한국어 
日本語 
English 
How do you build an internal
knowledge sharing platform?
Last updated: 2026-07-14
Engagement won by mandate disappears when the mandate does. A platform employees open on their own is one where knowledge moves sideways.
Mandated engagement ends when the mandate ends
Assign a course and completion rises; stop assigning and it vanishes. The organisations that sustain engagement build something different: knowledge moving sideways between colleagues rather than downward from HQ. At a major P&C insurer, 286 field experts published as learning creators, generating more than 12,000 learning comments a month and holding daily participation above 3,000 people (/en/casehome). Feeds, likes, and live sessions are the machinery that turns learning from an announcement into a conversation.
One number worth taking seriously before you copy any of this: across 107 companies, 53% were stagnant or declining, and 61% of the fast-growing ones fell back within two months of whatever triggered the spike (/en/data-report). Social features do not create a culture by themselves. For the vendor-neutral view, see our 8 criteria for choosing an enterprise LMS.
Global Gaming Company Staff
Created 23 Courses Themselves
Running 23 internal training courses planned and created by gaming company employees themselves.
Ad Professionals:
5,000 Hours of Learning/Year
Ad professionals at a major media company invest 5,000 hours per year in learning.
83 Categories
592 Live Sessions
700 employees at a major platform company created 592 live sessions across 83 categories.
Role-Specific
Social Learning
A major IT company operates customized social learning by role — development, planning, and art.
Can employees be made to log in
without being told to?
-
Feed, like, comment, follow. Employees create content and peers react. At a global luxury fashion brand, 140 users left 2,839 posts — about 20 per person per month.
20+ posts per person per month -
A major media company runs internal expert Live Sessions every Wednesday at a fixed time. Real-time Q&A, polls, and chat turn viewers into participants. This generated 5,000 hours of learning per year, with recordings auto-saved as an archive.
5,000 hrs/year learning -
A major game company runs 23 leadership courses internally by position. New team leads, project leaders, and senior managers each take different tracks. Instead of sending staff to external training, they build the leadership pipeline in-house.
23 leadership courses
What changes when employees
make the content?
-
A major media company ran an employee video contest and MAU jumped 30%p. Employee-created content drew peer views. People who only used the platform for mandatory completion started logging in on their own.
MAU 30%p increase -
A major platform company has 700 users creating content across 83 categories. Field sales know-how, new menu training, customer service tips — all made by employees. The old admin-only production bottleneck is gone, and new content is produced faster.
83 categories -
At a global luxury fashion brand with about 1,600 employees, 140 people generated 2,839 comments — more than 20 posts per person a month, none of it mandated. The background condition is worth naming: luxury brands carry unusually high product involvement, so this is not a result any organisation should expect to reproduce by installing the same features.
20+ posts per person per month
Does voluntary learning actually hold?
Across 107 companies over 35 months, 53% were stagnant or declining. These are the ones that were not — and the conditions that made the difference.
Table A. Social learning & voluntary engagement metrics
A baseline you can hold a vendor's proposal against. The figures that held and the ones that collapsed are both here.
| Metric | Value | Sample & conditions | Source |
|---|---|---|---|
| Learning creators | 286 people | Major P&C insurer, ~39,000 employees · field experts publishing content themselves | Customer stories |
| Monthly learning comments | 12,000+ | Same major P&C insurer · daily participation above 3,000 | Customer stories |
| Executive participation effect | 2,000+ comments | On a single CEO video message | Customer stories |
| Luxury fashion brand engagement | 140 people, 2,839 comments | ~1,600 employees · high product involvement is a background condition, not a repeatable formula | Customer stories |
| Regular live rhythm | MAU ~73%/month | Digital media company · weekly Wednesday live; one video contest lifted MAU ~30%p; 5,000+ learning hours a year | Customer stories |
| Stagnant or declining | 53% (n=57) | Of 107 companies. We publish this rather than hide it | Operating data report |
| The fast-growth trap | 61% relapsed | 19 of 31 fast-growing companies fell back within 2 months of the trigger ending | Operating data report |
| Leadership programme (IT/gaming) | ~20 courses, 2 months | Major game developer · diagnostics plus 5 social reflection missions. n=2 industry sample — not generalisable | Customer stories |
Sources: https://www.touchclass.com/en/casehome · https://www.touchclass.com/en/data-report
Frequently asked questions
The eight questions that come up most often about social learning and voluntary engagement.
What is the difference between an internal knowledge-sharing platform and an LMS?
A traditional LMS pushes content down from HQ to employees. A knowledge-sharing platform lets it move sideways, between colleagues. In practice most organisations need both: compliance courses have to be assigned and tracked, while day-to-day expertise only surfaces if the people holding it can publish. Running them in one place means employees are not asked to check two tools. Source: https://www.touchclass.com/en/social-learning
Why would an LMS need social learning features?
Because engagement won by mandate ends with the mandate. Assign a course and completion climbs; stop assigning and it falls away. At a major P&C insurer, 286 field experts publishing as learning creators generated 12,000+ comments a month and held daily participation above 3,000. The point of feeds and likes is not novelty — it is giving learning a reason to continue after the deadline. Source: https://www.touchclass.com/en/casehome
Can employees create and upload their own courses?
Yes. Employees can be granted creator permissions to publish video, audio, or written content, with review before publication if that is required. At a major P&C insurer, 286 field experts published this way. The practical constraint is not the tooling — it is whether people are given time to write, and whether anyone reads what they publish. Source: https://www.touchclass.com/en/content-editor
Does it support internal live broadcasts? Are recordings kept?
Yes. Live sessions run inside the platform and recordings are saved automatically, so anyone who missed the session can watch later. A digital media company runs a live session every Wednesday and averages about 73% MAU. The fragility worth naming: that rhythm depends on a person, and when that person moves on, the routine often stops with them. Source: https://www.touchclass.com/en/live
How do you encourage participation without mandatory assignment?
Three things showed up repeatedly: leaders participating visibly (one CEO video drew 2,000+ comments), a fixed publishing rhythm, and letting employees see each other's contributions. Be realistic about the ceiling, though — across 107 companies, 61% of the fast-growing ones fell back within two months once the trigger ended. Source: https://www.touchclass.com/en/data-report
Can different courses be assigned automatically by role or level?
Yes. Courses can be auto-assigned by job level, function, and team, and can trigger on promotion or transfer. A major game developer built roughly 20 leadership courses into a two-month programme combining a capability diagnostic with five social reflection missions. Whether that actually improved leadership is not something we measured, and we will not claim it. Source: https://www.touchclass.com/en/casehome
Could social features leak internal information?
Posting scope can be limited by group, and capture logs, watermarking, and per-content download controls are available. TouchClass holds ISMS-P and ISO/IEC 27001:2022. Knowledge assets created through our AI features are not used as AI model training data. Ask for the certificate, its scope, and its expiry date rather than accepting a yes. Source: https://www.touchclass.com/en/security
Is it actually used at IT and gaming companies?
Yes, but we will be precise about how much that proves. Our IT and gaming sample is two companies (n=2), which is too small to call an industry pattern. What we did observe: in highly autonomous cultures, forcing mandatory completion backfired. A major game developer instead ran a two-month leadership programme built on diagnostics and social reflection missions. Source: https://www.touchclass.com/en/casehome
