In the past 12 months, one in five Australian employees have reported that they have taken time off due to feeling mentally unwell. 

On top of that, many employees do not actively seek support through their workplace because of a lack of policies, procedures and practices to support mental health … or, they don’t know these resources are available.

We know that starting a conversation by asking “Are you ok?” can change, and even potentially, save someones life. But how do we keep the conversation going? How can workplaces provide support and create safe spaces, so that their employees can feel more comfortable raising their concerns and reaching out when they need to?

In today’s article, we will explore what you can do once the conversation around mental health has started, and offer advice to help anyone approach it with a little more confidence.

We can all make a difference in the lives of those who are struggling by having regular, meaningful conversations about things that matter.

If you're looking for information on how and when to ask R U OK?, the R U OK? organisation’s website is well worth taking a look at. This free course created by Allara Learning is also an excellent place to start. 

This year, R U OK? is asking all Australians to learn what to say if someone in their life says they are not OK, which aligns with the theme that ‘There’s more to say after R U OK?’. This message focuses on building confidence and skills in people so they know how to navigate a conversation with someone in their life who is doing it tough.

While you don’t have to be an expert to keep the conversation going, when someone says they’re not ok, knowing how to proceed with that conversation can make them feel supported and get access to the help they need. 

If you find yourself in any of the following scenarios below, here is some advice on how you could respond:

1. They just brushed it off and said ‘they’re fine’

It is important to acknowledge that some people might not be in the right place to talk. They might be busy, they might not be ready, or they might want to open up to someone else. Whatever the case is, don’t criticise them. Tell them you’re someone they can talk to if they ever need to or suggest other people that they may prefer to talk to. At the end of the day it is their personal choice to talk about it or not, and you should never put pressure on them to open up. 

💡  Course suggestion: Warning Signs – iAM Learning 

This short course is designed to help you recognise key ‘warning signs’ in yourself and others so that you can take appropriate action.

2. They opened up to you but don’t need help or guidance 

In this scenario, it is important to recognise and validate how they are feeling - everyone’s experience is unique. Building trust is important so keep what they told you private (unless they’re at risk of hurting themselves or someone else). Stay in touch and actually be there for them when they may reach out to talk about it again. Genuine care and concern can make a real difference. 

💡  Course suggestion: Stress, Anxiousness and Anxiety - ViaUp

This course empowers your organisation to identify and address the causes and symptoms of anxiety by providing them with the tools they need to make meaningful and positive progress.

3. They opened up to you and are asking for help and guidance

In this scenario, check your understanding of the situation and what you might be able to do to help. Reassure them they are not alone and there is hope that things can get better. Help them explore their options for feeling better. 

If someone’s been really low for more than 2 weeks - or is at risk - please contact a professional as soon as you can.

💡  Course suggestion: Support Networks - Mental Health Movement 

This topic will provide you with an understanding of what a support network is and the different types of support networks available. 

4. You weren’t in the right headspace for the conversation

We do our best to be prepared however sometimes we get more than we bargained for. When you are supporting someone with mental health issues it can become overwhelming so remember to look after yourself too, and seek support when you need it.

There are many resources available to help break down any fears or concerns someone might be feeling when approaching a meaningful conversation with a family member, friend or workmate who might be doing it tough. The below websites offer further advice on how to approach these difficult conversations:

Previously on the Go1 blog, we have taken a look at the steps you can take to create more open and positive conversations about mental health in the workplace. 

While R U OK? Day is indeed just one day a year, it’s about promoting conversation and openness about mental health all year round.

An effective way of equipping employees with the skills and knowledge they need to manage their own mental health and support others in their workplace is through providing mental health training for staff.

Here at Go1, we are committed to continuing the conversation and breaking down the stigma around mental health. That is why we have curated a selection of resources designed to protect employee mental health and promote mentally healthy workplaces. This will be available for free from the 1st of September. We will also be running a series of webinars and activities in October for Mental Health Awareness Month - so stay tuned.   

Please remember, if you are experiencing significant distress, please reach out to Lifeline 131 114 or Beyond Blue 1300 224 636. If you, or anyone you know, is feeling suicidal you can also call the Suicide Call Back Service 1300 659 467 for immediate support. 

For more insights, be sure to subscribe to the Go1 newsletter to stay on top of all the latest L&D trends. Or, you can book a demo today to find out how Go1 can help with your team’s learning needs.

