Compulsory Training Courses

Is that also possible in an agile and self-reliant manner?

We think so. And have a few ideas how to do that.

Most employees are familiar with further training (so far) from face-to-face seminars and e-learning courses on the learning platform. Digital learning content is mostly still classic web-based trainings (WBTs), supported by video content, quizzes and guidelines. But let's be honest: Did the employees learn a lot in the process? Was it fun to click through these WBTs and, mostly through trial and error, to find the didactically pre-planned path to the learning objective “Compliance behavior with gifts and gratuities”? Do the colleagues still have a stable side position two weeks after the face-to-face training to freshen up first aid? Most compulsory training courses are from the point of view of an effective learning format really only compulsory. The better choice would be contemporary, agile and self-reliant, continuous learning opportunities that take place in everyday life.

Our Theses

1. The HR department must pay more attention to compulsory training, as its previous level of effectiveness is insufficient.

2. Compulsory training can’t be effectively carried out through regular WBTs or seminars that are largely separate from everyday work.

3. Compulsory training courses are the perfect opportunity to integrate a modern, contemporary learning culture and exciting learning formats into everyday work.

4. A scalable approach for modern compulsory training can also be characterized by agile, independent learning by employees.

The Lernhacks-Approach: 4 Principles

Compulsory training has so far been characterised by a strong demand for control by the HR department or management. With good reason: Because there are clear legal rules and obligations to provide evidence on the part of the employer for compulsory training. This claim to control is also carried over to the design of compulsory training: They are highly instructive and appellative, i.e. in addition to basic knowledge, they always convey instructions, prohibitions, commands and tips.

The didactic-methodical background: A linear learning process with a defined start, path and goal. Good compulsory training should react to each case or scenario in which the learners make decisions and learn from the consequences of the fictitious action. That is certainly a good approach. But there is more to it.

Classic Learning Process

Effective compulsory trainings begin in the everyday work routine. Not in any, but in the everyday work routine of the employees themselves.

Legally secure and didactically effective compulsory training courses enable employees to deal with their work environment in a self-reflective manner. As part of the analysis of their own work situation, the of the team, the conditions of the space, etc., the employees receive an offer of information materials with which they can work. In the course of this independent learning, the knowledge modules are not only penetrated through constant transfer to one's own work environment, but the chance increases that they will lead to concrete activities and thus in the medium term to a change in behaviour.

Instead of a pre-planned learning process, an agile approach to compulsory training provides a learning setting that enables employees to achieve the learning goal with the help of information, tools and contact persons.

Contemporary effective learning setting

Badges for defined content

From the point of view of HR managers: Is the agile approach scalable at all and do we meet the obligations to provide evidence?

Yes. The agile approach secures the legal requirements and, as a contemporary learning format, can significantly increase the effectiveness of trainings. When employees themselves become the designers of their learning experience, the learning objective of the compulsory training is achieved. This includes having a large number of accessible impulses, resources and opportunities for exchange (e.g. communities of practice), being guided with reflection tools, analysing the own daily work routine, using information and instructions to rethink and change the own courses of action. Thereby, the training don’t have to end by ticking it off the list for the HR department. With compulsory topics, real independent learning leads exactly to the fact that employees begin to pay attention to the topics in a more sustainable manner in their everyday work. This also would mean that the HR department transforms from creating a selective learning offer to creating one that is always available.

For HR managers, these new compulsory training courses no longer focus on the learning process itself, but on the result. For example, badges could be developed, i.e. small awards or certificates for achieved learning goals and standards, most of which are acquired informally (keyword: 70:20:10 framework of learning). These badges not only check the knowledge, but also activities and changes in behaviour over a longer period of time. The badge has clearly defined content, standards and goals and the badge is based on a valid test instrument. So it can be used for legally secure evidence.

Employees receive badges, if:

• They achieve basic knowledge

• They show defined activities on the topic over a longer period of time.

• They have noticeably changed their behavioural patterns.