BPTW2021 LinkedIn Facebook 100 Best Places to Work CO

Spekit Wins Built In’s Top 100 Best Places to Work Award

Spekit Wins Built In’s Top 100 Best Places to Work Award

January 8, 2021
BPTW2021 LinkedIn Facebook 100 Best Places to Work CO

Built In today announced that Spekit was honored in its 2021 Best Places to Work Awards. The annual awards include companies of all sizes, from startups to the enterprise, nationally and in the eight largest tech markets (including Colorado, which is where Spekit earned its title).

“We’re thrilled to be honored with this special award,” says Melanie Fellay, Spekit’s CEO. “Our strong commitment to remote culture, collaboration, diversity and inclusion helped solidify our placement as a high growth company that’s an equally great place to work.”

Built In determines winners for Best Places to Work based on an algorithm, using company data about compensation, benefits and cultural programs. To reflect the attributes candidates are searching for on Built In today, this year’s program weighted criteria more heavily, like remote opportunities and programs for diversity, equity and inclusion.  

“These companies raise the bar for cultural excellence and the ability to adapt to meet changing needs of employees,” says Sheridan Orr, Chief Marketing Officer, Built In. “The 2021 winners show a commitment not just to creating meaningful cultures but to delivering talent needs as they change in a dynamic landscape. We’re thrilled to extend our congratulations to the winners.”   

Tech professionals rely on Built In’s Best Places to Work lists to discover employers that align with their preferences, passions and values. Since its inception three years ago, the award has expanded in reach, from online views of tens of thousands to just under 1 million views today.


Built In’s esteemed Best Places to Work awards, now in its third year, honor companies across numerous categories: 100 Best Places to Work, 50 Best Small Places to Work, 100 Best Midsize Places to Work, 50 Companies with the Best Benefits and 50 Best Paying Companies. Two new national categories reflect what candidates are searching for, including 100 Best Large Companies to Work For and 50 Best Remote-First Places to Work.  


Built In ranks companies algorithmically based on compensation information, benefits and culture programs. This year, based on data showing tech professionals’ needs, the Best Places to Work algorithm added weight to companies’ commitment to DEI and remote culture. Rank is determined by combining a company’s score in each of these categories.


Spekit is the leading in-app digital adoption and enablement platform that helps employees learn their tools and navigate process changes by accessing answers and enablement resources in real-time, everywhere they work. Built by sales ops professionals for growing and remote teams, Spekit blends the sophistication of a modern digital adoption platform with the simplicity of a contextual knowledge base for a lightweight yet powerful solution to continuous employee training. 

As the only Salesforce Certified Partner that deeply integrates with Salesforce to build training from existing processes, Spekit is the leading solution for sharing knowledge, onboarding, driving adoption and communicating process changes in real-time, across the organization. Chat with us to get started in minutes at spekit.co/demo

top 40 remote work statistics

40 Remote Work Stats You Need to Know in 2020

40 Remote Work Stats You Need to Know in 2020

December 11, 2020

COVID-19 forced a global experiment in remote work. While we’re only now truly beginning to understand the impact this shift has had on productivity, morale and businesses as a whole, we wanted to share the top 40 recent statistics on remote work to help everyone understand both the challenges and opportunities. 

The vast majority of the world has transitioned to remote

  • 88% of businesses around the world mandating or encouraging their employees to work from home (Gartner)
  • Nearly two-thirds of U.S. workers who have been working remotely during the pandemic would like to continue to do so (Gallup)

We’re using more tools and spending more on them 

  • 52% of businesses are using 6+ applications daily (Spekit)
  • Over half of employees (52%) said their employer needs to invest in better technology (Computer Weekly)
  • US respondents say they have personally spent an average of $348 (USD) to upgrade or improve technology while working at home due to COVID-19 – roughly $70 higher than the global average ($273), and the second-highest among 10 markets surveyed (Lenovo Research)
  • 60% of businesses spend at least $400 per month/per employee on these apps (Spekit)
  • 78% of IT leaders believe digital employee experience is essential or a high priority today, compared to only half (49%) 12 months ago (BDaily)

Employees are working longer hours and feeling the impact

  • Those working from home are racking up an extra 28 hours of monthly overtime since lockdown began. It equates to nearly four days’ work (LinkedIn)
  • A full week of virtual meetings leaves 38% of employees feeling exhausted while 30% felt stressed (SAP)
  • 23% of remote workers say they work longer hours than they would on-site (CoSo Cloud)
  • 72% of technology executives say that team workloads have increased more and everyone is working harder (CNBC)