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There’s more to say after R U OK?: Keeping the conversation going

We know that starting a conversation by asking “Are you ok?” can change, and even potentially, save someones life. But how do we keep the conversation going?

In over 7 years of recruitment and hiring, I've met and spoken to all types of people for all types of roles. Roles I hire for can range from graduate development positions, administration positions, and digital marketing coordinators, all the way to corporate law positions, engineering managers, and C-level executives. While these roles may vary, a few things remain constant. 

Up until now, I haven't put pen to paper to examine the distinct traits, practices, and behavioural patterns both myself and other key recruitment leaders across Australia have found in successful candidates. So, the goal of this article is to provide you with a few valuable techniques that you might not have considered when applying for a job or interviewing for your dream role.

I'm going to break these tips down into a series of articles covering the entire hiring and recruitment process. In today’s article, I’ll take a closer look at resume submission, while future articles will cover the initial phone call, first-round interview, second-round interview, and finally, the offer. In these articles, I'll also provide additional insights into the routines I follow as a prospective hiring manager during each phase, to give you more context on the process. 

Let’s get started with step one of the hiring process: 

Most of us have probably only been on one end of the resume submission process. You find your dream job listing on Seek, click through to submit your resume, and cross your fingers for good news. I thought it would be valuable to provide some insight into what it’s like on the other side of the resume submission process. 

Depending on the role, I could be receiving hundreds of resumes per day. Keep in mind I'll likely have multiple active positions at one time. Hundreds of resumes for multiple job listings is a lot to keep on top of. As such, there simply isn’t enough time to devote 5 to 10 minutes to read each applicant’s resume in depth. Instead, I'll read most resumes within the first week of a roles' creation. Then, out of potentially hundreds of applicants, I will have a shortlist of around 10 preferred candidates.  

To improve your likelihood of making it into the top 10%, here are some things that will instantly hurt your chances of reaching the 'initial phone call' stage. To me, these things can make all the difference between standing out and being overlooked:  

Make a good first impression with your resume 

Resumes are a glance into your life and career. Just like your home, a messy resume indicates that you are potentially unorganised and lack attention to detail. To stand out, spend quality time making an eye-catching resume. You don’t need to be a graphic design whiz; as long as it's easy to read and well laid out, you'll start things off on the right foot. 

It’s better to apply for 10 jobs where you know at least 4 to 5 relevant facts about the business, rather than 20 jobs where you know nothing about them at all. This point applies to the ‘initial phone call’ stage as well, but it’s something you should do prior to submitting your resume -  or at least very soon after resume submission.  

When you take the time to learn about a business and retain that information for a prospective call, you demonstrate a level of proactivity which sets you apart from applicants who are too lazy to do some basic Googling. The more you know and retain, the more impressed a hiring manager will be in an interview. 

Triple-check your grammar: Grammar errors in your resume show me you lack attention to detail.  


Don't include a photo in your resume: This is a question I get a lot: "should I put a professional photo in my resume?" As a rule of thumb, I would say no. In my opinion, they are non-essential page fillers. A photo of you detracts from what's really important to a hiring manager, which is your professional experience, goals, education, and professional/extra-curricular achievements.  


Don't include your referees’ contact information: While this is certainly not common practise and something I rarely see in resumes, it’s still worth pointing out. I would advise against including your referees’ contact details in your resume. This is because your referees may receive unsolicited calls from internal hiring managers and external agents willing to break Australian resume confidentiality laws and approach them directly regarding the same vacancy or other vacancies. 


I hope this has given you a few helpful pointers to consider next time you submit your resume. Make sure you keep your eyes peeled for the next article in this series, where I’ll take a closer look at the ‘initial phone call’ stage of the recruitment process! 

Until then, be sure to check out our articles on Tips you need to read before your next interview and How you can improve your job prospects with online learning for more helpful insights on becoming the successful applicant. 

Most of us have probably only been on one end of the resume submission process. So, I thought it would be valuable to provide insight into what it’s like on the other side of the resume submission process.

Resume submission: tips to improve your chances of being the successful applicant

Most of us have probably only been on one end of the resume submission process. So, I thought it would be valuable to provide insight into what it’s like on the other side of the resume submission process. 

While R U OK? Day is indeed just one day a year, it’s about promoting conversation and openness about mental health all year round.

Today, we’ll look at how you can take steps to create more open and positive conversations about mental health in your workplace, and provide the people around you with the support they need.

