The problem in everyday life
Digital competence is spreading. Some love to try new things, others get sweaty just from the login page – and the rest are happy to do whatever the boss says. what, when, how and why.
The time? “We’ll take that later.”
The responsibility for training has not found a home. Everything ends up with HR – “because it is a personnel issue”. And suddenly HR will own both the platform and produce all content. On a coffee budget.
It won't work. The result will be scattered, with different messages and courses that no one has time to take.
Why is it difficult?
- Wrong expectation of HR. HR should stick together and coach – not be a sole training factory.
- Unclear requirements. What is mandatory for which role? Who decides? Nobody knows – everyone guesses.
- Standard is mixed with unique. We build our own where standard would have sufficed – and miss out on what is actually ours.
- Managerial follow-up is missing. Reminders end up with HR. But follow-up is the manager's job, period.
The solution – the governance group takes action
- HR owns the platform and method. Sets structure, assignments and follow-up. Coaches subject matter experts (sales, finance, project office, technology) to create role-based training with a common thread. HR has a platform budget – not the entire training budget.
- Standard for standard, unique for unique. Buy in ready-made systems, frameworks and technology. Focus on what is unique to the business: processes, customer journeys, ways of working.
- Law connects to contracts. Mandatory requirements are written into employment contracts and guidelines. Compliance, versions and storage are secured. No “it depends” when people ask – give a “yes, if…”.
- Communication ensures clear language and tonality. The right words, the right tone, the right format. The content should be easy to understand. do, not just reading.
- IT is responsible for the foundation. Basic training for platforms (incl. Mac/Windows), security awareness and “how we work in Teams/365”. Repeated briefly and often.
- Managers follow up – HR supports. The manager sets the demands in everyday life. HR delivers reports and nudges – not whining. KPI: completion rate, time to completion, knowledge test, repetition.
- Budget in the right place. Each department allocates funds for its training. HR keeps the whole thing together and assigns to groups/roles.
Concrete decisions to make
- Role requirements: define “must-know” for everyone, managers, system owners and consultants/season.
- Allocation: Connect LMS groups to the HR system so onboarding and role changes happen automatically.
- Year wheel: quarterly micro-iteration for security and platforms.
- Reports: common view; HR drives reminders, Legal follows compliance, managers take action.
When the foundation is laid
HR owns the platform and structure. Subject matter experts own the content. Training is role-based and understandable. Mandatory training requirements are controlled via role/employment – and managers see the status of their team.
Competence becomes everyday life, not a campaign.