Businesses making changes more frequently than ever

  • 44% are changing or updating tool processes at least every two weeks (Spekit)
Infographic Stat 2 1

More change is leading to more time spent training and more support for enablement teams & managers

  • 88% of sales and enablement leaders spend up to 3 hours training on tool & process changes every month (Spekit)
  • 43% of IT teams saw an increase in the number of support tickets from employees during the period of forced remote work (BDaily)
  • 28% are spending 3-5 hours training on new enablement resources every month (Spekit)
  • 46% are spending 3+ hours per week answering support questions (Spekit)

Employees are struggling to keep up

  • 71% said their employees spend 1 hr per day looking for answers (Spekit)
  • 44% of questions come up due to a lack of understanding on processes (Spekit)
  • 30% of questions come up due to confusion from frequent changes
  • 82% of managers are concerned about reduced employee focus (World Economic Forum)

The shift to remote work has exacerbated training and enablement challenges

  • 88% of employees are now waiting for responses to questions on Slack (Spekit)
  • 55% identified not being able to communicate in person as one of their top three challenges (Fleishman Hillard)
  • 41% indicated a higher gap in knowledge retention since moving to remote (Spekit)
  • 37% said there is decreased productivity without being able to turn to a coworker for answers (Spekit)
  • 35% believe there is a longer ramp time for new hires while remote (Spekit)

Teams are relying on webinars and emails to communicate changes – both of which suffer from low retention rates and fatigue:

  • 67% use webinars (Spekit)
  • 21% use emails (Spekit)
  • Due to high levels of sustained concentration, fatigue begins to set in 30-40 minutes into a video meeting. Looking at days filled with video meetings, stress begins to set in at about two hours into the day (Microsoft)

We’re just starting to recognize the very real business impact

  • 33% said it slows their ability to grow across the org (Spekit)
  • Half of respondents who are telecommuting said they are experiencing burnout and overwork. Another 52% polled said they do not have plans for a break to decompress or take a vacation (TechRepublic)
  • 29% said the longer it takes to train, the longer it takes to earn (Spekit)
  • 24% believe frustration coming from employees is impacting their ability to learn new things (Spekit)

With the highest barrier to maintaining remote productivity being morale

  • 74% are struggling to keep up morale (Spekit)
  • 86% say they feel the need to prove to bosses they are working hard and deserve to keep their jobs (LinkedIn)
  • More than half of remote employees say they feel disconnected from in-office employees (CoSo Cloud)
  • 19% of remote employees report loneliness as their biggest challenge. (Buffer)

Employees are optimistic about a future of remote work – if improvements are made

  • 64% of respondents very open to being remotely onboarded if the right resources and support is provided  (World Economic Forum)
  • 98% of people surveyed said they would like the option to work remotely for the rest of their careers (World Economic Forum)
  • 85% of the respondents said they wanted more help from their employers as they adapt to WFH (Forbes)
  • 19% of remote employees report loneliness as their biggest challenge. (Buffer)

How are the best companies reinventing themselves to combat these challenges?

Companies like Southwest Airlines, MURAL, OwnBackup and more turned to Spekit’s in-app digital adoption and enablement platform to power their remote teams with bite-sized training, resources, crucial updates and processes that surface right where their team is working.

Spekit Digital Enablement for Remote Teams

Chat with us to learn how to drive the productivity of your remote team with in-app learning today!

Remote Training Challenges

The SVP of Sales and Partner Enablement at Salesforce, Dan Darcy, shares his tips on enabling your team

SVP of Sales and Partner Enablement at Salesforce Dan Darcy shares his tips on enabling your team

December 11, 2020

Making learning manageable by breaking it into small steps

Attention spans are growing thinner and thinner, especially as screen time increases in our remote environment. Research suggests (and our own survey supports) that one of the most common barriers to learning is an unmanageable volume of new information. In order for someone to learn, they need to be able to fully take in new knowledge, and use it a few times to commit it to memory. This leads to Dan’s first tip: instead of a big rollout with a drastic change overnight, break in new processes and tool adoption into smaller, more digestible steps. 

Introduce learning in bite-sized modules and snippets, one step at a time, to make it easier to absorb and apply immediately, converting it to longer-term memory.

Building an enablement team that understands the science of learning

Learning is both an art and science. It’s an experience that requires a thoughtful design to be effective. Build out a team that has the expertise and credentials to create content and design its presentation in a way that makes it as easy as possible for employees to learn. Like any other craft, there are best practices that the pros know are make or break for the success of an employee enablement initiative.

