Academy: Your learning accelerator

For Entrepreneurs, HR Managers, and Personnel Developers

Learning objectives are always business objectives.
Choose the right learning accelerator:
From pragmatic quick wins to building an academy. We always keep effectiveness and cost-efficiency in mind.

Schedule a personal initial consultation now!

↓ References ↓

Engaging learning concepts – The success factor for your employees

Sandra Schmidt
Sparring Partner for Academy Development | Head Of Back Office at ProGemma

With Competence to Success – Achieving Learning Goals with the Right Tools

Meike Leue
Learning Architect | Coach | Trainer

Your Benefits

1. Improved employee retention and motivation

2. Company-specific training concept.

3. Cross-departmental knowledge transfer

4. Continuous education

5. Tailored training with certifications

6. Faster adaptation to new challenges

7. Cost-optimized training

Have you ever considered the following questions?

Is the resource “employee” being utilized 100% in your company?
How can you increase efficiency with your employees’ knowledge within the company?
Are your employees being properly trained by their managers?
Do all employees have the necessary product knowledge?
Are your employees regularly trained on new topics (like AI)?
Is teamwork/collaboration within the company specifically promoted?

Schedule a personal initial consultation now!

Case study

Sascha Kempa took over the management of a traditional, medium-sized mechanical engineering company nearly a year ago. Due to the impact of the COVID-19 pandemic, supply chain issues, high energy prices, and increased international competition, the company has fallen into the red. Kempa’s mission is clear: to make the company future-proof. This is an enormous challenge that will bring significant changes:

Based on the new strategy, new markets need to be tapped, the product range will change, production methods will be adjusted, processes streamlined, and there will be an uncompromising focus on automation and digitalization.

Economically logical. And necessary.

As a consequence, entirely new competency profiles for employees are required. Some employees have been with the company for 30 years or more. They are proficient in their jobs and, together with their families, are financially and emotionally closely tied to the company.

Will it be possible to transform the workforce, with all their fears and resistance, as effectively as the processes?

It MUST be! Sascha Kempa has a social responsibility towards these families. Additionally, there is a shortage of skilled workers, and the required digitalization and automation experts cannot be recruited in the necessary time and numbers.

Kempa’s success will depend on the upskilling and reskilling of the current workforce. On building a learning organization.

But how can this be achieved? Kempa is in the phase of “conscious incompetence” and is seeking external help.

Practical Example 1

Company:

Waste Management Company, >1,500 employees, approximately 40 locations

Situation:

Increasing cost pressure, significant personnel growth, heterogeneous qualification levels among employees, opening of new locations, diversification of service portfolio, business succession

Requirements:

Implementation of Lean Management in theory and practice
Implementation of changes and sustainable anchoring in the organization
Increase in efficiency and productivity (reduction of waste)
Cost reduction
Process optimization
Quality improvement
Qualification and development of specialists and executives

Solution for HR:

Initiation of the expansion of the personnel development department
Establishment of an in-house corporate academy
Selection and implementation of e-learning software across the group
Setting standards for the e-learning area and integration into the HR sector
Creation of numerous technical and methodological training courses (full-service and supportive)
Development of a qualification matrix
Conducting employee surveys
Coaching and leadership training/development (1st-4th level)
Train-the-trainer program
Methodology training
Planning and conducting boxing camps for truck drivers

Result:

Reduction of waste / Increase in productivity / Error reduction
Empowerment of employees in their daily tasks (in a demanding environment)
Establishment of the academy within the organizational structures and among employees as a learning organization
Recruitment of additional high-potential employees
Future security

Practical Example 2

Company:

Automotive Supplier, >1,000 employees, locations in Germany, South America, Eastern Europe

Situation:

Increasing cost pressure, high level of customer complaints, heterogeneous qualification levels among employees, lack of diversification in customer industries

Requirements:

