Promoting ongoing development – avoiding stagnation
|
All management teams know that the technical superiority of your products can only be translated into business success
by communicating the associated knowledge to customers and internally to specialists willing to take on responsibility.
Thus it is no longer a question of whether to invest in knowledge promotion and training, but how.
That requirement is usually met by face-to-face training courses. |
|
Such events are generally cost-intensive (travel, accommodation and subsistence, venue and infrastructure, course materials for trainers and trainees, planning and management) and, due to the differing levels of knowledge of the attendees alone, rarely achieve the desired results.
The needs of individuals cannot be adequately catered for by training in groups, but even higher levels of expenditure and organisation are associated with individual training.
Long-term planning of training is very difficult due to the differing work profiles and unpredictable workload of staff and accordingly is very inflexible. |
|
Furthermore, the learning success rate is unpredictable because it is determined primarily by the individual concentration levels of the learners. |
|
|