Yardi Aspire Push to Learn gives organizational learning a nudge

Push to Learn, a short-term, gamified learning campaign designed by Yardi Aspire, shows that relevant, flexible, visible and rewarding training makes employees more likely to participate.

Written by Joel Nelson

07 / 30 / 26

3 min read

Table of Contents

PRODUCTS FEATURED

Voyager Suite

Aspire

The need for organizational training is real, but voluntary participation can be difficult to sustain. With busy employees and managers balancing competing priorities, valuable training can be overlooked if it feels like just another assignment. Yardi’s corporate training team recently addressed that challenge with Push to Learn, a short-term, gamified learning campaign designed to strengthen Voyager 8 skills and increase training engagement.

The voluntary campaign, which encompassed self-paced training, live instruction and more, generated 317 sign-ups, a 64% average active participation rate, more than 1,422 course completions and approximately 217 cumulative learner hours in instructor-led training.

“Most importantly, Push to Learn showed that when training is relevant, flexible, visible and rewarding, employees are more likely to participate,” said Patty Evans, industry principal for Yardi Aspire.

The opportunity

Rather than addressing only what learners needed to complete, Yardi’s corporate training team focused on making learning feel active, social and connected to professional growth. This approach turned a training initiative into a broader engagement strategy that delivered measurable results.

The strategy

Push to Learn’s key elements were:

A Voyager 8 learning plan
Optional learning plans on AI and other topics
Weekly live sessions on accounting, product deep dives and advanced AI skills
Live Q&A with subject matter experts
Self-assessments to help learners gauge their understanding
Point-based rewards, interactive leaderboards, popup announcements and cash-prize raffles

Self-paced and instructor-led learning gave employees multiple ways to participate, a path to important business knowledge, and flexibility to explore additional topics that aligned with their interests and goals.

The results

Push to Learn participants completed more than 1,422 courses across Voyager 8, commercial, residential and other product overviews. “That breadth shows that the campaign supported both high participation and broad topic coverage rather than a single area,” Evans noted. “With 81% of surveyed respondents reporting a positive experience, learners didn’t just complete training activities, they responded positively to the experience itself.”

Why it worked

Visible learning. Weekly announcements, leaderboards and popup recognition kept learners apprised of their programs and engaged throughout the campaign.
Structure balanced with flexibility. Participants had a guided learning path tied to their role, along with the freedom to explore additional content based on their interests and goals. That balance supported participation without making the experience feel restrictive.
Strategic gamification. Points and raffles added excitement. Making recognition consistent, transparent and tied to meaningful participation enabled learners to trust the process and remain invested in it.
Varied social experiences. Self-paced content, live sessions, leaderboards and access to subject matter experts created multiple ways to engage. They also reinforced a sense of shared momentum.
Value for learners. Beyond participation, Push to Learn showed that learners respond strongly to relevant content, practical application, flexibility and visible recognition.

Effective strategies

Organizations considering adopting this model can:

Create a campaign, not just an assignment. A defined timeframe, recurring communication and visible milestones help learning feel active.
Use recognition to build momentum. Weekly announcements, leaderboards or spotlights reinforce participation.
Blend live and self-paced learning. Different formats help reach different learner preferences and schedules.
Make incentives simple and transparent. Consistency builds trust and keeps the focus on engagement.
Include hands-on experiences where possible. Practical application increases learner interest and helps reinforce retention.

According to Evans, “Push to Learn shows that voluntary training can gain real traction when learning is designed as an experience, not just an assignment. Thoughtful campaign design can turn training from something employees are asked to complete into something they are motivated to join.”

AUTHOR

Joel Nelson, senior marketing writer, joined Yardi in 2007. His byline has appeared in New York Real Estate Journal, Canadian Property Management and Los Angeles Lawyer, among others. He has won multiple awards from major professional organizations including the International Association of Business Communicators and Public Communicators of Los Angeles. Joel earned a bachelor’s degree from Pomona College.

Yardi Aspire Push to Learn gives organizational learning a nudge

The opportunity

The strategy

The results

Why it worked

Effective strategies

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