Training and Qualification: Introduction and Overview

Abstract

It’s the decade of the three big “i-factors”: “Internet, internationality, and intercultural awareness.” Thus, it is exactly these three factors that have been making a huge impact on training and qualification in organizations in recent years. New skills are being asked for, new competencies are being required, and new ways of learning are feasible.

Nobody was born as a leader; however, life gives plenty of opportunities to practice leadership. Starting with early childhood, human beings are in a constant process of becoming leaders. Admittedly, some are more talented than others. But each and every person can develop solid leadership skills. In fact, most people working in organizations operate in an international network and a world driven by project management. Therefore, professionals from various disciplines and industries have to be able to manage people, projects, tasks, target groups, time lines, and budgets successfully (compare Chap. 17, “Training and Qualification: Essentials of Leadership Development”).

Obviously, no one can fulfill all these requirements alone by oneself. In fact, people have to collaborate with the members of their organization, need to interact with their suppliers, and have to communicate with their clients. In times of the big “i-factors,” bridge-building teams of external experts and vital networks of different companies are more crucial than ever before. Consequently, it is important to clear the way for innovation taking place beyond organizational boundaries. And most importantly, change and learning become essential parts of our workplace.

How do staff members and organizational leaders learn most effectively?

Why are there high-performer teams, while other groups within the same organization hardly ever collaborate in order to increase their output?

Is the way leading companies are taking care of their trainings and their continuing education offers different to the methods average-performing companies use?

All these questions are key for human resource management. Therefore, HR executives and managers are asked to undertake a thorough analysis of these topics in this chapter.

Katharina Cortolezis-Schlager: Deceased.