In: business-wissen.de
Even though coping with the crisis is currently the main activity of many companies, the training of employees should not be neglected.
The years 2007 and at least the first half of 2008 clearly showed the need to catch up around continuing education. It is probably clear to all of you that you are intensively and purposefully concerned with good qualification. Nevertheless, many measures have been postponed or even cancelled with the onset of the crisis. From a purely business point of view comprehensible and explainable. Looking at the future of companies, however, the picture is quite different.
The good qualification of the employees is the development opportunity of the company in the future
Particularly highly qualified employees see continuous training as an important value and a key differentiator for choosing an employer. The repeatedly read reports of a lack of skilled workers are, among other things, a result of years of restraint in continuing education. In the current press reports, we can be confident that the importance of further training among decision-makers in companies has increased significantly. This awareness is probably a positive side effect of the crisis. However, there is another well-known problem: many want to carry out further education, but the financial resources are missing, or the indispensable employees currently have even less time.
More than ever before, training must be targeted - specifically - efficient and effective. This requires a close dialogue with all involved. The employee should receive exactly the qualification he currently needs, and which will bring him forward professionally. The transfer of new knowledge into everyday life is thus very high.
In view of the current demands in everyday working life, attention must be paid even more than before to the combination of so-called soft and hard topics. In my opinion a separation into soft and hard is unfavourable on many topics. For one, you do not do justice to the employee and incomplete qualify him, on the other hand, it is still so that "soft" has no economy.
Even if, for example, an employee learns something about new software or process organization, in this context he must hear something about the context of change management and persuasion (i.e. communication). What difficulties in the workforce or in management does he have to expect and how can he deal with it? The acceptance of the participants for soft topics is also higher if the content is offered in an event with hard facts. Otherwise, the soft topics always fall by the wayside.
Qualification of executives
In this context, consider a key task: Qualification of executives. Leadership remains a constant theme. To be able to achieve more awareness with good leadership in a company together with employees is probably everywhere. But what is good leadership?
The exciting thing about us is our diversity and individuality. We have different abilities and inclinations and can do individual things very well, others badly or not at all. In this heterogeneity is the success for example, good project work and in sum for the results achieved in the companies. In the current situation of most companies, it is precisely this heterogeneous structure that can be very helpful to the staff. The crisis clearly shows that the known tools are not enough to meet them. The more controversial the situation in the company is discussed, the more ideas arise. But we must get involved in discussing issues on several occasions, enduring and smoothing out tensions, enduring unrest. What we often have in mind is "our" goal. But is it the goal of others? Is this the right destination?
These questions can only be worked on and answered together in a labour-sharing world with increasingly complex structures. And we can hope that our lateral thinkers in the company still have the courage to give their position and do not even have the tunnel vision.
It is a diverse mixture of topics related to the complex leadership. Corporate culture, values, promotion of competence, goal orientation, situational leadership, emotional intelligence, communication are just some of them.
Mediating the topics is not enough! There must be scope for the manager to implement the new findings in everyday life. Therefore, it is important to top down all leaders in leadership activities. Seminars, workshops and coaching can be used as tools. But: please not as a short straw fire! After the measures it is very important to monitor and control the jointly developed implementation targets.
Everyone benefits from success - employees, executives, companies, customers. Design the qualification according to the slogan: Qualification with the employees - for the employees and always remember: Only what fits exactly, finds the necessary acceptance!
In: business-wissen.deEven though coping with the crisis is currently the main activity of many companies, the training of employees should not be neglected.The years 2007 and at least the first half of 2008 clearly showed the need to catch up around continuing education. It is probably clear to all of you that you are intensively and purposefully concerned with good qualification. Nevertheless, many measures have been postponed or even cancelled with the onset of the crisis. From a purely business point of view comprehensible and explainable. Looking at the future of companies, however, the picture is quite different.The good qualification of the employees is the development opportunity of the company in the futureParticularly highly qualified employees see continuous training as an important value and a key differentiator for choosing an employer. The repeatedly read reports of a lack of skilled workers are, among other things, a result of years of restraint in continuing education. In the current press reports, we can be confident that the importance of further training among decision-makers in companies has increased significantly. This awareness is probably a positive side effect of the crisis. However, there is another well-known problem: many want to carry out further education, but the financial resources are missing, or the indispensable employees currently have even less time.More than ever before, training must be targeted - specifically - efficient and effective. This requires a close dialogue with all involved. The employee should receive exactly the qualification he currently needs, and which will bring him forward professionally. The transfer of new knowledge into everyday life is thus very high.In view of the current demands in everyday working life, attention must be paid even more than before to the combination of so-called soft and hard topics. In my opinion a separation into soft and hard is unfavourable on many topics. For one, you do not do justice to the employee and incomplete qualify him, on the other hand, it is still so that "soft" has no economy.Even if, for example, an employee learns something about new software or process organization, in this context he must hear something about the context of change management and persuasion (i.e. communication). What difficulties in the workforce or in management does he have to expect and how can he deal with it? The acceptance of the participants for soft topics is also higher if the content is offered in an event with hard facts. Otherwise, the soft topics always fall by the wayside.Qualification of executivesIn this context, consider a key task: Qualification of executives. Leadership remains a constant theme. To be able to achieve more awareness with good leadership in a company together with employees is probably everywhere. But what is good leadership?The exciting thing about us is our diversity and individuality. We have different abilities and inclinations and can do individual things very well, others badly or not at all. In this heterogeneity is the success for example, good project work and in sum for the results achieved in the companies. In the current situation of most companies, it is precisely this heterogeneous structure that can be very helpful to the staff. The crisis clearly shows that the known tools are not enough to meet them. The more controversial the situation in the company is discussed, the more ideas arise. But we must get involved in discussing issues on several occasions, enduring and smoothing out tensions, enduring unrest. What we often have in mind is "our" goal. But is it the goal of others? Is this the right destination?These questions can only be worked on and answered together in a labour-sharing world with increasingly complex structures. And we can hope that our lateral thinkers in the company still have the courage to give their position and do not even have the tunnel vision.It is a diverse mixture of topics related to the complex leadership. Corporate culture, values, promotion of competence, goal orientation, situational leadership, emotional intelligence, communication are just some of them.Mediating the topics is not enough! There must be scope for the manager to implement the new findings in everyday life. Therefore, it is important to top down all leaders in leadership activities. Seminars, workshops and coaching can be used as tools. But: please not as a short straw fire! After the measures it is very important to monitor and control the jointly developed implementation targets.Everyone benefits from success - employees, executives, companies, customers. Design the qualification according to the slogan: Qualification with the employees - for the employees and always remember: Only what fits exactly, finds the necessary acceptance!