Learn more about different types of professional training development, continuing education trends and different application areas. A free ebook on this topic can be downloaded at the bottom of the page.
In face-to-face learning, the dino of continuing vocational professional training, the seminar leader and learning group come together at the same time to work on learning content together, to discuss it and to achieve common learning goals. Although the presence learning in seminars was supplemented by various new forms of learning, it is not (yet) to be excluded from the further professional training. Because it still offers a number of advantages.
However, disadvantages that cannot be discussed away are:
The continuing education market is still rather traditional at the moment: First and foremost, internal or external presence formats dominate. 98 and 88 percent respectively of medium-sized companies rely on this. On the other hand, webinars or web-based training courses are much less widespread, each accounting for 37 percent. These are the findings of the Leipzig Graduate School’s Continuing Education Trend Monitor.
The authors of the study conclude: “Continuing vocational training in enterprises is one of the few areas in which digitization is on the upswing, but still at a relatively early stage. Companies now have the opportunity to actively shape change within continuing vocational professional training. With the integration of new learning formats into in-company continuing training, a considerable increase in efficiency in personnel development can be achieved. The new professional training formats can be integrated more flexibly and precisely into everyday working life. So the acquisition of knowledge can always take place when it is necessary. Companies should use this competitive advantage: Content, processes, software and hardware as well as legal regulations change at ever shorter intervals.
The driver of this development is digitization, and in most industries shortened product life-cycles. This always requires new user knowledge. In addition, work content is changing rapidly. More and more routine tasks are being outsourced to the computer and the human resource is increasingly turning to the field of knowledge work.
In other words, we carry out fewer and fewer recurring work processes, but works more strategically and creatively. In order to be able to adequately fulfill these tasks, the individual must constantly update new fields of knowledge.
If companies provide the right infrastructure for this, internal company decisions are always made on the basis of the latest knowledge. This leads to better results. “Therefore, it is not enough to have good schools and education. We must also ensure that all workers can regularly renew and adapt their skills and qualifications so that today’s workers can do tomorrow’s work. Further professional training will thus become a central prerequisite for securing work and prosperity in the future,” summarizes Hubertus Heil, the German Federal Minister of Labour and Social Affairs, in the foreword to the study “Further training for the digital world of work”.
According to the representative survey conducted by Bitkom Research on behalf of VdTÜV e.V. and Bitkom e.V., this customer has also reached most employers:
In practice, however, continuing education leveraging digital and mobile tools is still in its infancy. On average, only 2.3 training days are available per employee and one in five companies states that they do not offer any training at all. Digital learning tools can help close this gap.
Conclusion: A new start in lifelong learning and professional training is needed. Not only does further training have to become more digital and more flexible in the everyday lives of employees. Enterprises must also give workers the opportunity to develop their knowledge and to include the time needed for this more strongly in working time calculations.s
In the future the demand for digital and specialist skills will increase. Employees must also redevelop certain social skills. For example, the ability to work in a team will become more important. Because teamwork is a good way to work on creative and interdisciplinary tasks in an increasingly complex working environment. More and more often, teams will be composed of experts who complement each other in their specialist knowledge. The more efficiently they work together, the more successfully they manage their tasks. Accordingly, communication skills are required to ensure a smooth exchange of specialist knowledge. The teaching of social skills must in future be part of in-company continuing training. Experts call this reskilling.
According to the study “How companies prepare their employees for the world of work 4.0” by the non-profit organization Ashoka and the management consultancy McKinsey & Company, reskilling supplements the necessary measures for upskilling within continuing vocational professional training. This means that employees in all existing jobs must be trained to use new digital tools and applications.
“Upskilling and reskilling are short-term measures with which companies must train their employees in order to react to the first waves of technological changes,” says Matthias Daub, co-editor of the study and partner at McKinsey. But where do companies stand here? This is shown by the following two use cases.