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L&D-Reifegradmodell",[],[430,434,438],{"tag":431},{"id":134,"type":125,"tags":432,"lang":15,"slug":136,"first_publication_date":137,"last_publication_date":116,"uid":136,"link_type":107,"key":433,"isBroken":109},[],"0dcf0448-a222-473e-9352-f59aadba0236",{"tag":435},{"id":124,"type":125,"tags":436,"lang":15,"slug":127,"first_publication_date":128,"last_publication_date":128,"uid":127,"link_type":107,"key":437,"isBroken":109},[],"6fa2e237-502c-45e9-95d6-b0e0c320f59e",{"tag":439},{"id":201,"type":125,"tags":440,"lang":15,"slug":203,"first_publication_date":204,"last_publication_date":116,"uid":203,"link_type":107,"key":441,"isBroken":109},[],"e1b1564a-6bf8-4b79-83c4-ddd13614f170","fa4f81f2-3db6-4121-a7a2-14c2029c5c27",[444,449],{"tag":445},{"id":134,"type":125,"tags":446,"lang":15,"slug":136,"first_publication_date":137,"last_publication_date":116,"uid":136,"data":447,"link_type":107,"key":448,"isBroken":109},[],{"label":139},"5ba611c5-baf7-4e62-87ae-3db9a96f4fa3",{"tag":450},{"id":124,"type":125,"tags":451,"lang":15,"slug":127,"first_publication_date":128,"last_publication_date":128,"uid":127,"data":452,"link_type":107,"key":453,"isBroken":109},[],{"label":130},"7bcd7db6-555f-403a-a857-3d5fad5bc4de","f5c9c2bd-d75e-4a90-a5cb-4565a75c999b",[456,481,509,526,555,576,601,617,628,705,710],{"variation":457,"version":458,"items":459,"primary":460,"id":479,"slice_type":480,"slice_label":7},"highlightedText","initial",[],{"text":461},[462,468],{"type":69,"text":463,"spans":464,"direction":66},"„Erst wenn L&D beide Enden (Lernbedarf und Wirkung) mit der Arbeit und den Businesszielen verbindet, entsteht ein Lernsystem, das sich aus dem Alltag der Organisation speist und dort auch überprüft wird, oder besser: spürbar ist.“",[465],{"start":34,"end":466,"type":467},230,"em",{"type":69,"text":469,"spans":470,"direction":66},"– Jan Foelsing, New Learning Experte & Co-Founder, New Learning Lab",[471],{"start":472,"end":473,"type":474,"data":475},51,67,"hyperlink",{"link_type":476,"url":477,"target":478},"Web","https:\u002F\u002Fwww.newlearning.team\u002Fnew-learning-lab","_blank","RichText$3c5885a8-0bf9-4fd2-b194-2d3951657c45","RichText",{"variation":482,"version":458,"items":483,"primary":484,"id":508,"slice_type":480,"slice_label":7},"default",[],{"text":485},[486,490,500],{"type":487,"text":488,"spans":489,"direction":66},"heading2","Erkenntnis 4: Für den Aufstieg von Stufe 2 auf 3 braucht es Strategie und Rückhalt",[],{"type":69,"text":491,"spans":492,"direction":66},"Die Ermittlung von Lernbedarf ist die am häufigsten genannte Schwäche im gesamten Datensatz. Mit einem Durchschnittswert von 2,37 liegt dieser Bereich auf dem vorletzten Platz der sieben untersuchten Bereiche. Gleichzeitig nennen ihn 52 % der Befragten als ihre größte Schwäche – häufiger als jeden anderen Bereich.",[493,497],{"start":494,"end":495,"type":496},4,29,"strong",{"start":498,"end":499,"type":496},234,277,{"type":69,"text":501,"spans":502,"direction":66},"An zweiter Stelle folgen die Lernmetriken mit 46 % – der Engpass, um den es im nächsten Kapitel geht. Danach kommt das Engagement der Lernenden mit 40 %. Lernstrategie und die Zusammenarbeit mit internen Expert:innen werden dagegen nur von 33 % bzw. 31 % als größte Schwäche genannt.",[503,505],{"start":495,"end":504,"type":496},50,{"start":506,"end":507,"type":496},119,152,"RichText$782f8154-63f8-4ca2-83c0-04596b613894",{"variation":482,"version":458,"items":510,"primary":511,"id":524,"slice_type":525,"slice_label":7},[],{"image":512,"has_grey_background":109,"caption":520,"cta_type":521,"cta_link":522},{"dimensions":513,"alt":516,"copyright":7,"url":517,"id":518,"edit":519},{"width":514,"height":515},1600,836,"die-Teams-nennen-dieses-Thema-als-ihre-größte-Schwäche","https:\u002F\u002Fimages.prismic.io\u002F360learning\u002FJhFYxvHpyF_mW6bV_04_Schwaechster-Bereich.png?auto=format,compress","JhFYxvHpyF_mW6bV",{"x":34,"y":34,"zoom":35,"background":36},"Diese