Holistic assessment of performance (organization & processes)
Building a powerful and lean sales organization for new customer acquisition
Increase in efficiency and productivity in production and production-related areas (production control, logistics, quality management)
Process optimization and cost reduction
Improvement of collaboration
Establishment of an internal academy (including foreign subsidiaries)
Training and qualification of specialists and executives (including on the shop floor)

Solutions for HR:

Employee surveys
Building organizational structures
Establishment of an in-house corporate academy
Selection and implementation of e-learning software across the group
Setting standards for the e-learning area and integration into the HR sector
Creation of numerous technical and methodological training courses (full-service and supportive)
Implementation of e-learning (including creation of numerous individual e-learning courses, including for the shop floor area)
Conducting numerous face-to-face training sessions and workshops
Leadership training and development
Train-the-trainer program
Training of production specialists
Onboarding new employees
Methodology training
Problem-solving workshops
Creation of brochures / training catalogs and promotional materials (content, layout/design)
Sparring / coaching of the academy director

Result:

Significant reduction of waste, increase in productivity, reduction of errors, and increase in self-responsibility
Introduction of the internal academy including structures, standards, e-learning, and trainer development
Qualification program for production specialists (100 training hours per employee)
Training portfolio consisting of numerous face-to-face, practical, and e-learning courses
Performance-based compensation concept
Entry into new markets / significant increase in revenue
Future security

Practical Example 3

Company:

Global Player in Automotive/Aircraft, >250 employees, locations in Germany, Asia, America

Situation:

Reorganisaztion and restructuring of a family-owned business with enormous growth potential

Requirements:

Support in strategic and operational realignment aimed at increasing efficiency

Solution for HR:

Establishment of an in-house corporate academy
Selection and implementation of e-learning software across the group
Setting standards for the e-learning area and integration into the HR sector
Creation of numerous technical and methodological training courses (full-service and supportive)
Leadership training and development, train-the-trainer program
Onboarding new employees
Methodology training, problem-solving workshops
Creation of corporate design
Selection, setup, sparring, and coaching of the academy leadership and team

Result:

Employees are optimally prepared for current and future challenges
Significant increase in self-responsibility and productivity
Development of a high-performance internal academy
Conducting 32 (individual) training hours per employee (blended learning)
Increased employee satisfaction and retention
Significant boost in innovation
Future security

Practical Example 4

Company:

Financial Service Provider, globally represented in >30 countries, approximately 2,000 employees

Situation:

Restructuring of the entire sales structure in Germany to best place all established and new financial products with target customer groups.

Requirements:

Create acceptance among all approximately 90 sales employees for the reorganization of sales territories and leadership structures, and optimize sales competencies.

Solution for HR:

Derive learning needs from the aforementioned goals in collaboration with sales management and HR.
Initial training with sales leaders to clarify their role in the change process and establish a common expectation.
Design of a hybrid workshop unit.
Define a pilot group of salespeople, conduct 1:1 conversations in advance, develop use cases, conduct the pilot workshop, refine it based on participant feedback, and roll it out to the entire sales group.
Follow up on insights and goals through managers to ensure long-term success.

Reesult:

Establishment of a unified sales understanding and development of internal networks among sales employees.
Increased confidence in sales approaches and contribution to the acceptance of the new situation.
Future security

Practical Example 5

Company:

Personnel Service Provider, globally represented in 33 countries, approximately 13,000 employees (including around 4,000 employees in Germany)

Situation:

Significant personnel growth, opening of new locations, diversification of service portfolio, spin-off of individual business areas into independent GmbHs.

Requirements:

Customization of internal training and development to meet the specific needs of new specialization areas and varying maturity levels of employees, considering cost-effectiveness and scalability.

Solution for HR:

Expansion of the internal Learning Center (Academy) as a learning accelerator, nucleus of the learning strategy, and sparring partner for departments.
Modularization of learning offerings (“buffet” instead of “menu”) to quickly and flexibly build target group-specific learning journeys from the modules.
Introduction of digital learning infrastructure to offer analog, digital, formal, informal, synchronous, and asynchronous learning modules and simplify administration.
Introduction of competency-based learning, distinguishing between concept-based and action-oriented content.
Establishment of UGC (user-generated content), train-the-trainer, and key-user models to methodically strengthen departments.

