BMW: The digitalization of vocational talent is based on three pillars
BMW GROUP has decided to extensively digitalize its vocational training program because it believes doing so will not only help delight its staff but also provide the business with a strong competitive advantage.
“Our BMW Group employees are a decisive competitive factor. They play a key role in the success of the company – which is particularly important in the digital transformation currently taking place in our industry,” BMW AG Board of Management Member (Human Resources) Ilka Horstmeier.
“By stepping up our digitalization offensive [strategy] in the area of vocational training, the BMW Group is not only ensuring it remains attractive to Generation Z, but also activating new potential and ultimately safeguarding the company’s future.”
According to the company, the digitalization of its vocational training program is based on three pillars:
- Modern mobile devices
- New digital collaboration and learning platforms, and
- A broad range of talent development tailored to the individual.
The BMW Group is providing its apprentices with cutting-edge equipment as well as new-age communications platforms to help them operate in an agile, efficient, and mobile-ready environment.
The automotive giant is also integrating new digital teaching and learning formats into the vocational training learning ecosystem and enabling modern delivery of learning content at the company.
Business leaders at the German car company believe that today’s talent wants opportunities to learn faster and be more self-directed in their training. As a result, the company provides access to online self-learning platforms where they can learn new skills and earn credits and certificates for the training they undergo.
Although the effort to reimagine its vocational training program and prepare it for the digital world is something that is directed towards benefiting talents joining the company, a component of it also benefits existing staff and managers.
Horstmeier’s team recognizes and values the personal knowledge that digital natives carry with them and believes it can be integrated into daily work processes.
As a result, the business capitalizes on its young vocational talent through a reverse-mentoring program where they have the opportunity to serve as ‘change agents and help more experienced colleagues with project management, digital collaboration, and even social media.
Overall, the BMW Group expects to leverage its vocational talent to thrive in the digital era, developing competitive advantages in the areas of big data/data analytics, agile work methods, additive manufacturing processes, electrification, and automation technology.
The changes that the automotive giant is making to its vocational training program are definitely bound to deliver on the objective to attract and retain talent — especially because of the capabilities, environment, and opportunities they’re provided with. Other companies can definitely learn something from the BMW Group’s transformation efforts in this space.
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