If hiring a full team of learning experts isn’t in your budget (yet!) you’re in luck. Technology has made leaps and bounds since the screen-by-screen click through LMS experience you might have had in the early 2000s or 1990s. Tools like Spekit are designed with the science of learning in mind, to facilitate an entirely digital enablement and adoption process. If you’re not ready to hire experts, do your homework to find a tool that incorporates the principles of learning design into its experience. Key indicators of a learning conducive tool include:

  • Bite-sized content (pre-packaged or custom)
  • Contextually relevant delivery – presenting the knowledge exactly where and when you will use it in your workflow
  • Attaching or linking experts and source of truth docs to help the learner understand where it fits into the larger context and functions of the company

Getting buy-in across the org to ease the resistance to change

Humans are naturally resistant to change. It presents uncertainty and creates an attachment to the status quo because it’s what is familiar. Dan stresses that you need a united front of decision-makers and stakeholders to make any enablement initiative a success.

“Enablement is not just a team’s job. It’s everyone’s job across the company. And the more you align with the stakeholders, and the more you bring enablement as a culture into the stakeholders that you’re working with, the better you’re going to succeed.”

Dan offers four key tips to gain buy-in across your organization:

  1. Alignment: work with leadership to create clear objectives and KPIs around what a successful enablement effort looks like. 
    1. “It’s not just measuring completion of the program, it’s about measuring the impact that you want the program to have…That way you can come back and say ‘look at the success that we’re driving if only we could do more through xyz.’” 
    2. If your resources are very thin, set your scope so that you can do just one thing well by the metrics that matter, as opposed to doing several things poorly. 
  2. Multiplier effect: create an incredible enablement experience. Invest effort early on to create high quality, concise content, and guidance. Aim for a super high NPS score of your first trainees-would they recommend this training to someone else? Their success in the program is critical for it to continue, and they will be the cheerleaders and coaches for the next batch of learners. They are often future leaders with budgetary control over enablement efforts. Investing early in quality experience will make your job easier down the road when you need new resources and buy-in. 
  3. Communication: change should never be a surprise. Relentless communicate and listen across the org to ensure a shared mindset around what’s working, what’s not, and what gaps you can fill, for example with resources like FAQs or office hours.
  4. Persistence: be persistent when asking for business and trying to drive the bigger vision. Momentum is tough to build and requires an advocate that leads by example. Don’t give up!

“People think, ‘oh, Salesforce has this war chest of money’ but even at Salesforce, we have to really fight for the budget and the right resources. And so when I meet an enablement person out in the field, there’s a knowing look that we all give each other that we’re battling, like a battle-tested soul. Many of us have that daunting challenge of enabling all their employees with like two people and a nickel…we all recognize how thankless a lot of that can be.”

Dan understands the challenges of enablement, and we’re so glad he took the time to share how he and his team overcome them. By breaking knowledge into digestible pieces, designing learning experiences with learning science in mind, and creating a culture of alignment around what success looks like, you’re better set up to build out smooth, rewarding employee enablement.

If you’d like to dig into more detail, and/or hear about how he thinks of the future of enablement, check out the full episode with Spekit’s CEO Melanie Fellay.

Designing a data-driven learning strategy with Ryan Sarpalius from Facebook

Designing a data-driven learning strategy with Ryan Sarpalius from Facebook

November 6, 2020
Vidoe Ryan

“Pay attention to how people learn outside of work: How do they learn in their personal lives? What elements of that can be translated into professional learning? How can you leverage that instead of trying to force them into training methods that may be outdated?”

Ryan Sarpalius, has built learning programs to support the scaling of some of the world’s fastest-growing organizations including his current role at Facebook and previously, Uber. He joined Spekit CEO, Melanie Fellay, to peel the layers of the learning onion in a no slides, all insights, fireside chat. Read on or watch the episode below for insights into the hot topics that keep learning professionals up at night including how to measure the business impact of training, using data to influence your learning strategy, selling the value of learning within the organization and more!

Watch the chat above or listen to the podcast on Spotify or iTunes.

Selling the value of training

Ryan is currently at Facebook, but met Melanie in his previous role at Uber and before that, his experience spanned from the energy sector to technology, focusing on both human performance and how it impacts business results. With such a wide range of experience, he’s seen what it takes to adapt learning programs and strategies at businesses of all shapes and sizes.

“I’ve been at some organizations where they’re literally looking at every dollar spent and asking, what’s the value? Can you prove it to me? And, other organizations where nobody is asking the question and they think of training as just a thing they float some dollars to,” he said. “For me, it’s really been about positioning myself and my teams as a proactive partner in the business.”