R U OK? Day is a day that encourages Australians to open up about how they’re feeling and start conversations about mental health.

The R U OK? organisation aims to reduce the number of suicides in Australia, by urging people to reach out to each other and create supportive networks across our communities. It’s about being prepared to ask friends, family and workmates who may be struggling “are you ok?” and then knowing how to respond appropriately and safely to anyone who says that they’re not.

As the R U OK? organisation says, “a place where asking the question “are you ok?” can really work is in the workplace. As employers or staff, we can all create a culture where people feel confident asking and answering this most important question.”

Pedro Diaz, Workplace Mental Health Institute founder, talks about the impact of workplaces on mental health:

“We spend most of our time at work and it can be a really good place. You can give to others and that can be good for your mental health. But it can also be a place where we are judged a lot. Are you good enough? Are you part of the tribe? If you don’t behave in a certain way, you may not be. It can be a place where you are rejected a lot.”

These negative thoughts can contribute to feelings of self-doubt, rejection and isolation – all of which are very detrimental to our mental health and sense of wellbeing.

It’s no secret that people are often reluctant to talk about how they’re feeling, particularly when they’re not coping. And particularly to their boss or co-workers. R U OK? Day doesn’t dismiss this fact – what it does do is act as a reminder, and an opportunity, to share mental health concerns with our managers or employers. And that it’s ok to do so.

Establishing zero tolerance for discrimination or harassment

For managers and employers, it’s also vital to make sure that your company has proper policies in place against bullying, harassment and all forms of discrimination. In Australia, it’s your responsibility to create a safe work environment for all staff. Having strong policies in place, that show zero tolerance for discrimination, will help you create a more open and positive work culture within your organisation.

In addition to these legal requirements and policy matters, there are things you can do to make the workplace environment more comfortable for workers experiencing low mental health. And the fact is, at any given time 1 in 5 Australian employees are likely to be suffering from depression, anxiety, OCD or other mental health concerns. By being flexible, providing support and creating safe spaces, people can feel more comfortable raising their concerns and reaching out when they need it.

The R U OK? organisation’s website has steps on how to ask someone if they are ok and is well worth looking at.

“You don't need to be an expert – just a great mate and a good listener. So, if you notice someone who might be struggling – start a conversation.”

By starting the conversation, and showing that you’re there and present for them, you could help that family member, friend or workmate open up.

It’s also really important to know how to respond if someone says they’re not ok. If they confide that things are tough for them at work, or in life in general, right now. When a friend, family member or workmate opens up to you that they are not ok, it’s important to know how to proceed with that conversation. The R U OK? website provides help with clear steps you can take to show someone that they’re supported, and also how to help them find strategies to cope during this time.

Sometimes, you might also need to acknowledge that a situation is too big for you to take on alone. And that you can’t help someone as well as an expert can. If someone’s been really low for more than two weeks, or is talking about suicide or self-harm, encourage them to contact a professional as soon as possible. It’s not palming them off, or dismissing their feelings – it’s the responsible thing to do in this scenario.

That part is really critical: “if you're not in the right headspace or you don't think you're the right person to have the conversation, try to think of someone else in their support network who could talk to them.”

Because before you can look out for others, you need to look out for yourself. And that’s also ok.

Keeping the conversation going all year round

So before you dismiss it as something that’s ineffective, or a token gesture, think about how it’s opening up important dialogue for Australians that can be carried throughout the whole year. As the people behind R U OK? Day are the first to admit, “conversations need to happen every day.”

There is never any harm in asking someone if they are ok. Because if they are ok, they’ll know you’re someone who cares enough to ask. And if they’re not, you could significantly change their life with just one question.

Please remember, if you are experiencing significant distress, please reach out to Lifeline 131 114 or Beyond Blue 1300 224 636. If you, or anyone you know, is feeling suicidal you can also call the Suicide Call Back Service 1300 659 467 for immediate support.

How to Talk About Mental Health in the Workplace

Steps to create more open and positive conversations about mental health in your workplace

In this article, we’ll look at how you can take steps to create more open and positive conversations about mental health in your workplace, and provide the people around you with the support they need.

Leaders are at the forefront of your business. With any luck, they’re the glue that binds your teams together, constantly striving to put your best foot forward. 

In an era defined by rapid advancements, your leaders play a crucial role in driving innovation and overseeing team culture. As such, it should come as little surprise that leadership development is now a $366 billion dollar industry worldwide. That’s right, billion. With a b. While this might seem like a lofty price tag, we all know that effective leaders are priceless. 

