Learning place
Lernstatt stands for "learning in the workshop" and was created against the background of the massive employment of foreign workers in the 1970s.
In order to integrate them professionally and socially, they were introduced to the necessary basic knowledge (language, company structure) in a "training workshop", with the aim of reducing the consequences of a lack of integration ( fluctuation , high absenteeism , reject rates and lost time, difficult working atmosphere ). Since this qualification method also appealed to German employees, the model was extended to them. This made it necessary to orient a learning place towards specific goals. The creation of the learning center is independent of the Japanese quality circleMovement, goes back to attempts by the German companies BMW and HOECHST and was already regarded by them as a fully developed model in 1982 after almost ten years of practice.
The learning workshop groups dealt with topics related to the formation of quality awareness, the creation of identification with the company, the readiness for changes, an overarching cooperation and the expansion of personal and professional qualifications.
Work in the learning center
A learning group usually consists of 6–8 employees from the company. These are selected by the manager, master or foreman. Two experienced employees (shift supervisor, foreman) lead the learning groups. These moderators must be trained beforehand in their own seminars (usually over several days and outside the company). After the learning center program has started, it is recommended that the moderators exchange experiences on a regular basis. The main burden of the work in the workshop is initially borne by the employees selected as moderators. You must be the first to develop towards more openness, towards more personal security in dealing with colleagues and superiors, respond appropriately to your employees in the groups and be able to counteract any "mockery". This is offset by an improvement in the company's position, considerable personal development and, sometimes, an allowance in remuneration ( workshop circle ).
Organization of the learning space
The group sessions take place once a week for one to two hours over a period of two to three months. Then the learning group dissolves again and a new one is put together. If possible, a conference room should be available to the groups within the company, so that objects from the company can be seen if required.
The starting point of the learning group work are problems of the participants and not predetermined learning concepts. If questions cannot be clarified within the group, information can be obtained from experts to solve them. To this end, the group invites foremen, operations managers or external consultants to a meeting - they must be obliged to come within a reasonable period of time - and asks them. The organizational framework for the work in the workshop includes bodies such as
- a group of advisors that corresponds to a steering group for quality circles, and
- a learning center that is comparable to the function of the coordinator.
The Central Learning Center is an internal project group . It is made up of employees from the education system and delegates (experienced moderators) from the production area, with the latter only being at the head office for a limited period and being formally subordinate to the relevant production management.
chances and risks
The most important feature of the learning place concepts is the openness of this approach. On the one hand, this creates opportunities for realizing the participation and qualification needs of the employees. On the other hand, there is also the risk that the learning center will be used as a kind of informal assessment center for workers. Although this risk is mitigated by the provisions of Section 95 BetrVG (selection guidelines), it makes sense to point out that influences on personnel development should be avoided in this way. The chances are rated higher, however, because the learning center enables operational experiences to be deepened, exchanged and passed on. In addition, if used properly, it offers the possibility of qualification at a uniform level and helps to promote communication and thus the flow of information within the company.
Positive effects can also be seen in identifying with corporate goals, in satisfying professional and personal interests (promoting personality), and thus in motivating employees.
Experienced companies
swell
- ↑ H.-H. Heymann, L. Seiwert: Quality circles: suggestions for improvement and learning processes in working groups. In: Economics Studies. 1982, pp. 337-341.
- ^ Rolf Grap: New forms of work organization. Guide to the steel industry. Volume 2, Augustinus, Aachen 1995, ISBN 3-86073-096-7 .
- ↑ D. Dunkel: Lernstatt: Models and activities of German companies. In: Contributions to social and educational policy. 85/86, 1983, pp. 35-72.