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.