Bereiche bewerten L&D-Teams als ihre schwächsten","link",{"link_type":523},"Any","Image$0c5b2b29-03ab-447a-b588-2438e7171d93","Image",{"variation":482,"version":458,"items":527,"primary":528,"id":554,"slice_type":480,"slice_label":7},[],{"text":529},[530,536,539,545,548],{"type":69,"text":531,"spans":532,"direction":66},"Dieses Muster zeigt, wo viele L&D-Teams Schwierigkeiten haben. Eine Strategie zu formulieren und dafür den Rückhalt der Führungsebene zu gewinnen, gelingt ihnen vergleichsweise gut – diese beiden Bereiche werden am seltensten als Schwäche genannt. Schwieriger ist die grundlegendere Frage: Was muss die Organisation eigentlich lernen?",[533],{"start":534,"end":535,"type":496},290,334,{"type":69,"text":537,"spans":538,"direction":66},"Es macht einen Unterschied, ob L&D den Auftrag erhält, „die Belegschaft weiterzuentwickeln“, oder ob es eine Methode gibt, um systematisch zu bestimmen: Welches Problem müssen wir lösen? Für wen? Und warum?",[],{"type":69,"text":540,"spans":541,"direction":66},"Besonders ausgeprägt ist diese Lücke in stark regulierten Branchen. Bei den Befragten aus Banken und Gesundheitswesen (n = 71) liegt die Ermittlung von Lernbedarf bei 2,18 gegenüber einem Gesamtdurchschnitt von 2,37. Die Differenz von 0,19 Stufen ist die größte Abweichung einer Branche in einem einzelnen Bereich im gesamten Datensatz – obwohl Banken und Gesundheitswesen in den übrigen Bereichen nahe am Durchschnitt liegen.",[542],{"start":543,"end":544,"type":496},90,126,{"type":69,"text":546,"spans":547,"direction":66},"Ein Grund dafür liegt in der Struktur dieser Branchen: Regulatorische Vorgaben bestimmen einen großen Teil der Trainingsagenda. Wenn bereits von außen vorgegeben ist, was geschult werden muss, braucht es zunächst wenig eigene Bedarfsermittlung.",[],{"type":69,"text":549,"spans":550,"direction":66},"Das kann jedoch zur Hürde werden. Wer es gewohnt ist, Schulungen vor allem aus regulatorischen Anforderungen abzuleiten, muss zusätzlich die Fähigkeit entwickeln, eine andere Frage systematisch zu beantworten: Was müssen unsere Mitarbeitenden darüber hinaus lernen? Genau diese Fähigkeit wird wichtig, wenn L&D über Pflichtschulungen hinausgehen will.",[551],{"start":552,"end":553,"type":496},210,265,"RichText$6f8a9fcd-4e3c-4467-a0f2-e1b599e7c38e",{"variation":482,"version":458,"items":556,"primary":557,"id":575,"slice_type":480,"slice_label":7},[],{"text":558},[559,562,569],{"type":487,"text":560,"spans":561,"direction":66},"Erkenntnis 5: Für den Aufstieg von Stufe 3 auf 4 muss Wirkung messbar werden",[],{"type":69,"text":563,"spans":564,"direction":66},"Lernmetriken sind der schwächste der sieben untersuchten Bereiche und erreichen über die gesamte Stichprobe hinweg einen Durchschnittswert von 2,36. Fast die Hälfte aller Befragten – 48 % – steht hier auf Stufe 2. In keinem anderen Bereich konzentrieren sich so viele Teams auf einer einzelnen Stufe. Nur 11 % erreichen bei den Lernmetriken Stufe 4 oder 5.",[565,566],{"start":34,"end":97,"type":496},{"start":567,"end":568,"type":496},183,212,{"type":69,"text":570,"spans":571,"direction":66},"Diese Schwäche beschränkt sich nicht auf weniger erfahrene L&D-Fachkräfte. In unserer – zugegebenermaßen kleinen – Gruppe von Befragten auf C-Level (n = 18) liegt die Selbsteinschätzung bei Lernmetriken bei 2,17. Kein anderer Bereich wird von einer Senioritätsgruppe niedriger bewertet.",[572],{"start":573,"end":574,"type":496},207,211,"RichText$69a8f9e5-840a-4a96-affc-e2a5471d372f",{"variation":482,"version":458,"items":577,"primary":578,"id":600,"slice_type":480,"slice_label":7},[],{"text":579},[580,586,592],{"type":69,"text":581,"spans":582,"direction":66},"Gleichzeitig