He stressed that you really need to position the work you do by understanding how it will impact the business, asking questions before the stakeholders do and knowing the value you’re bringing and why.

Selling the value of what you do is a challenge that many departments face, including enablement leaders as Melanie interjected. Often, if something goes wrong, the department is blamed for not getting enough training and on the other hand, if all goes smoothly, very little appreciation is received. This back and forth struggle is due to the lack of ability to actually measure training and how it helped in reducing errors.

So, how do you measure the impact of training?

Using data the measure the impact of training

“There’s really a spectrum there and a lot of it depends on what your organization can do and the maturity/capability of your team,” said Ryan. “But, generally speaking, everywhere I’ve been we followed a general Kirkpatrick approach, mostly because it’s really translatable to other people and tools in the industry that we can leverage. And, this is about really understanding that the amount of effort and costs it’ll take to evaluate on a much richer, deeper lever will go up the further you go,” he said.

He explained you need to evaluate if you’re launching a new program or system, is it really worth the effort to fully demonstrate the impact it’s having? In some cases, measuring the value will be a survey, knowledge or skills assessment, etc. Something that will help you understand when they walk out of that training course and go back to their job, did they internalize that information and put it into practice. But, really evaluating beyond that can be intensive in terms of resources and time. Ultimately, it’s about identifying the value of the program or projects beforehand and determining what level of data do you absolutely need to be able to prove the effectiveness of your efforts.

“I think what they (executives) want to see is that we’re all trying to achieve the same thing,” said Ryan. “Showing how you’re contributing to that goal will go a lot further than trying to come in and say, we can solve all your problems by doing this and this,” he said.

It can be really difficult to isolate the exact impact on business outcomes and relies on what data can be collected. Ryan has been a part of organizations with limitations in data and those where any type of data is accessible. It needs to be based on how you can meaningfully determine the impact of the interventions and solutions provided. This then assists teams to confidently present their findings as to how those changes will solve a particular issue.

Ultimately, it’s a team effort across the board, and the most important thing you can do is (instead of trying to measure every single thing) identify in advance what you absolutely need to measure to ensure that each initiative is successful.

Identifying high performers to design learning programs

Gathering enough data to label top performers is vital to designing learning programs that will help others work toward that level. Furthermore, you need to articulate the value it will bring back to the business. Work and communicate with managers to paint a picture of the desired output or what a good performer looks like and filter by who is actually getting closest to that in terms of performance. That helps in highlighting key points that can later be the role model or comparison criteria for others to meet and elevate to that scale.

“That’s one thing we’ve focused on a lot recently,” said Ryan. “Methodologies and trying to understand human performance is really trying to get down to what does a good performer look like, what are all the things that get to that? And, spoiler alert, is usually not the training by itself, right? It’s usually a whole of other things are expectations, do they have the support they need and all kinds of other things that go into actual outcomes and performance.”

Creating a blended learning strategy

Ryan’s written a lot about creating blended learning strategies. A few key points he closely keeps an eye on are the difficulties, frequency and importance of a task being performed while simultaneously understanding the complexities and criticalities of it to the business. Figuring out what actually and meaningfully moves the needle while identifying how complex it is from the learner or performer’s perspective.

These questions can help determine what strategies and solutions need to be brought to the table. As operational learning is expensive, making the most out of each session by focusing on the key components is the best utility. Some parts in the training, which are unlikely to be retained, can be reinforced in workflow training through continuous reminders or prompts within an employee’s day to day workflow.

“I’ve had a lot of experiences where we’ve just packed as much as you can into one or two hours you have with the learner because they need to know everything,” he said. “We’re really trying to push back on that and understand what really needs to be learning based on the criteria in formal learning and what can be reinforced through things like workflow learning and microlearning. It’s an important conversation to have and to try and get right. Again, it’s educating stakeholders a lot who don’t truly understand what learning is. You’re trying to help them understand how employees can get the most value out of training.”

Training is expensive any way you swing it. It’s time away from the sales floor or either way, downtime for the business. Ryan stresses how essential it is that when you make that time, you’re focused on making it as rich and meaningful as possible. You need to be able to decide which things deserve a full hour session, and which things are maybe too complex and require constant reinforcement through different methods when and where the information is needed most.

Pay attention to how people learn outside of work: How do they learn in their personal lives? What elements of that can be translated into professional learning? How can you leverage that instead of trying to force them into training methods that may be outdated?

Get help assessing next steps for your organization

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