Our Learning Management System in action

The correct execution, documentation and compliance with legally prescribed training and evidence are complex and comprehensive. Recording all relevant data and a standardized filing structure are the biggest challenges: Documents are usually stored in a decentralized manner and the responsible persons lack full access rights. As a result, it takes considerably longer to find and collect all the necessary information. It is not always possible to guarantee that the data is up to date.

So what happens when an audit is due, relevant documents are requested and you have to prove that the new IT specialist has completed the latest security training or that all marketers have completed the latest AI training? The above-mentioned process of creating and searching for all important documents and evidence begins - and is usually time-consuming and resource-intensive.

The HR department sees itself as a supporter of the entire company by distributing training budgets or standardizing, coordinating and making learning content accessible. At the same time, HR managers are the first point of contact for all employees - whether for certificates and references to be issued, payroll accounting or advice on further training.

But what happens when HR tasks become increasingly diverse and extensive and challenges such as distance to employees or a lack of insight into individual skills make the situation more difficult?The result: knowledge gaps can often neither be identified nor addressed. The manual effort involved in assigning learning content is time-consuming and costly. Due to a lack of data, resources often cannot be planned accurately and employee development cannot be carried out effectively or efficiently.

And where do you, as the person responsible, actually start? Usually on the individual employee - but shouldn't the company also be considered as a whole and the HR process aligned with this?

Employee training incurs various costs at different points. In addition to the training costs themselves, these include, for example, travel costs for analog on-site training or internal process costs. Without a centralized system, these cost items are recorded differently and are often stored in different folders in a decentralized manner, which significantly impairs tracking. In larger organizations, there are also multi-level approval processes for these costs, which further complicates the situation.

Where did you file the sales representative's invoice or the marketing manager's certification for the last training course...?

Further training is often accompanied by long approval processes: Employees express their training needs to their managers - further coordination then often takes place with HR, who have to plan the desired measures and also pass them on. The manager is informed by HR and in turn passes the information on to the employee for approval. This whole process therefore requires a lot of coordination and is therefore time-consuming and resource-intensive until the urgently needed training can take place.

Managers also often have no overview of what qualifications individual employees already have and always have to go through the HR department.

Couldn't some coordination and feedback loops be saved?

Employee qualification data is often still recorded manually and decentrally and stored in confusing folder structures. The situation also becomes more critical in large companies with different locations: one location uses individual Excel spreadsheets and filing on its own desktop, another location already uses a SharePoint filing system and a more agile location uses an app that allows employees to access all training courses at any time, even when working on the move.

This decentralized process leads to a lack of up-to-dateness, is also prone to errors and is inefficient overall, as it requires a high level of human resources.

How do you know which employees have special qualifications in specific areas, for example? And where can you find the relevant certificate?

For HR and personnel development, onboarding is often associated with a high level of coordination. Without standardized procedures, documents and processes have to be prepared again and again, which is inefficient and has a negative impact on the external perception of the company as a professional employer.

Decentralized introductions organized by specialist departments make it even more difficult to ensure uniform quality. At the same time, new employees need to be met comprehensively regardless of location, language or working model - a requirement that can hardly be met with manual processes.

contact persons and communication channels are also not always clearly regulated, which creates uncertainty and prolongs the induction process.