Unfortunately, this investment isn’t quite matching up with the current output. Go1’s recent State of Learning Report identified developing leaders as by far the biggest challenge faced in delivering organisational learning. 

This disconnect between price tag and outcome leaves a leadership chasm. Put simply, this is bad news for everyone, from new hires all the way up to C-suite executives. The good news? We’ve decided to get to the bottom of this leadership development problem by analysing what leadership development is, why it’s important, how to identify common leadership development issues, what success looks like, and solutions to deliver effective leadership development training. 

Ready to lead the way on leadership development? Let’s start with two simple questions. 

What is leadership development (and why is it important)?  

At first glance, this might seem like an obvious answer. Leadership development is the process of developing leaders within a business, often via coaching, mentorship, or online learning. To expand on this, Business Dictionary defines leadership development as “teaching of leadership qualities, including communication, ability to motivate others, and management, to an individual who may or may not use the learned skills in a leadership position”. 

There are a few common methods of administering leadership development. According to a survey of 28,000 business leaders by Chief Learning Officer magazine, 73% of organisations currently rely on instructor-led leadership development, while a further 63% employ executive coaching. 

Further, this survey identified the most valuable leadership development attributes as improving coaching skills (priority for 34% of respondents), communication (31%), employee engagement (27%), and strategic planning (21%). These ‘soft skills’ align with the priorities identified in Go1’s State of Learning Report, which found the top leadership topics on Go1 are emotional intelligence, negotiation, mentoring, and team building & teamwork. 

Of course, the question is less what and more why. According to Forbes, 95% of learning organisations plan to either maintain or increase their current leadership development budget. Remember, this is a $366 billion global industry, so we’re talking big money here. Similarly, a recent Deloitte survey found that 80% of organisations rate leadership development as a high priority. This highlights the value that organisations place on effective leadership development. 

Again, the answer to why leadership development is so important is relatively straightforward. Think back to all the roles you’ve worked in. What separated the good jobs from the bad? If you’re like most people, your team leader probably factors heavily into this answer. An effective leadership culture can be the difference between a positive, enjoyable workplace, and dreading showing up to the office on Monday morning. This isn’t just anecdotal evidence, it’s a fact. Research by LinkedIn shows that, of 1 million surveyed employees, 75% of those who have voluntarily left their jobs did so because of their boss or immediate supervisor, not because of the role. Accordingly, poor management is the #1 reason people quit their jobs. 

Putting a purely business-focused lens on for a second, effective leadership can also be the difference between optimising your output, getting the most out of your workforce, and increasing revenue, or high employee turnover and lagging behind the competition. 

This is before even considering the benefits of leadership development compared to the high costs of leadership recruitment. Not only does developing leaders from within ensure they come equipped with an understanding of your organisational context, values, strategy, and branding, but it can also save you plenty of money in the long run. A recent survey of 1,500 ANZ region HR professionals by Human Resources Director Magazine found that the average cost of an executive-level hire is $34,440, while a senior-level manager will set you back $23,059 on average and a mid-level manager costs $17,841 on average. 

Effectively, leadership development can be what sets your company apart. So, it should be concerning that many businesses are failing to deliver in this area. This begs the question, how do you identify poor leadership development? 

Identifying common leadership development problems 

One of the biggest challenges of leadership development is that it is extremely difficult to quantify. Because leadership development focuses primarily on ‘soft skills’ such as communication, emotional intelligence, and developing interpersonal relationships, it is hard to objectively measure success. As Go1’s State of Learning Report emphasises, “leadership training needs to consider the context and needs of a specific organisation and individual. It is not a ‘one size fits all’ exercise, which adds to the complexity and challenge of developing effective leadership training.” 

Basically, you can’t deliver the same leadership training program to different people and expect to produce fully-formed leaders every time. This is where many leadership development programs fall short. Each person is different, necessitating a tailored approach to their leadership development journey. An effective leadership development program should account for this, and be adaptable to each learner’s individual context and learning style. 

Another common leadership development problem is the knowing-doing gap. As the name suggests, this is the gap between what people know and what they are actually able to do in practice. In a leadership development context, this may mean that employees have all the theoretical knowledge to be effective leaders, but lack the ability or opportunity to practically apply these skills. For tips on closing this gap, be sure to check our article ‘What is the knowing-doing gap?’. 

