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Mountain View, California, US

Google places a high level of importance on training its employees internally and uses the experience it has gained in data analysis to do so. As such, it gathers data about which courses its employees view as useful, which training sessions employees would recommend to their managers, which training sessions they view as particularly relevant and when (shortly after joining the company, or before assuming management tasks) and which areas particularly need change. This makes it possible to optimise both the content and timing of its training programmes and to provide employees with better training opportunities.

Google’s data analysis has resulted in four basic findings: 1) learning is a process. Real learning does not take place during seminars, but during the implementation of what has been learned and in conversations about the material. 2) Learning takes place more in everyday life than in seminars – and especially in challenging times. Employees are most open to learning at turning points in their lives or careers. 3) Learning is individual. Everyone has their own learning style and there is no universal solution to learning. Reflection about a person’s own learning style can help create new challenges. 4) Learning is a social process; therefore, it has proven particularly useful for Google employees to offer most of the courses instead of people from the outside. This ensures that training remains closer to the organisational culture and the employees’ working lives.









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