Time to learn!
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It is time to learn!
The most important thing is that production is running. Processes must be constantly optimized and errors eliminated. There is no time and no money left for training and further education – one might think. The training can also take place as a supplement and on the side.
The questions are:
Can we train ourselves and our employees without risking losses in production? In other words: Can employees get better without the process falling by the wayside? Sometimes it is difficult to measure which competencies are necessary for a process. Which skills contribute to producing high quality products. But this can be implemented with an analysis of the current situation together with those responsible for work and processes. But who still has time to take employees out of the process today? Who will admit that the people at the grassroots level have the know-how for their own process? And who is ready to listen to this knowledge? And if further training occurs, who guarantees sufficient transfer into everyday work?
Are these the HR departments or the employees in the process themselves … or both? For this it is necessary to take a closer look at the concept of learning – what is it for? For further training, for further development, to collect information, and to train and optimize your own skills. But how do you learn efficiently? And what motivates you to learn? In principle, a distinction is made between formal and informal learning. The former aims to convey defined content and goals in an organized manner and aligns learning processes with them in a didactic, methodological, and organizational way. The results are verifiable, and the processes are accompanied by educational staff.
Formal and informal
This formal learning has predominantly been the focus of the past few years: One had only learned when a seal on a letter certified it. But in order to get employees up and running quickly and continuously, it is increasingly important to get away from traditional methods. Because these make the mediation cumbersome and do not ensure the transfer of knowledge to the work area. My hint goes …
Matching company culture
For him to be successful, a corresponding philosophy must be lived in the company. Is there an open learning culture? Do employees have enough time to implement the information collection during their work? This requires an exchange …
Kill two birds with one stone
If you want to get your staff there, show them how you can implement this type of learning. You must give the opportunity to discover informal learning. The employee derives binding behavior from the integration into work and learning processes. So, if you get the opportunity to learn independently, actively, and openly, then there is process understanding and group and age-independent cooperation …
more on: "It's time to learn"
Edition 5/2010; Page 20-21
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