Knowing what to develop is only the beginning. Then you have to make it happen, quickly.

Training remains an important lever, but learning and development take shape in the professional context. One powerful accelerator of people's growth is learning from those who already hold the experience and knowledge inside the company.

The proposal, in practice
A Peer Learning programme connected to development goals: three formats that turn a development need into on-the-job experience, with a single platform that runs the whole process.

Three simple formats, around six meetings over a few months, automated day-to-day management and full visibility for HR on how the programme is going.

01 · From need to development

A development need is easy to write down. Turning it into experience is harder.

Training keeps doing its job. Peer Learning covers a different space: it brings development into real work, building on skills and experience the company already has.

The need is there.Manager and team member identify the development need.
The experience is there.Technical skills, ways of working and managerial capabilities are already spread across colleagues and functions.
The connection is missing.Bringing need and experience together, simply and repeatably, is the piece that rarely happens on its own.

That connection can be governed, without building new organisational structures for HR.

02 · How it works

From identifying needs to on-the-job meetings with internal experts.

The initiative plugs into the existing process: there is no need to redesign Performance Management, or to map all of the organisation's knowledge up front.

01
Need Manager and team member agree on the learning content.
02
Format Technical Shadowing, Role Modeling or Peer Coaching, also alongside training that is already planned.
03
Matching The platform helps create matches with the most suitable colleagues.
04
Meetings Clear ownership of the meetings to be held in order to reach the learning goals.
05
Real-time governance Monitoring, progress and feedback visible to HR in real time, all in one place.
03 · The three formats

People learn what they actually need, from the best.

Little overhead: the value lies in the experience people already have and in the exchange about real situations.

Technical Shadowing

A person builds technical or operational skills by working with a colleague who is an expert on that content.

Role Modeling

A person observes and explores with a colleague an effective way of handling people, decisions or managerial situations.

Peer Coaching

Two suitably trained people, with comparable responsibilities, work through real problems they face in different areas.

04 · The platform

The useful part stays human. The repetitive part does not.

As the programme grows, requests, confirmations, refusals, alternatives, reminders and monitoring can turn into a great deal of administrative work. That is exactly what we automate.

Two possible ways of running the same programme at scale

Managed manually by HR

  • receiving and sorting requests
  • contacting the people identified
  • handling acceptances and refusals
  • looking for alternatives
  • chasing progress
  • updating data and reports

With the base9 platform

  • the request starts from the person
  • communications go out automatically
  • replies update the status
  • alternatives are handled within the flow
  • monitoring reaches the participants
  • HR sees up-to-date data and progress

Everything in one place. Thousands of emails can become almost zero.

HR sees requests, matches, progress and data in a single platform: no parallel spreadsheets, no email ping-pong, no attachments to piece together and no manual exports just to know where things stand.

Preview of the operational panel of the Peer Learning platform
A single operational cockpit Requests, matches and statuses in the same environment, with no chasing emails, attachments or separate files.
Preview of the HR dashboard of the Peer Learning platform
A complete dashboard Participation, progress and the populations involved are already collected and readable, with no need to rebuild the data by hand.
05 · Scaling without overloading HR

This is how the programme can grow without weighing on HR.

The initial effort grows with the population involved; the day-to-day management of individual journeys, however, stays largely automated.

100 → 500 → 1,000 peopleMore development opportunities, not a back office 5 or 10 times bigger.

HR keeps what matters: steering the initiative, communication, oversight and stepping in on the cases that need attention.

06 · What stays with HR

HR stays in the lead, and stops working as a switchboard.

The point is not to take HR out of the process, but to focus its time on the activities that genuinely require judgement, relationships and vision.

Stays with HR

Positioning the initiative, engaging the business, checking the initial inputs, governing exceptions and reading the results.

Moves to the system

Requests, notifications, replies, status updates, reminders, monitoring and data collection.

07 · Case Study

We have already implemented this model and made it work at scale.

Method, flows and platform already exist. For a new client the work is not inventing the system from scratch, but configuring it around their own process, their own people and their own rules.

A reference

One of the leading Italian insurance groups

We helped the L&D team extend Peer Learning to the whole population, cutting costs and organisational effort dramatically and making the programme operational in a few weeks.

1,000+people involved in one year
400Experts put to good use
90%take-up of the journey
70%started within 7 days
3,000+operational emails automated

Automating does not mean spamming. Communications guide people through precise steps, with clear requests and immediate actions — CTAs, confirmations and drop-down menus — so every email moves the journey forward instead of adding noise.

08 · How to start

Getting started does not require reinventing L&D processes. It requires connecting well what is already there.

The performance process, the people data, the people themselves and their experience are already in place. The next step is to define together the population, the rules and the configuration of the programme, and build a concrete proposal for your company.

Let's set up a meeting