture are when people get excited about projects, there are opportunities to learn and grow, honesty and trust levels are high, frequent celebrations of each other's wins occur, people feel comfortable to ask for help, and overall there’s a sense of purpose. While perks and rewards systems are a fantastic way to show appreciation for your team members, the process of building culture in an organisation starts with values. 

Get clear on your personal values.

As a leader, you are involved in making hundreds of decisions every day. Sometimes these decisions are automatic, while other times they are deliberate and carefully thought through. Either way, these decisions are a reflection of your values. Personal values are important internal motivators that influence the way we think and behave, controlling our ambitions and dreams. Knowing your personal values is one of the greatest ways to shape your own company or to choose the right organisation to work for.

Remember, leadership starts with self. To shift your ingrained behaviour and become a better leader, you need to take the time to do an honest and objective analysis of your life, actions and thoughts in order to unearth your values.

“It’s not hard to make decisions, once you know what your values are” - Roy E. Disney 

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Insubordination - not always dismissible

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By Ivan Israelstam, Chief Executive of Labour Law Management Consulting. He may be contacted on (011) 888-7944 or 0828522973 or on e-mail address: This email address is being protected from spambots. You need JavaScript enabled to view it.. Go to: www.labourlawadvice.co.za.

The Code of Good Practice: Dismissal (the Code) serves as a guideline for all those presiding over disputes related to discipline and dismissal.

Employers would be mistaken if they were to interpret the contents of the Code too simplistically. For example, item 3(4) of the code lists some examples of offences that might merit dismissal even in the absence of prior warnings. Included in this list is the offence of “gross insubordination”. The concept of insubordination means ‘refusal to obey a lawful and reasonable instruction’.

Despite the inclusion of “insubordination” in the Code as a possible justification for dismissal employers would be wrong to assume that the refusal to obey a lawful and reasonable instruction will always justify dismissal. In fact, refusal to obey a lawful and reasonable instruction may, in some cases, not even constitute misconduct!

In the case of MITUSA obo Clarke vs National Ports Authority (2006, 9 BALR 861) the employee, a Tug Master, was dismissed for refusing to obey a tugboat Pilot’s instruction to tie the tug’s rope to the front of the ship to be boarded. However, the employee refused to do so and was therefore fired.

The employee took the matter to private arbitration and stated that that her relationship with the Pilot had always been difficult because, she believed, he might have been suspicious of female Tug Masters.

The arbitrator found, amongst other things, that:

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