How managers, those responsible for personnel development, and employees work together to ensure effective training and development
In their everyday work life, employees have to adapt to constantly changing requirements. They can do this thanks to proven qualification methods, and increasingly also thanks to more dynamic, holistic approaches. Future-oriented companies establish a culture of continuous learning. They invest in excellent training programs with relevant content and formats aimed at target groups.
The Staufen 2023 study “The Future of Training” reveals that employees, managers, and those responsible for professional development must work together to design a continuous learning process and advance further training and development effectively. .
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About the study
The responses of the more than 1,000 employees surveyed reflect complex interrelationships and the necessity of working with employees, managers, and those responsible for personnel development to advance the topic of further training.
Training & development may not be a question of company size
German companies are essentially investing in the further training of their employees and thus in making themselves fit for the future.
Training & development helps combat the shortage of skilled workers
Companies can close gaps in their own ranks with further training.
Effective training and development is agile
To achieve corporate goals, employees must be trained promptly on new and future topics, for example, in handling artificial intelligence.
Managers become mentors
Many managers are already taking measures to qualify their employees, but they are not talking to them about the effectiveness of these measures.
Personnel development requires practical relevance
Close exchange with managers is required to align qualification with corporate goals.
Training and development formats in transition
The time factor has to be selected just as individually as the content and goals of each training measure.
To secure their own success, most companies rely on the professional training and development of their employees. But so that further training will have a long-term effect in a world marked by change, employees, managers, and those responsible for personnel development must work together. This requires that the individual interests and needs of all three groups be reflected in the training and development measures offered.
I regard myself not just as a supervisor, but especially as a colleague and sparring partner. I attend to individual team members’ careers as a coach and help them reach their respective goals.Ayse Özdemir
Senior Manager, Bosch Digital
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After his studies in physics Peter Ullrich gained his first practical knowledge in the electronics manufacturing department of Solectron. As Technical Project Manager he was leading lean projects for the optimization of product launches and the respective engineering structures. On top of that he was responsible for introducing new product families. As Consultant for process management he optimized and implemented at first for Actano, later on as freelancer numerous business processes in the areas development and supply chain at leading automotive manufacturers. Peter Ullrich was also leading programs for the increase of efficiency and flexibility of project management processes. In the course of his consultant activities he also developed and lead several supportive training measures. Since 2015 Peter Ullrich is bringing his experience as associate in value added excellence in Lean Development to Staufen AG.Read more