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Liebherr: Holistic training for a global software rollout

Flexible training for decentralized and centralized environments

The training concept for the employees of the global Liebherr Group covers everything from one-pagers all the way up to assessments. But how should the one training concept do justice to the decentralized structure of the companies on one hand, while on the other support the group-wide introduction of both a training management and an HR management system?

Liebherr is not just one of the world’s largest manufacturers of construction machines, it‘s also successful in many other sectors. Founded in Germany in 1949, the company is not only famous for its cranes and excavatorsbut has also established quite a reputation for itself in the field of domestic appliances, as well as for system solutions for the aviation and railway industries. Divided into 11 divisions and over 130 independent corporate units, the Liebherr group of companies currently operates in more than 50 countries. “We have been using tt knowledge force for many years now and arecurrently also piloting tt guide,” says Ramona Rösler, Head of Corporate Learning Solutions at Liebherr IT Services GmbH.

The ’orange’ for ’TELL’ – the learning portal for over 130 decentralized companies

The implementation of a new Learning Management System (LMS) also heralded the launch of a new training concept at Liebherr. The LMS allows the various corporate units to provide e-learning that is accessible on mobile devices, while also supporting the administration of on-site training, the booking of training courses by retailers and end customers, the recordingoftraining costs, the handling ofcertification programs, and much, much more. The formal training provides the corporate units with basic training which can then be adapted to reflect specific requirements and goals. This consists of four elements:

1. WBTs (web-based training), which lay a basic foundation in conjunction with formal learning.

2. Training presentations as a complement to the WBTs, which are supplemented with trainer guidelines and already include exercises. These can be modified in the decentralized units and used for on-site training.

3. Flyers/one-pagers for marketing purposes as click instructions on a single A4 page that provide a brief overview of the topic at hand, pointing users to the ’orange’, which is the QuickAccess, for further details.

4. QuickAccess (’Orange’) with guides as sources of reference.

“Since we only provide basic training, we assign as much content as possible to the area of Performance Support, for which we are currently piloting tt guide,” explains Ramona Rösler outlining the modus operandi. The result is impressive: one hour of e-learning was created for five system roles for the LMS. It was available in three languages. This allowed users to learn the essentials really quickly in WBT, in 10 to 20 minutes. In addition to this, users can now also access a hundred guides, with new guides being added daily. “If we had opted for the classic approach of relying exclusively on WBT training, we would have definitely ended up with three to four hours of training,” reveals a visibly delighted Rösler.

Lessons learned: 10 clicks and ’Change Story’

In hindsight, it became clear to the e-learning and training team that it would be a good idea to have a central reference platform (web publisher) as an additional source of support for complex issues on a daily basis, coupled with the realization that Change Management also required more all-round support. “We focused on role descriptions and system explanations, paying little attention to the benefits the system actually brings to each individual,” says Rösler, but the ’Change Story’ has since been set up for this purpose. The team went on to define ’guide standards’ to ensure that users quickly find the right guide and don’t end up frustrated: these standards include clear, unambiguous titles and keywords, a maximum of 10 steps per guide and a descriptive introductory sentence containing details of the role and task addressed by the respective guide.

MySuccess training: with a mandatory section

In preparation for the rollout of a group-wide HR management system, Liebherr enhanced the training with other components based on the lessons learned. It is now also centrally managed and available in eight languages. Unlike LMS training, here the WBTs containing basic knowledge are preceded by a webinar for key users, they will support people in their respective corporate units. Assessments – which are aimed at testing the learners’ level of knowledge retention and are based on scenarios covered by the WBTs and webinars – are also part of the training. The training presentations have been expanded to include workshop templates designed to support the process changes in the decentralized units. Both of these contain not only optional training but also mandatory training sessions which are conducted on-site by key users. The marketing material has now been supplemented with the ’Change Story’ in video format. This is designed to explain the big picture to users to boost motivation. In contrast to the LMS concept, here the ’orange’ content is produced straightaway with tt knowledge force. The e-learning, guide and documentation media are all created with a single recording. Around 180 guides are planned, so it’s full steam ahead for the rollout!

Facts & Figures

• Has been using tt knowledge force since 2011

tt guide being piloted for 130 corporate units

• 8 languages

• Balanced blend of various learning media

• Change Management and training