bewerten dieselben Führungskräfte ihre Abstimmung mit der Führungsebene um 0,49 Stufen höher als Manager:innen und Individual Contributors (3,11 gegenüber 2,62). Das deutet auf Führungskräfte hin, die sich vergleichsweise gut mit dem Unternehmen abgestimmt sehen, zugleich aber deutlicher als ihre Teams wahrnehmen, dass sie den Beitrag von Lernen noch nicht belegen können.",[583],{"start":584,"end":585,"type":496},52,84,{"type":69,"text":587,"spans":588,"direction":66},"Aufgrund der kleinen Stichprobe behandeln wir dieses Ergebnis als ergänzenden Hinweis und nicht als zentrale Erkenntnis. Es stützt jedoch das Gesamtbild: L&D leistet gute Arbeit – kann deren Wirkung aber nicht in geschäftlichen Kennzahlen nachweisen.",[589],{"start":590,"end":591,"type":496},154,250,{"type":69,"text":593,"spans":594,"direction":66},"Wie relevant diese Messbarkeit ist, zeigt eine weitere Auswertung. Teilen wir die gesamte Stichprobe nach dem Reifegrad bei Lernmetriken auf, erreichen Teams auf Stufe 1–2 einen durchschnittlichen Gesamtreifegrad von 2,21. Teams auf Stufe 4–5 erreichen 3,62 – eine Differenz von 1,41 Stufen.",[595,598],{"start":596,"end":597,"type":496},217,221,{"start":599,"end":534,"type":496},253,"RichText$3f2da635-d054-4f41-a042-2caff1535416",{"variation":482,"version":458,"items":602,"primary":603,"id":616,"slice_type":480,"slice_label":7},[],{"text":604},[605,611],{"type":69,"text":606,"spans":607,"direction":66},"Der Unterschied beschränkt sich nicht auf die Lernmetriken selbst. Beim Vergleich derselben beiden Gruppen liegt die Ermittlung von Lernbedarf um 1,62 Stufen höher, die Lernstrategie um 1,27, die Zusammenarbeit mit internen Expert:innen um 1,23, die Abstimmung mit der Führungsebene um 1,13, die Schulungsprozesse um 1,09 und das Engagement der Lernenden um 1,00.",[608],{"start":609,"end":610,"type":496},117,163,{"type":69,"text":612,"spans":613,"direction":66},"Kein anderer untersuchter Bereich zeigt bei derselben Auswertung einen vergleichbaren Unterschied.",[614],{"start":34,"end":615,"type":496},98,"RichText$ec403747-b649-4e76-a979-5a2cc623eb3e",{"variation":482,"version":458,"items":618,"primary":619,"id":627,"slice_type":525,"slice_label":7},[],{"image":620,"has_grey_background":109,"caption":622,"cta_type":521,"cta_link":626},{"dimensions":621,"alt":622,"copyright":7,"url":623,"id":624,"edit":625},{"width":514,"height":515},"Teams, die ihre Wirkung messen können, schneiden in allen Bereichen besser ab","https:\u002F\u002Fimages.prismic.io\u002F360learning\u002FO4aq0x0LD9x4LJIC_05_Multiplikator-Messbarkeit.png?auto=format,compress","O4aq0x0LD9x4LJIC",{"x":34,"y":34,"zoom":35,"background":36},{"link_type":523},"Image$f4b14b55-90b1-4bbe-ab40-e3210f520cbe",{"variation":482,"version":458,"items":629,"primary":630,"id":704,"slice_type":480,"slice_label":7},[],{"text":631},[632,635,641],{"type":69,"text":633,"spans":634,"direction":66},"Lernmetriken sind damit nicht einfach eine von sieben gleichwertigen Fähigkeiten. Die Daten deuten darauf hin, dass Messbarkeit eng damit zusammenhängt, wie sich L&D auch in den anderen Bereichen weiterentwickelt. Teams, die die Wirkung von Lernen beziffern können, sind zugleich diejenigen, die mehr Rückhalt der Führungsebene erhalten, interne Expert:innen stärker einbinden und in bessere Prozesse investieren können.",[],{"type":69,"text":636,"spans":637,"direction":66},"Umso relevanter ist, dass 63 % aller Befragten bei Lernmetriken noch auf Stufe 1 oder 2 stehen – fast zwei von drei L&D-Teams. Für einen großen Teil der Branche liegt hier der Engpass auf dem Weg zu einem höheren Reifegrad.",[638],{"start":639,"end":640,"type":496},26,94,{"type":69,"text":642,"spans":643,"direction":66},"Nächstes Kapitel: Teil 3 – Was Organisationen mit einem höheren Reifegrad 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