Additionally, a comprehensive analysis by McKinsey identified common leadership development pitfalls. We’ve already touched on two of them. Firstly, context trumps content, meaning there is no such thing as a ‘one size fits all’ leadership development program. Rather, each program should account for the context of your learners, company culture, leadership style, and organisational objectives. 

As their report emphasises, “focusing on context inevitably means equipping leaders with a small number of competencies that will make a significant difference to performance. Instead, what we often find is a long list of leadership standards, a complex web of dozens of competencies, and corporate-values statements”. Remember the old saying: keep it simple, stupid. This is definitely relevant in a leadership development context. Don’t overload potential leaders with an intricate web of jargon and boxes to tick, rather, let them focus on a few core skills and watch them excel. 

Secondly, their report finds most leadership development programs focus too heavily on reflection and not enough on application. This is where the knowing-doing gap can rear its ugly head. Per McKinsey’s analysis, “adults typically retain just 10 percent of what they hear in classroom lectures, versus nearly two-thirds when they learn by doing”, meaning it is crucial to find a balance between theoretical learning and practical application. In other words, less knowing, more doing. 

Another common leadership development problem is implementing effective measurement strategies. In general, companies are more likely to respond positively to leadership development when they can view and analyse concrete results. Yes, it is difficult to quantify soft skills, but difficult doesn’t mean impossible. Tools such as surveys on current leadership development methods, company-wide leadership feedback, monitoring participants’ career progression, and measuring business impact in relation to leaders' key projects can all be useful methods of measuring leadership development. 

No company is perfect (no, not even us), so chances are one of these problems probably rings a bell. Luckily, the first step to solving a problem is identifying that problem exists, so it’s worth analysing your current leadership development efforts to see if any of these issues are applicable. 

Closing the leadership development chasm 

We’ve identified common leadership development problems. Tick. Hopefully, you can’t relate to too many of them. This leaves us with two final, pressing questions. If we know what bad leadership development is, then what does successful leadership development look like? And, perhaps most importantly, how do we close this leadership development gap once and for all? 

The answer to the first question is tricky. Basically, it varies. Successful leadership development will mean different things to different companies. As mentioned, there is no perfect, one size fits all approach to leadership development, so successful leadership development will change depending on your culture, strategy, industry, organisational values, and your employees’ needs. But don’t let this answer discourage you. Instead, it should be seen as an opportunity to put your own unique stamp on the leadership development process and show off what makes your business great. 

To do this, we have a few suggestions for closing the leadership development gap. Too often, L&D teams can get bogged down dealing with the admin of managing individual content providers and a complex ‘stack’ of L&D tools. This means wasting time and resources on unnecessary administrative and technical issues, instead of focusing on strategically valuable tasks like developing programs, effective needs analysis, and raising the maturity of your organisation's L&D.

Go1 removes the need for multiple content vendors by finding, integrating, and managing these vendors for you. This enables you to access a network of world-class providers, who cover a huge variety of topics, all via a single subscription. We can also plug our comprehensive library of content directly into existing tools instead of adding something else to an already over-complicated HR ‘stack’.  

This solution addresses two of the most common leadership development problems. By providing access to a huge library of content, there is no longer any need for a one size fits all approach to leadership development. Rather, users can participate in self-guided learning, accessing content that best suits their individual requirements. This also helps to close the knowing-doing gap, by providing content tailored to a wide variety of learning styles. 

We’ve decided to get to the bottom of this leadership development, by analysing what leadership development is, why it’s important, and solutions to deliver effective leadership development training. 

Solving the ‘leadership development’ problem

Knowing something is one thing. Unfortunately, actually doing it is often an entirely different story. Most of us probably know how to boil a pot of spaghetti. However, putting that knowledge into action and cooking the perfect plate of spaghetti every time is not as easy as it sounds. Enter, the ‘knowing-doing gap’. 

As the name suggests, ‘knowing’ is the first step in the knowing-doing gap. With that in mind, we’ll start off with a simple question: what is the knowing-doing gap? 

The knowing-doing gap has been studied for decades as a concern both within the workplace and our personal lives. In 2000, the term gained further attention when Pfeffer and Sutton published The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action, which highlights the importance of turning knowledge into performance. Put simply, the knowing-doing gap is the disconnect between knowledge and action. Bottom line, knowing is not always enough. 

