One of a company's competitive advantages is its organizational ability to use strategically important competencies for its own innovation and value creation processes. In this way it improves its competitiveness.
Many small and medium-sized enterprises (SMEs) do not use this opportunity for more growth.
The companies surveyed clearly indicated that they usually have no local conditions and resources of their own to develop competence development strategies and to follow them up on transfer success and measure them for success in further training.
The structures and processes for personnel development and thus the internal services for changes and innovations in the operative processes are hardly developed in these companies.
The assessment of success by the training companies commissioned with the implementation of qualification and development measures is limited to the learning field.
In order to ensure knowledge transfer, however, it would be necessary to extend further training controlling to the fields of activity of the participants. After all, it is not only a question of whether the participant has acquired a learning success, but whether he is in a position to implement the learning success.
Benefit-oriented evaluations, i.e. evaluations of the success of qualification measures from the economic perspective hardly play a role in practice.
The low equity ratio in SMEs hampers investment in professional skills development. Last but not least, there is a lack of marketable services to support innovation processes in SMEs.
How can the development of skills for innovation processes in SMEs be promoted by innovative continuing training companies and how can the success of continuing vocational training be measured and evaluated for the company, its employees and the participants?
A strategic field of action for continuing training companies is the systematic development of tailor-made services to support learning in dialogue with SMEs. Their wishes and needs are the starting point and the benefit, the goal of the development process in which they are integrated as customers by the training companies. The concept of "Innovation and Value Creation Partnership" (IWP) is a model for systematic service development in continuing training companies.
Table of Contents
1. Competencies for innovation and value creation processes
2. IWP - a concept for dialogical performance development
3. Conception of participative further training controlling
4. Methodological principles
5. The measurement of transfer success by further training controlling is of course a good prerequisite for the subsequent evaluation of the contribution of a qualification and development measure to the success of the company.
6. Conclusion
Objectives and Topics
This work explores how small and medium-sized enterprises (SMEs) can effectively bridge the gap between training measures and real-world application through participative controlling. It addresses the challenge of measuring the economic and pedagogical success of qualification measures by involving stakeholders directly in the development and monitoring processes to ensure long-term competence growth and competitiveness.
- Competence development strategies for SMEs
- Participative further training controlling models
- Methodological application of service engineering in training
- Transfer success and the elimination of workplace barriers
- Benefit-oriented evaluation of vocational training
Excerpt from the Book
3. Conception of participative further training controlling
Participative further training controlling is a concept with which company training and further training by SMEs and the further training companies can be planned, controlled and monitored in a goal- and result-oriented manner.4 The employees and stakeholders affected by the qualification and development measures are actively involved in this process. Goal-oriented means that continuing vocational training is interlinked with corporate strategy and results-oriented means that economic (in the sense of benefit expectations) and pedagogical-psychological criteria and key figures form the basis for continuing training controlling. In IWP with training companies, SMEs are not only co-designers of the new services, but they are also co-controllers in the planning, control and monitoring of service development processes.
Summary of Chapters
1. Competencies for innovation and value creation processes: Analyzes why SMEs often lack the resources to align training with innovation and highlights the necessity of extending controlling into the field of activity.
2. IWP - a concept for dialogical performance development: Introduces the "Innovation and Value Creation Partnership" as a collaborative model between training providers and SMEs.
3. Conception of participative further training controlling: Details a goal-oriented framework where SMEs act as co-designers and co-controllers of their qualification measures.
4. Methodological principles: Describes the foundation of the concept using Kirkpatrick’s four-level model of evaluation to reflect economic and pedagogical dimensions.
5. The measurement of transfer success by further training controlling is of course a good prerequisite for the subsequent evaluation of the contribution of a qualification and development measure to the success of the company.: Discusses the transition from learning success to economic benefit and the use of target agreements as a practical assessment tool.
6. Conclusion: Summarizes how participative approaches and target agreements improve the efficiency and effectiveness of vocational training for SMEs in the long term.
Keywords
Participative controlling, SMEs, further training, competence development, innovation, service engineering, transfer success, IWP, performance development, educational controlling, Kirkpatrick model, target agreements, vocational training, knowledge transfer, economic benefit.
Frequently Asked Questions
What is the core focus of this publication?
The work focuses on improving the effectiveness of vocational training in small and medium-sized enterprises (SMEs) by implementing participative controlling models that bridge the gap between learning and workplace application.
What are the primary thematic areas?
The main themes include service development in training, the integration of customers into training design, transfer support measures, and the economic evaluation of qualification investments.
What is the primary research goal?
The goal is to determine how training companies can systematically develop services in dialogue with SMEs to ensure that training leads to measurable success for the company, its employees, and participants.
Which scientific methodology is applied?
The concept is methodologically grounded in Donald L. Kirkpatrick’s four-level model of evaluation, adapted for participative processes and service engineering.
What does the main body address?
It addresses the identification of transfer barriers, the role of target agreements in measuring performance, and the structural requirements for collaborative innovation partnerships.
Which keywords characterize this work?
Key terms include participative controlling, SMEs, competence development, transfer success, and innovation partnerships.
How do transfer barriers impact the success of training?
Transfer barriers—such as lack of time, inadequate definition of goals, or resistance from superiors—inhibit innovation and cause economic losses by preventing the practical application of acquired skills.
Why are target agreements preferred over complex models?
For SMEs and training providers, target agreements are considered a more measurable, transparent, and practical alternative to complex evaluation models that often rely on generalized projections.
What is an "Innovation and Value Creation Partnership" (IWP)?
IWP is a collaborative model where SMEs participate as strategic partners in the development and implementation of tailored training services provided by continuing training companies.
- Arbeit zitieren
- Dipl.-Betriebs- und Verwaltungswirt Maged Hassanien (Autor:in), 2018, Increasing the effectiveness and efficiency of continuing training measures through cooperation between continuing training companies and SMEs, München, GRIN Verlag, https://www.grin.com/document/436944
