The environment for further training has changed dramatically in recent years. The increasing complexity and the decreasing half-life of knowledge lead to an ever-increasing demand on further training. In addition, new technologies and e-learning are making a massive impact. Further training must, of course, meet these new requirements. Employees must always be prepared for current challenges and tasks as well as for changes in working methods (e.g. increasing project work). This is the mission of further education.
In addition to current knowledge, soft skills must also be taught. This task requires a clear goal orientation and a demand-oriented allocation of activities. Otherwise there is a risk of waste of resources (inefficiency) and overstrain / non-application of knowledge (ineffectiveness).
Table of Contents
Transfer security / Effectiveness success and cost assurance / Efficiency success in the focus of modern education controlling
1. Requirements for high-quality further training (control)
2. Central tasks of further education
3. Successful further training
4. Adequate execution / implementation of the needs analysis
5. Transfer security / effectiveness success of the training measure
6. Kostensicherung / Effizienzerfolg der Bildungsmaßnahme
6.1 Cost monitoring / control
6.2 Monitoring / control of benefits
7. Conclusion
Objectives and Topics
This work examines the critical intersection of educational controlling, transfer security, and cost efficiency within modern corporate environments, with a specific focus on the challenges faced by small and medium-sized enterprises (SMEs) in optimizing training measures.
- The importance of aligning further training with corporate and personnel strategies.
- Methods for overcoming transfer barriers to ensure sustainable learning application.
- Instruments for cost monitoring and the measurement of training effectiveness.
- Challenges in balancing qualitative education goals with quantitative economic constraints.
- Strategic approaches to improving the efficiency of investment in human capital.
Excerpt from the book
3. Successful further training
Further training is only successful if it is designed and implemented in line with requirements. And it is particularly important in SMEs (small and medium-sized enterprises) that this is handled accordingly. This is because there are hardly any human resources in these companies that can take such care of further training measures that they are dependent on a needs-oriented and successful implementation of knowledge (transfer success). Furthermore, these companies have hardly any control instruments to check the implementation of knowledge for success and, if necessary, to counteract it or make changes. Thus, the strategy formulation of the company is also a decisive factor. It determines the central steps of educational controlling. The strategies for the personnel area and the necessary measures are derived from this (Figure 1).
The departments must inform the personnel development department of the training needs of the individual employees. Managers must ensure that their employees can meet tomorrow's requirements. This gives rise to the need for training. In addition to technical tasks, the change in personal requirements plays an important role.
Personnel development in general can manage this contribution very well. In the end, there is a plan with the requirements per person. The form of further education is first selected by the personnel department / owner / manager according to didactic aspects.
Summary of Chapters
Transfer security / Effectiveness success and cost assurance / Efficiency success in the focus of modern education controlling: An introduction to the necessity of professional education controlling due to changing economic environments.
1. Requirements for high-quality further training (control): Discusses the impact of rapid knowledge aging and the increasing complexity of work on training demands.
2. Central tasks of further education: Highlights the role of training in maintaining competitive advantages and employee development despite limited resources.
3. Successful further training: Explores the specific difficulties SMEs face in designing needs-oriented training without extensive internal control structures.
4. Adequate execution / implementation of the needs analysis: Details the importance of the implementation phase and choosing the right training partners.
5. Transfer security / effectiveness success of the training measure: Analyzes the critical phase of ensuring that learned content is actually applied in daily operational practice.
6. Kostensicherung / Effizienzerfolg der Bildungsmaßnahme: Examines the economic evaluation of training investments through cost-benefit analysis.
6.1 Cost monitoring / control: Focuses on the categorization of internal and external training costs for profitability analysis.
6.2 Monitoring / control of benefits: Explains how to link training outcomes with strategic corporate objectives.
7. Conclusion: Summarizes the need for individualization, innovation, and partnership in future training strategies.
Keywords
Educational controlling, Transfer security, Efficiency, Cost-benefit analysis, SME, Further training, Human resources, Knowledge transfer, Learning success, Corporate strategy, Needs analysis, Training measures, Competitiveness, Skill shortage, Performance management.
Frequently Asked Questions
What is the core focus of this publication?
The work focuses on educational controlling as a strategic tool to ensure that corporate training measures are both effective in terms of knowledge transfer and efficient in terms of financial investment.
What are the primary themes discussed?
Key themes include the alignment of training with corporate strategy, the identification and dismantling of transfer barriers, cost-benefit analysis of training, and specific hurdles SMEs encounter in these processes.
What is the main objective of the research?
The primary goal is to provide a framework for SMEs to systematically plan, implement, and evaluate training measures to achieve a sustainable return on investment and ensure long-term competitiveness.
Which methodology is applied in this work?
The author uses an analytical approach, integrating current controlling literature with practical management models like the four-phase model of service engineering and the educational controlling cycle.
What topics are covered in the main section?
The main part covers the requirements for high-quality training, the implementation of needs analysis, strategies to secure transfer performance, and specific instruments for cost and benefit controlling.
Which keywords best characterize this work?
Essential terms include Educational controlling, Transfer security, Efficiency, SME, and Knowledge transfer.
Why is transfer security particularly challenging for SMEs?
SMEs often lack dedicated personnel and formal control instruments to manage and monitor the post-training transfer process, making them highly vulnerable to wasted training resources.
What is the significance of the "transfer gap"?
The transfer gap represents the discrepancy between the knowledge acquired in a learning environment and the actual application of those skills in the workplace; bridging this is vital for true educational success.
- Quote paper
- Dipl.-Betriebs- und Verwaltungswirt Maged Hassanien (Author), 2018, Transfer security. Efficiency success in the focus of modern education controlling, Munich, GRIN Verlag, https://www.grin.com/document/436946
