Learning at Bosch

Whether it’s digitalisation and connectivity, evolving mobility, demographic shifts, or the rise of automation and artificial intelligence — the conditions for the labour market are constantly changing. That’s why development is so important to us at Bosch. We know that by fostering a culture of continuous learning, our associates will get the chance to develop, and contribute new strengths back to the company in the long term.

Bosch supports personal and professional development in numerous ways. With around 29,000 seminars and webinars, we offer a diverse program led by experienced trainers. We also have our own Skill Hub — a Learning Experience Platform that enables associates to learn independently and flexibly through online modules, webinars, videos and podcasts. Among others, they can choose from a range of offers from seven eUniversities, which provide online courses covering technical skills such as Python programming and cloud computing, as well as soft skills such as project management and communication. Since its introduction in 2019, our associates have used around 67,200 learning accesses for their further development.

We also attach great importance to learning from each other, whether during daily collaboration with colleagues, in regular online exchanges on specialist topics within the 'Bosch Club', or through topic groups and networks. We also make use of the latest technologies. AI-powered tools like our own large language model, ASKBosch, provide on-demand support and guidance for everyday tasks.

Find out how Antonio, Karolina and Hamza make the most of the learning opportunities at Bosch and how they have developed themselves and others.

I get bored quickly when I do the same thing for too long. That's why I like to take on new challenges — so that I can live up to my own standards at work. I am constantly developing myself further, both professionally and privately. For several years now, my goal has been to attend one or two training courses per year. Right now, for instance, I’m trying to make small leather goods like wallets, in my spare time. At the beginning of the year, I also completed a training course on human-centred strategy and recently achieved a certificate in change management.

Of course, there are times when I learn a lot and times when I don’t learn as much, but I keep at it. I think: At Bosch, there's a great attitude towards further education — which benefits me. In the second half of every year, I reflect on the areas in which I would like to develop further and start planning for the following year. Then I talk about it with my manager. I’m very lucky to have always had such great managers who have supported me in my ongoing learning. Hence having the chance to join the Discovery Team Program in Germany back in 2019.

On this program, we were tasked with developing a start-up concept. Five different colleagues from three different countries were thrown together to work as a team. Our first mission was to bond as a team — as none of us knew each other beforehand. During the program, we had coaches who supported us with topics such as human-centred design and user experience (UX). I learned a great deal during this time across multiple hard and soft skill areas.

What’s quite interesting about this program is that ultimately, we had to admit that our idea would not work at that point in time. Although it was difficult for us as a group, such decisions are very valuable in the business world. I have always appreciated Bosch’s ability to admit when something isn’t working — I really admire this approach.

As a People Development Partner, my focus is on helping associates to develop their technical skills. For instance, if a colleague wants to advance his qualifications in a technical field, I check what training measures are needed to achieve this. This typically involves a mix of theoretical training and on-the-job mentoring by experts or networks who guide the associate through the process. That's why I work closely with expert networks and, in particular, with managers.

In addition, soft skills are particularly important to me. I am a certified business coach specialising in burnout prevention and career transition. Up to the end of 2024, I was a member of the Bosch Coaching Network for two years, providing one-to-one support to colleagues in these areas when needed. Since moving to my current position, I have shifted my focus to group-based work. I regularly run seminars and workshops. Open and unbiased communication about mental health is important to me, which is why I want to encourage open communication within the company through my seminars.

Usually, managers approach me with a request. That's what happened recently: a manager told me that the group was working at full capacity. So I offered a seminar that included interactive elements. I like to start the seminar with a scale on the floor which represents energy levels, ranging from high to low. I name different times of the day and scenarios, and the participants stand at the point on the scale that represents their individual energy level. If the team's level is already low in the morning, this is a cause for concern. The advantage is that colleagues do not have to actively communicate their stress level, but can express their feelings through movement.

In general, I’m strongly committed to encouraging open and non-judgmental conversations about mental states. Colleagues often struggle in silence, so their mental health gets lost in everyday working life. I call this the 'happy face trap'. This can lead to destructive group dynamics, especially if several members of the team are affected. In the long term, this can lead to burnout and someone having to take time away from work. This is neither good for the individual nor the company. That's why I make sure that the teams and their managers have access to practical information, as prevention is key.

I enjoy learning from other people. That's why I get involved in various networks: I used to be part of the Innovation Network and now I’m active in Competence Management, the Coaching Platform and Women@Bosch. I know that the internal support and encouragement provided at Bosch cannot be taken for granted. I have always been able to rely on the support of my team, and I still can. It takes a lot of courage to question and redefine yourself, whether in terms of technical or soft skills. However, I’ve found that Bosch actively encourages this, and my colleagues recognise and appreciate that courage.

For me, learning is a never-ending process, and it's speeding up right now thanks to all the AI tools. I have always been interested in software, IT and technology, which is why I taught myself how to code. Today, it only takes me a few days to write a code in Python — something that would have been impossible in the past. Digital tools make me feel very comfortable because I can easily access very specific information. However, this doesn't mean that people don't have to keep learning. Professionally, for example, I am currently trying to further my education in the field of international sales. Understanding business in different cultures and on different continents can be difficult. As a leader, I’m continually developing my leadership skills. For me, learning isn’t only about gaining technical expertise, it’s also about personal growth.

This example illustrates how professional development can happen naturally through projects and daily tasks. However, conflicts can also arise between day-to-day business and further training measures. Sometimes you ask yourself: What is more important? How should one prioritise? I have developed a personal test that helps me with these decisions. I ask myself: Which option makes more sense for Bosch? Of course, this doesn't always work, but most of the time this helps me identify which issues can wait and which are a priority. I try to instil this mindset amongst my team so that they learn how to strike the right balance.

As a leader, I help my team understand their own needs and guide them through finding the right training or methods for their development. In both cases, I try not to do too much. I believe that creating self-awareness is one of the most important things. I coach them by asking questions such as: Where do you see yourself? What areas do you need to improve in, and what would you like to focus on more? What makes them happy? This helps me understand their motivation — and then I can help them develop further.