We take six factors into consideration when developing our workforce.
Competencies and values
Every role/position requires certain competencies, which can divided into four groups:
- Technical/functional competencies
- Social competencies
- Managerial competencies
- (Intra-) personal competencies
Competency development is at the centre of L&D. It is not always necessary to cover all the aspects mentioned above, but an effort should be made to develop and enhance at least one or some of them.
In all cases, learning should always be relevant and conform to our core values, highlighting how a development process builds the individuals’ competencies, enabling professional growth.
L&D serves the needs of the organisation and enables strategy execution by developing and enhancing the competencies, knowledge and skills of employees in the required aspects. Any L&D initiative or programme should first serve company requirements and address individual interests and preferences second.
Considering the target group
Very few trainings allow for a one-size-fits-all approach. As a result, L&D programmes and initiatives need to serve the needs and requirements of a specific target group.
Modular is better
Research confirms that regular small modules of learning have a bigger effect and are more sustainable than a few sessions or even only one-time learning. Such big one-time learning events, such as a week-long onsite seminar, mean high costs for the organisation and a great deal of input has to be given to the learner. Without preparation, follow-up and reflection, and additional learning elements such as reading, project work, coaching, mentoring or learning nuggets, such learnings are often ineffective and unsustainable.
The breakdown: 70-20-10
The 70-20-10 model for L&D corresponds to a proportional breakdown of how people learn effectively:
- 70% from challenging assignments, on-the-job experiences, working on tasks and problems;
- 20% from developmental relationships, feedback and working through good and bad examples of the behaviour or action that prompted the development process; and
- 10% from coursework, training and reading.
Whenever possible, L&D initiatives and programmes at Saurer will follow this model.
Driven by employees, inspired by their strengths
As an employee, you are expected to take ownership of your performance, learning, personal development and employability. You are in the driving seat and it is your responsibility to recognise your own strengths and possible career path as well as shortcomings and developmental needs.