Materials about vocational training

The user can learn in this section about different self-training methods for employees. Three possibilities are offered for training internally collaborators in small enterprises (workplace instructions, quality circles and coaching). The enterprise does not need any particular educational proficiency for using these in-house training forms. At the same time they also serve to sharpen the awareness of competencies' needs in the interest of the organisation and the management process.

The next tool gives an overview on working conditions conducive to learning. The term – work conducive to learning – means the conditions and possibilities to enable learning in the working process. Learning processes are consolidated by the implementation of the new knowledge gained in the process of working. Possible mistakes can serve as feedback and can also be useful to modify behaviour, learning from mistakes.

Small enterprises are under heavy pressure to improve due to structural changes. These changes and the subsequent higher complexity of practical tasks place a heavy load on the learning and innovation potential of employees and executives (requirements for new learning concepts). They have to be open-minded and flexible and learn to fit into permanent, lifelong and manifold processes of change and work content in new situations in order to assure individual development of competences and the success of the firm.
Only then will enterprises remain competitive in the long term, if they succeed to reach learning ability on the individual and organisational levels to continually develop new ideas and implement them in innovative products and services.

The subsequent tool presents methods with which the training needs of working groups or individual employees can be defined. Training aims at enabling individuals to master their practical tasks and to cope with unforeseen problems in production processes and changes in job requirements. To increase the motivation for further training and at the same time assure that the training meets the requirements, the following methods foresee the participation of both the immediate supervisor and the employee in the analysis of needs.

A flowchart for the development and implementation of a personnel development strategy can be found here. The development of competencies operationally relates to personnel development for the attainment of the business goals by optimum use of human resources. A permanent balance between the aims of the organisation and those of the staff  must be ensured especially as personnel development is increasingly seen as decisive strategic success factor for competitiveness.