The gap between what we know and what we actually apply in our daily lives is increasing rapidly. As technology and cultural norms continue to advance at a whirlwind pace, the amount of information we are expected to retain is also increasing - often faster than we can keep up with. Sometimes, this can feel overwhelming. How do you stay up to date in areas such as programming security cameras to unmet diversity and inclusion needs within an organisation, while still remembering how to tie your shoelaces and brush your hair in the morning? 

The Learning and Development (L&D) industry is certainly no stranger to the knowing-doing gap (or the speed at which this gap is growing!). This brings us to the nudge theory, popularised by Richard Thaler and Cass Sunstein in their 2008 book Nudge: Improving Decisions About Health, Wealth, and Happiness. The nudge theory is the concept that positive reinforcement or recommendations affect positive outcomes. Yet, while leaders commonly apply the nudge theory  within their teams, the idea of suggestion can only do so much to decrease the knowing-doing gap. This leaves us with a pressing question: how do we close the gap? 

Everyone is different. Whether it’s different backgrounds, different interests, or different senses of humour, these differences are what make working in a team so rewarding. One natural consequence of these differences is skill gaps. Skill gaps occur in all areas of performance. They can range from bridging generational acumen gaps to proficiency in IT skills. 

Unfortunately, this means workplace misalignment is almost unavoidable. Whether you’re administering Slack rules or laying out spreadsheet best practices, it’s almost impossible to create a set of procedures that align perfectly with everyone’s skills, knowledge, and background. Still, misalignment is most evident in the application of ‘doing.’ L&D trainers tend to focus on the delivery of material without having plans to assess how people absorb this knowledge and apply it to their daily workflow. Thus, the gap between knowledge-gain and employee effectiveness increases.

In striving for growth, or simply to maintain the status quo, companies frequently focus on leadership development. The desire to train middle managers similarly and effectively, or to increase upper management growth, can be burdensome and misaligned. In fact, Go1’s recent 2020 State of Learning Report identified developing leaders as the biggest challenge faced in delivering organisational learning. 

Given this, a question asked by many is how to identify these gaps and failures. Before we answer that, first, let’s take a moment to reflect on all the formulas and definitions you had to memorise at school. If you’re like most people, you probably retained just enough information for that quiz, essay, or standardised test, only to discard most of this knowledge at the first chance you got. As a former educator, I found that by supporting failure (for learners of any age) I could achieve eventual success. By providing multiple attempts to master a topic, the fear of failure also declined and the knowledge of the material was less likely to be forgotten. 

Similarly, online learning can allow employees to self-pace and filter in areas they feel need extra attention. Our 2020 State of Learning Report even found that 8 of the top 10 topics on Go1 were non-compliance related, showing that employees are more than willing to undertake self-guided online learning beyond the mandatory requirements set by an organisation. 

Basically, this all means the key to narrowing gaps, for both personal and professional growth, is to clearly identify them. Busy managers can struggle to find enough time to conduct regular one on one meetings with their team members. As a result, time is not allocated for deep dives into what is and isn’t working for any given role. 

Instead, gaps in applying learned techniques should be evaluated and measured in any role, while L&D managers must be well equipped to achieve their organisation’s goals, and to equitably educate team members before assessing knowledge and application gaps. By practicing skill sets, we narrow the knowing-doing gap. The goal is simple: train well to do well!

In L&D, the ‘knowing’ portion of the knowing-doing gap can be assessed in many ways. For instance, Go1 provides online course content, the ability to curate playlists specific to learning goals, learning pathways, online quizzes, artificial intelligence/machine learning, and company assessments, just to name a few. With this in mind, one of the best ways to master new concepts is by incorporating VARK modalities, which focus on teaching all types of learners (visual, auditory/aural, reading/writing, or kinesthetic). Content production styles can vary from interactive animated videos to presentations by industry thought-leaders. In other words, eLearning has something for everyone.

The ‘doing’ portion of the knowing-doing gap is usually more subjective to measure, as most trainers and managers will attest. To help you establish whether the ‘doing’ portion of the gap is being met, some common ‘doing’ metrics include increased revenue, or an analysis of whether how-to playbook standards are being met. It may also be helpful to ask yourself: what is available to guide your learners’ workflows? Does your learning management system offer reports to help narrow the gap between knowing and doing? 

