of our interview with Jennifer Ong, HR director, Southeast Asia
of the multinational Bosch
, we talk blended learning, key lessons learnt and the most interesting aspects of L&D.
LDP: How important is the combination of face-to-face learning and e-learning to Bosch?
JO: Each format has its advantages and limitations. E-learning enables our associates to learn at their own time and pace through a mix of multimedia such as videos and tests, and is accessible even on mobile devices.
The face-to-face (F2F) format facilitates discussions, hands-on, and experiential learning that are necessary for behavioral, soft skills, and change management topics, thus making this format irreplaceable.
At Bosch, we are seeing the blended learning approach gaining traction, where associates gain first insights through e-learning, which paves the way for deeper understanding from F2F learning.
Furthermore, some of the best internal networks and relationships are established during such F2F training sessions.
LDP: What parts of L&D do you find the most interesting and exciting?
JO: What I find most interesting is when associates discover something about themselves which they never understood or realised before, recognise the need to change, and adopt a positive attitude towards changing.
It could even be a case where behavioural patterns are deep-rooted since one’s childhood. It is when associates are open to change and doing things differently that they will find themselves in a much better position, either at work or at a personal level, after identifying the root cause.
Such realisations are so unique to the individual that one can hardly anticipate how the training will resonate with each participant – there is no certainty in the outcome, nor can one be predicted.
At times, it is the most unexpected participant who is the first to arrive at such a realisation. This happens typically in behavioural- and change management-type of development courses.
LDP: What are some key lessons you have learned in L&D?
JO: Learning and development is a lifelong journey, and can be derived from a broad spectrum of measures such as on-the-job, seminars, coaching, mentoring, and further education.
Just as important is that the identification of learning needs should be considered from two perspectives: the associate and the supervisor. This approach helps manage expectations of expected learning outcomes, and ensure that the training matches the associate’s aspirations and goals.
Learning creates changes; changes create learning.
To read part one of the interview, click here
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