Wir präsentieren unsere Analyse und Interpretationen der Lernmethoden, die sich aus den Ergebnissen und Erkenntnissen ergeben. Zunächst werden die kulturellen und umweltbedingten Faktoren erörtert, und anschließend werden neue Faktoren für ein optimiertes Peer-Learning vorgeschlagen.
Peer learning is the most effective learning method in a manufacturing environment. Looking at the table above, you can see that all interviewees agree that the peer factor is really important. It is about finding a match in terms of skills, harmony and the same language. Almost all of the experts agree (5/6) that culture and the setting play an important role and that is why the cultural factor is one of the main factors for the success of peer learning. Four out of six interviewees agree that peer learning supports the motivation of the learners and even accelerates it through peer pressure combined with a chill and not time-bound setting. Lastly, half of the interviewees mentioned that a critical success factor of peer learning is the interaction factor. Only if the peers exchange and challenge each other the training can be a success.
Comparing the interviews to literature, one notices that culture, motivation and interaction are seen as critical factors theoretically as well as empirically. It gets clear that the learning culture gets positively supported by peer learning. As Hurst (2021) and Jain (2022) say it is necessary to make peer learning part of an organization training landscape.
Although the shop floor is not set up especially for a traditional learning environment, it can be a really good place for hands-on learning. Jule is convinced that peer learning is the best way to achieve that (Jule, Expert interview 4).
Setting up a peer learning program
As largely discussed in the past chapters, peer learning is a key to learning effectiveness. The program can be online or in person. There can be one-to-one sessions or large cohorts. According to Palmer et al. (2015) it is useful to appoint a facilitator that is on the same hierarchy level as the other peer learners and can support to keep conversations moving forward. Additionally it helps to build a safe environment and set some ground rules like: feedback is positive, being respectful and responding with gratitude. Another advice is to focus on real-world situations and encourage networking within the organisation.
Based on the past chapters and especially looking at the results from the expert interviews, it is clear that peer learning works best when people meet informally and have a learning goal that they somehow have an intrinsic interest in. Supporting factors are an open mindset of both, learner and teacher in the peer-to-peer learning. HR departments in manufacturing companies asking themselves how to set up a good learning path personalized to the employees needs, can now take the factors into account. As seen in the expert based interview, it is useful to know who knows what so that the peers can be matched for training within the organization. This can be supported by tools that have a suggestion feature that matches the right learners and teachers for a peer to peer training. Additionally it is very important that it is communicated to the learners, the employees that they have time for learning during their working hours and that they have a specific learning budget per week. They should get the feeling that it is okay for them to learn and not work during that time. This will help to create a safe space. In the end, setting up a good learning culture in a company can strongly support employee motivation and thereby the retention and attractiveness for new employees.
This thesis aimed to suggest some action steps for HR departments on their learning strategy for blue-collar workers. It is limited to an analysis of interviews. In further thesis, e.g. a master thesis, one could elaborate on the usefulness of digital tools that can be supported by setting up a learning environment.