For example, Go1 customers like Domain Logistics have experienced knowledge gaps in the workplace, and have asked for assistance in assuring training is applied and executed correctly. Go1 partners with hundreds of content providers, like Josh Bersin, Interaction Training, MindTools, and Sarder Learning to offer courses that help HR leaders monitor implementation, in turn narrowing the knowing-doing gap. Thankfully, more resources are available almost daily in our ever-changing online world of eLearning, so you can check back in regularly to continue narrowing that gap.

We know it’s never fun to be a jack of all trades and master of none, which is why bridging the knowing-doing gap is beneficial for everyone. Learners of any subject prefer to prove (the do) their knowledge (the know), both personally and professionally. That’s why in our mostly virtual world, eLearning is helping to narrow the knowing-doing gap by creating a workplace grounded in knowledge and propelled by achievements. 

Keen to learn more about the key challenges limiting the impact of L&D in organisations? Download the Go1 State of Learning Report.

The knowing-doing gap has been studied for decades as a concern both within the workplace and our personal lives. Learn more in this article!

What is the knowing-doing gap?

Knowing something is one thing. Actually doing it is often an entirely different story. Enter, the ‘knowing-doing gap’. 

This week is International Men's Health Week - a time to encourage supportive thought and discussion around men’s health and wellbeing.

In Australia, Men's Health Week provides a platform for challenging and debating key issues in men's health, while encouraging conversation around what it means to be healthy - both physically and mentally. 

As a Go1 customer, you’re no doubt familiar with many of our professional development and compliance training providers by now. But did you know the Go1 library also includes online learning around the important topic of mental health?

Discussion around men’s mental health is an important factor in providing men with opportunities for connection, support, and education to enhance their health and wellbeing. 

Looking for training content in this space? We encourage you to check out some of our providers and their content below.

The Mental Health Movement focuses on driving change by altering society’s perception of mental health issues and those struggling with them. 

Using an evidence-based framework, they specialise in providing workplace training to organisations wanting to better support their staff and create a culture where it is ok to not be ok, and it is ok to ask for help.

📣 * Building Mental Health Resilience: Through Mindset

Mindset is a very effective and powerful tool when building mental health resilience. This topic will provide you with the Mental Health Movement’s four P’s to Mindset: Proactive, Perception, Positive Self-Talk, Process. These mindsets are tried and tested and will improve your mental health through COVID-19.

You might also like to check out our 'Tackling mental health: a conversation on resilience' webinar, featuring Dan Hunt, founder of The Mental Health Movement.

Mentally Well Workplaces aims to help all Australian businesses to create a “mentally well workplace” allowing individuals, teams and workplaces to flourish. Using evidence-based health inductions and training, their content educates employees about mental health and its impact in the workplace.

📣    Workplace Mental Health Induction For Employees - Australia

Australia's first evidence-based online Workplace Mental Health Induction for every employee, no matter what their title or role.

iAM Learning use the art of storytelling to bring content to life and to engage learners throughout their bitesize courses. With stunning animation and interactive courses, they are making learning accessible to businesses of all sizes, shapes and across all sectors. 

This course will guide you through all you need to know about mental health and what to do if a problem develops.

📣    How to Have a Conversation about Mental Health

A key learning outcome from this course is a deeper understanding of the complexity of mental health and how to start conversations with those who need help.

Additional resources you might be interested in, accessible to everyone:

According to research, the two main threats to male mental health, outside of seeking for help, is loneliness and depression. 

Kurzgesagt uses their passion for knowledge and storytelling to bring awareness to a variety of topics, including mental health. 

Everybody feels lonely sometimes. But only few of us are aware how important this feeling was for our ancestors - and that our modern world can turn it into something that really hurts us. Why do we feel this way and what can we do about it?

Everybody is familiar with the feeling that things are not as they should be. That you are not successful enough, your relationships not satisfying enough. That you don’t have the things you crave.

This video talks about one of the strongest predictors of how happy people are, how easily they make friends and how good they are at dealing with hardship. 

We hope that these resources help to encourage supportive thought and conversation around some of the key issues affecting the lives of men. 

Having clear, open discussions around mental health can be an important step forward in providing men with opportunities for connection, support, and education to enhance their health and wellbeing. 

🌎 * - available without a Go1 subscription

Online training to support Men’s Health Week 2020

We have had a busy couple of months here at Go1, tinkering away to enhance your experience with curating, managing, and tracking learning. 

