How Siemens Empowered Workforce Re- and Upskilling Through Digital Learning
Leonie Rebecca Freise, Eva Ritz, Ulrich Bretschneider, Roman Rietsche, Gunter Beitinger, and Jan Marco Leimeister
This case study examines how Siemens successfully implemented a human-centric, bottom-up approach to employee reskilling and upskilling through digital learning. The paper presents a four-phase model for leveraging information systems to address skill gaps and provides five key recommendations for organizations to foster lifelong learning in dynamic manufacturing environments.
Problem
The rapid digital transformation in manufacturing is creating a significant skills gap, with a high percentage of companies reporting shortages. Traditional training methods are often not scalable or adaptable enough to meet these evolving demands, presenting a major challenge for organizations trying to build a future-ready workforce.
Outcome
- The study introduces a four-phase model for developing human-centric digital learning: 1) Recognizing employee needs, 2) Identifying key employee traits (like self-regulation and attitude), 3) Developing tailored strategies, and 4) Aligning strategies with organizational goals. - Key employee needs for successful digital learning include task-oriented courses, peer exchange, on-the-job training, regular feedback, personalized learning paths, and micro-learning formats ('learning nuggets'). - The paper proposes four distinct learning strategies based on employees' attitude and self-regulated learning skills, ranging from community mentoring for those low in both, to personalized courses for those high in both. - Five practical recommendations for companies are provided: 1) Foster a lifelong learning culture, 2) Tailor digital learning programs, 3) Create dedicated spaces for collaboration, 4) Incorporate flexible training formats, and 5) Use analytics to provide feedback.
Host: Welcome to A.I.S. Insights — powered by Living Knowledge, the podcast where we break down complex research into actionable business strategy. I'm your host, Anna Ivy Summers.
Host: Today, we're diving into a fascinating case study called "How Siemens Empowered Workforce Re- and Upskilling Through Digital Learning." It examines how the manufacturing giant successfully implemented a human-centric, bottom-up approach to employee training in the digital age. With me to unpack this is our analyst, Alex Ian Sutherland. Welcome, Alex.
Expert: Great to be here, Anna.
Host: Alex, let's start with the big picture. We hear about digital transformation constantly, but this study highlights a serious challenge that comes with it. What's the core problem they're addressing?
Expert: The core problem is a massive and growing skills gap. As manufacturing becomes more automated and digitized, the skills employees need are changing faster than ever. The study notes that in Europe alone, a staggering 77% of companies report skills shortages.
Expert: The old model of sending employees to a week-long training course once a year just doesn't work anymore. It's not scalable, it's not adaptable, and it often doesn't stick. Companies are struggling to build a future-ready workforce.
Host: So how did the researchers get inside this problem to find a solution? What was their approach?
Expert: They conducted an in-depth case study at Siemens Digital Industries. This wasn't about looking at spreadsheets from a distance. They went right to the source, conducting detailed interviews with employees from all levels—from the factory floor to management—to understand their genuine needs, challenges, and motivations when it comes to digital learning.
Host: Taking a human-centric approach to the research itself. So, what did they find? What were the key takeaways from those conversations?
Expert: They uncovered several critical insights, which they organized into a four-phase model for success. The first and most important finding is that you have to start by recognizing what employees actually need, not what the organization thinks they need.
Host: And what do employees say they need? Is it just more training courses?
Expert: Not at all. They need task-oriented training that’s directly relevant to their job. They want opportunities to exchange knowledge with their peers and mentors. And they really value flexible, bite-sized learning—what Siemens calls 'learning nuggets'. These are short, focused videos or tutorials they can access right on the factory floor during a short production stop.
Host: That makes so much sense. It's about integrating learning into the workflow. What else stood out?
Expert: A crucial finding was that a one-size-fits-all approach is doomed to fail because employees are not all the same. The research identified two key traits that determine how a person engages with learning: their attitude, meaning how motivated they are, and their skill at self-regulated learning, which is their ability to manage their own progress.
Expert: Based on those two traits, the study proposes four distinct strategies. For an employee with a great attitude and high self-regulation, you can offer a rich library of personalized courses and let them drive. But for someone with a low attitude and weaker self-regulation skills, you need to start with community mentoring and guided support to build their confidence.
Host: This is the most important part for our listeners. Alex, what does this all mean for a business leader? Why does this matter and how can they apply these lessons?
Expert: It matters because it offers a clear roadmap to solving the skills gap, and it creates immense business value through a more engaged and capable workforce. The study boils it down to five key recommendations. First, you have to foster a lifelong learning culture. Siemens's company-wide slogan is "Making learning a habit." It has to be a core value, not just an HR initiative.
Host: Okay, so culture is number one. What’s next?
Expert: Second, tailor the learning programs. Move away from generic content and use technology to create personalized learning paths for different roles and skill levels. This is far more cost-efficient and effective.
Host: You mentioned peer exchange. How does that fit in?
Expert: That’s the third recommendation: create dedicated spaces for collaboration. This can be digital or physical. Siemens successfully uses "digi-coaches"—employees who are trained to help their peers use the digital learning tools. It builds a supportive ecosystem.
Expert: The fourth is to incorporate flexible training formats. Those 'learning nuggets' are a perfect example. It respects the employee's time and workflow, which boosts engagement.
Expert: And finally, number five: use analytics to provide feedback. This isn't for surveillance, but to help employees track their own progress and for managers to identify where support is needed. It helps make learning a positive, data-informed journey.
Host: So, to summarize, the old top-down training model is broken. This study of Siemens proves that the path forward is a human-centric, bottom-up strategy. It's about truly understanding your employees' needs and tailoring learning to them.
Host: It seems that by empowering the individual, you empower the entire organization. Alex, thank you for these fantastic insights.
Expert: My pleasure, Anna.
Host: And thank you for tuning in to A.I.S. Insights. Join us next time as we continue to connect knowledge with opportunity.
digital learning, upskilling, reskilling, workforce development, human-centric, manufacturing, case study
