How do Swiss companies make the leap from personnel develo­pment 1.0 to 4.0?

We have arrived in the 4.0 era. This addition describes the world of work within the fourth indus­trial revolution: digitiz­ation. It also does not stop at personnel develo­pment. And so learning cultures in companies are turned to sooner or later. But how do Swiss companies make the leap from Personnel Develo­pment 1.0 to Personnel Develo­pment 4.0? And what influence does this have on the employer brand?

What training oppor­tu­nities can Employer Brand benefit from?

Nobody denies that modern personnel develo­pment offers a unique selling point with which employers can set themselves apart from the compe­tition in their employer branding. According to the study Recruting Trends 2018, which is also repre­sen­tative of Switz­erland, tailor-made training courses are among the top factors that companies use to inspire their employees.

However, Swiss employers are not parti­cu­larly well positioned here: 60 percent of companies find that they do not clearly diffe­ren­tiate themselves from the compe­tition in personnel develo­pment, among other things. This is the result of a study conducted by the Great Place to Work Institute in colla­bo­ration with the partner organi­sa­tions KLAR and the Institute for Strategic Management of the HWZ Zurich. The classical personnel develo­pment should therefore become personnel develo­pment 4.0 as soon as possible.

One step further is the inter­na­tional engineering and service group Bilfinger SE, which has a branch in Switz­erland. They imple­mented an internal learning academy that focuses primarily on e‑learning. With the Academy, the Group was able to achieve signi­fi­cantly greater acces­si­bility and Group-wide disse­mi­nation of its internal personnel develo­pment offerings. These are now also booked by specialist depart­ments, which the employer previously never reached with a printed training catalogue.

Personnel develo­pment 4.0: How can it be imple­mented?

E‑learning courses are definitely a step in the right direction, but they are usually completed on a stationary computer. However, in the mobile age, the need for even more flexible learning formats is incre­asing noticeably:

  • Knowledge should be imparted exactly at the moments when it is needed.
  • Learning should be able to take place at any time.
  • The absorption of new knowledge should take place independently of location.

This enables employees to access new know-how whenever they need it. In this way, gaps in knowledge can be closed immediately when they arise.

From e‑learning to mobile learning

There’s a solution for that, too. Why not simply call up the Learn-Academy via the device that everyone always has in their pocket anyway: According to the statistics portal Statista, the proportion of mobile Internet users using smart­phones in Switz­erland in 2018 was around 90 percent.

With an academy suitable for mobile use, e‑learning quickly becomes mobile learning. Videos, audio files, images, presen­ta­tions, technical texts – all of these are elements that can be integrated into mobile learning. They make it more varied and appeal to different types of learners. There is also the gamifi­cation aspect. By integrating playful elements such as quizzes into the learning program, an enormous motivation boost can be generated for learners. Cause quizzes are just about anybody’s fun.

Another advantage: networking and social learning. Even if one employee is in New York and the other somewhere in Europe. You can view the same content, take the same tests and exchange infor­mation in parallel or with a time delay.

The effect of such a mobile learning offer is that employees have the feeling that their employer is looking for tailor-made solutions in personnel develo­pment that make their daily work much easier. This is lived appre­ciation. What else could be more positive for the employer brand?

Sonja Dietz

Sonja Dietz

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