Training Despite Daily Business: How Companies Strike the Balance

The Challenge: Day-to-Day Operations vs. Sustainable Development

Let's be honest: The goal of every commercially operating company is to generate profits OR at least to be economically viable. The reality of everyday work often looks like this: a packed calendar, ambitious quarterly targets, operational meetings. And somewhere in between, the well-intentioned idea: "We should be investing more in professional development."

But this is precisely where the crux lies: How much training is necessary or even possible without losing sight of the core business?

Why Training Is Not the Opposite of Productivity

Many companies still view professional development as a "cost block" or a "disruption" to the operational flow. Yet the numbers paint a different picture:

• Companies with a strong learning culture have 30-50% higher employee satisfaction and are 17% more productive (LinkedIn Learning Report).

• 92% of employees in learning-oriented companies show higher engagement (Toward Maturity).

• Companies that strategically invest in development achieve 24% higher profitability (IBM).

Conclusion: Training is not a nice-to-have. Training is a business factor.

So how do you manage this balancing act? Here are four concrete levers:

1. Skill Gap Mapping Instead of a Scattergun Approach

Systematically identify which competencies are actually missing – and invest specifically there. This creates training with direct business relevance.

2. Learning in the Flow of Work

Learning doesn't have to be an additional calendar block. Modern tools enable training embedded in the work process – for example through microlearning, video snippets, or performance support.

3. 30-60-90-Day Learning Plans

Start small, improve iteratively: Through clear learning goals over the course of a quarter, progress and ROI become visible.

4. Pilot with Impact Check

Start with an MVP learning format (i.e., a learning offering that is as simple as possible to create and can be tested quickly). Measure concrete KPIs such as time-to-competence, error rate, or satisfaction and only scale what works. Always keep in mind: What demonstrably works should be pursued further.

My Approach: Consulting. Planning. Implementation.

With more than 14 years of experience in L&D, I support companies in mastering precisely this balancing act. Whether in strategic planning, operational design, or the implementation of learning formats – I bring structure, effectiveness, and passion for sustainable employee development together.

Interested in an exchange? Then reach out to me directly and let's talk!