Result:

Over 170 different roles in the company were individually addressed.
Increased employee motivation to actively engage in the learning process and self-directed professional development within departments.
Development of the Learning Center into an industry “lighthouse,” winning awards for innovative learning projects.
Future security.

Schedule a personal initial consultation now!

The 4 stages of learning

Phase 1:
In this phase, people try to solve problems with familiar means, even if they are not necessarily suitable. They are unaware of other methods. “If all you have is a hammer, everything looks like a nail.”

Phase 2:
In this phase, people either exhibit a steep learning curve to solve problems or bring in experienced experts.

Phase 3:
In this phase, people apply their knowledge and are highly productive.

Phase 4:
In this phase, people are so routine that processes run unconsciously. They still try to solve problems with familiar means, even if they are not necessarily suitable. The difference from Phase 1: They know other tools but haven’t used them in a long time and have forgotten them.

Optimal use of existing spaces

We understand the importance of resource optimization. Our internal academy leverages intelligent use of existing infrastructures, such as available meeting rooms, to create a conducive learning environment without additional construction.

State-of-the-art software solutions

Our internal academy utilizes a proven e-learning software distinguished by its user-friendliness, adaptability, and seamless integration of Learning Management System (LMS) with Content Management System (CMS). This software enables flexible and effective knowledge transfer, which is easy to learn and adaptable to meet the individual needs of employees.

Qualification of in-house trainers

We rely on the train-the-trainer principle to ensure that internal trainers are highly qualified. Through continuous training and development opportunities, we ensure that employees are always up-to-date with the latest knowledge and achieve optimal training results.

Learning concept workshops

Choosing an effective learning approach is based on aligning your current learning and corporate culture with your strategic direction and your short-, medium-, and long-term business goals. Understanding the principles of motivation and employee retention helps in deciding on effective learning methods. In collaborative Learning Concept Workshops, we lay the foundation for the approach that best suits your needs.

How do you evaluate if the investment in learning is successful?

One way to assess this investment is by comparing it with vacancy costs or the loss of performance due to a lack of competencies.

Try our vacancy cost calculator here (Excel download – German).

Are you curious?

Then schedule a non-binding appointment to discuss with ProGemma or our partners.

Schedule a personal initial consultation now!

Sandra Schmidt

Sparring Partner for Academy Development | Head Of Back Office at ProGemma
www.progemma.com

Meike Leue

Learning Architect | Coach | Trainer
www.meike-leue.de

Mujibor de Graaf

CEO Fellow digitals
www.fellowdigitals.com

For Entrepreneurs, HR Managers, and Personnel Developers

Learning objectives are always business objectives.Choose the right learning accelerator: From pragmatic quick wins to building an academy. We always keep effectiveness and cost-efficiency in mind.

Your Benefits

1. Improved employee retention and motivation

2. Company-specific training concept.

3. Cross-departmental knowledge transfer

4. Continuous education

5. Tailored training with certifications

6. Faster adaptation to new challenges

7. Cost-optimized training

Have you ever considered the following questions?

Case study

Practical Example 1

Practical Example 2

Practical Example 3

Practical Example 4

Practical Example 5

The 4 stages of learning

Optimal use of existing spaces

Optimal use of existing spaces

State-of-the-art software solutions

State-of-the-art software solutions

Qualification of in-house trainers

Qualification of in-house trainers

Learning concept workshops

Learning concept workshops

Are you curious?

Wir freuen uns über Ihre Kontaktaufnahme mit uns!

Learning objectives are always business objectives.
Choose the right learning accelerator:
From pragmatic quick wins to building an academy. We always keep effectiveness and cost-efficiency in mind.