Since our previous Product Round-up, we have released some exciting features including Go1 Playlists, which help to shorten your curation process; the ability to ‘save’ content to consume later (brilliant!); the Content Hub, to manage and share content more seamlessly with Learners; plus the ability to report by duration.

See below for a shakedown of each release with links to their How-to guides, so you have everything you need to get going.

We are excited to share that all users in your Go1 Portal will now be able to save content directly from Explore, into the new Saved tab from within My Learning!

This is hugely beneficial if you need to find content now, but want to watch at a later date.

As an Admin, this assists greatly with your curation process as you shortlist content to review and share with your Learners.

For Learners, this is a great way to keep tabs on the content you want to watch at a more convenient time.


Select and surface content to Learners with greater ease

Whether you are using the Go1 Platform or another LMS, the Content Hub offers a great improvement to your content management, and has replaced the previous Content Selection tool.

As the Administrator you have more visibility and control over your content subscription, so you can browse, curate, and share training to your learners effectively, right within your Go1 Platform. 

If you are assigning resources from the Go1 Content Hub to your Learners within another LMS, you now have the ability to export content efficiently in-bulk, streamlining the process to surface relevant content to your Learners. 

Speed up your curation process with Go1 Playlists

Playlists are carefully curated collections of Go1 Premium content, surfacing top picks against our most commonly requested topics. Playlists can assist your curation process, saving you valuable time.

Go1 Playlists cover topics you care about including Remote Working, Leadership, and Digital Skills, and will continue to grow.

The best part? Your learners can engage with the content immediately, which eases your administrative time and encourages curiosity in your learners.

The next iteration for Playlists includes the ability for Admins, Managers, and Learners to create their own Playlists. Watch this space!

What’s the time, Go1? Why, time to report by duration!

You now have the ability to report by duration in your enrolment reports, so you have greater visibility on how much content your Learners are consuming. 

Please note, duration articulated in these reports is the total length of time required to complete the learning in question.

Our new Audio Learning type is something to shout about

Enhance your training program with lectures, podcasts, music, audio books and more, through our new Audio learning type!

Your learners will be able to see the Audio file with the familiar 1Player experience. They can:

Skip ahead and back within the audio by 10 seconds

Would you like to know more about the improvements outlined in this blog? Perhaps you would like to let us know about your experience with Go1? Please reach out to our friendly 24/7 support team anytime for a chat. 

A conversation with Maureen Frank and Elise Stephenson about building more diverse workplaces and designing better workplace culture amidst the upheaval of 2020. 

Many organisations are fatigued with an approach to diversity and inclusion which doesn’t seem to get impactful results. 

With remote or social distanced work becoming more of a new normal, workplaces are also rethinking the way they work day-to-day - and this includes the way in which diversity and inclusion training is being delivered. 

Amidst the upheaval of 2020, how do we make sure we’re designing better ways of work? How can we be sure we’re building more diverse workplaces and designing better workplace culture?

We explored all these questions and more during our most recent webinar. Catch up on the recording below:

Webinar recording: What does diversity and inclusion at work look like in 2020?

In this webinar, Go1’s Social Impact Manager Cam Cliff was joined by Maureen Frank, Chief Disruption Officer and Founder of Emberin, and Elise Stephenson, researcher at Griffith University and Co-Founder of the Social Good Outpost to discuss workplace diversity and inclusion. 

the current state of workplace diversity and inclusion in the landscape of 2020

what changes are being seen in workplaces

the journey of a female leader - and some of the common barriers experienced on that journey

how we can conduct remote work in a way that encourages diverse thoughts to come forth

what does the future look like, with remote or social distanced work becoming more of a new normal?

We'd like to thank Elise and Maureen for taking the engaging and enlightening conversation on the day. If you missed out or would like to rewatch, click here!

Read more about what diversity and inclusion look like post-Covid in this downloadable article by Emberin's Maureen Frank. 

Webinar: What does diversity and inclusion at work look like in 2020?

Hand-picked courses, carefully curated. Helping you access the most relevant, timely and engaging content for your learning journey. 

We have some exciting news to share with you about a new feature within your Go1 portal! 

At Go1, we love making timely and relevant content recommendations to you and your learners. 

We understand that there is a large selection of content to choose from - a great aspect by any measure -  and it is our pleasure to introduce Go1 Playlists, to surface our top picks of content against our most commonly requested topics, saving you valuable time in your curation process.

Our carefully curated collections cover topics you care about including Remote Working, Leadership, Digital Skills, and will continue to grow.