Saana Karikumpu
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Learning Experience Design

Code of Conduct

I designed this as a blended learning experience. Participants explored the Code of Conduct material on their own time, and then came together for a workshop that turned compliance into conversation. When people are brought together, their time should be respected — so the workshop focused on discussion, collaboration, and practical everyday cases that are harder to tackle in an asynchronous digital environment.

What this project demonstrates

  • Learning Experience Design
  • Facilitation
  • Gamification
  • Learner-Centered Design
  • Behavioral Change
Impact

Key outcomes

  • Participants appreciated the efficient 45-minute format and the more interactive, engaging approach to the Code of Conduct.
  • Employees reported that the training felt more relevant to their daily work and heightened their awareness of their own decision-making.
  • Employees who had previously raised concerns with HR were pleased to see those issues addressed openly at the forefront of the discussion.

The work

03 chapters

The Challenge

The company ran mandatory Code of Conduct training every year, but it had become a checkbox exercise — employees read the document alone or sat through dry discussions on Teams. People were reluctant to speak up about real concerns during these sessions. Meanwhile, HR kept hearing about issues that weren't being addressed.

The company wanted employees to actually use the Code of Conduct in their day-to-day work, not just read it once a year.

My Approach

  1. 01Decided what should happen independently and what belongs in the room together. The Code of Conduct material itself was assigned as self-paced e-learning, so participants arrived with the same baseline. The workshop was reserved for the grey areas — real dilemmas, practical cases, and conversations that need a group's perspective.
  2. 02Started with the issues HR was actually hearing about, so the workshop tackled real problems instead of abstract rules.
  3. 03Designed an interactive workshop with game-like elements to get people talking across teams.
  4. 04Wrote multiple-choice questions for each theme with tricky, provocative options that made people pause and think before answering.
  5. 05Used colored paper signs so participants could show their answers in the room, making everyone's thinking visible.
  6. 06Structured each question with the Me-We-Us method — individual reflection, pair discussion, then group dialogue — so both quiet and outgoing voices were heard.

The Solution

  • Independent e-learning for the foundation: participants reviewed the Code of Conduct material on their own time, so the workshop did not waste group time on what people could absorb individually.
  • Workshop time for what needs a room: the in-person session focused on real dilemmas, grey areas, and practical everyday cases — the kinds of conversations that benefit from multiple perspectives and are hard to replicate asynchronously.
  • Questions that made people think: deliberately tricky answer options replaced passive reading with active decision-making, so participants had to pause and defend their reasoning.
  • Me-We-Us facilitation: individual, pair, and group phases gave quieter and louder voices equal footing, surfacing perspectives that rarely come up in big-group discussion.
  • Kept it short: a tight 45-minute format held people's attention and made the workshop easy to run again and again across teams.
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