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Those who cultivate a good workplace culture can fill their vacant apprenticeship positions more easily - Marco Monego, Chief Human Resources Officer at Lidl, agrees. With the help of Great Start!, the certification for outstanding training companies, Lidl ensures the quality of its training culture and adapts it to the changing demands of the new generation, for example with its "From apprentice to manager" concept. In the interview, Monego explains what else makes up Lidl's training culture and what tips he would give other companies on training culture.
Great Place To Work: Lidl received the "Great Start!" award for the third time in a row in 2019 - congratulations! What was the decisive reason for you to conduct the first survey in 2017?
Marco MonegoThank you very much for the congratulations! We were convinced that we were offering our apprentices a very good program. However, we also wanted to have this quality examined and confirmed by an independent testing body. We therefore decided to carry out the first survey in 2017 and were particularly pleased with the positive feedback we received from our apprentices.
Great Place To WorkAccording to the Great Start survey, 83% of apprentices at Lidl confirm that they can turn to their trainers at any time. How can I imagine apprentice support in day-to-day business?
Marco MonegoOur vocational trainers are available to apprentices at all times during day-to-day operations and maintain a close exchange. In addition, the apprentices are also regularly visited by the training and further education coordinators in order to clarify overarching issues and ensure that the level of training is the same in all branches. A few years ago, we created a fourth place of learning alongside the company, practical training and school in the form of the IBK (internal branch training). Here, the apprentices meet 3-4 times a year for training and to exchange ideas. In summary, the following applies to us: The support of our apprentices has top priority.
"For example, we regularly hold project weeks where the apprentices are allowed to manage a store on their own. This task allows the apprentices to grow and the feedback from our apprentices and the line is correspondingly positive"
Great Place To WorkWhy is learner satisfaction an important issue for Lidl?
Marco MonegoSatisfied and motivated employees are the reason for Lidl Switzerland's growing success. This also applies to our apprentices, whom we want to train as future managers. Our "From apprentice to manager" concept offers apprentices numerous prospects and development opportunities. Right now, for example, two former apprentices are about to make the step up to store manager.
Great Place To Work: In a press release, you said, among other things, that the award also shows that your training concepts are working. What makes your training concepts so good?
Marco MonegoThe most important thing is the personal support and how we respond to the individual apprentices and accompany and support them on their career path. We have also had particularly good experiences with gradually giving apprentices responsibility. For example, we regularly run project weeks in which the apprentices are allowed to manage a branch on their own. This task allows the apprentices to grow and the feedback from our apprentices and the line is correspondingly positive.
Great Place To WorkHow does the satisfaction of apprentices affect the filling of apprenticeship positions?
Marco Monego: This naturally has a very positive effect. Our "One future, please" campaign - with an accompanying video on YouTube - has been very well received. We were able to inspire many new young people to do an apprenticeship at Lidl Switzerland.
Great Place To WorkWhat are the three most important measures at Lidl to ensure that apprentices feel comfortable?
Marco MonegoI can only repeat: close and personal support, even beyond the day-to-day work, certainly the identification of future prospects and the numerous opportunities for exchange among each other, such as during the introductory and project week or the internal industry study.
Great Place To WorkHow can I imagine the process of an apprentice during the three-year training period?
Marco MonegoApprentices start their training period together in a central apprentice week. This is followed by an induction in the branch to familiarize them with all the individual areas in the branches. In addition, the IBKs take place at regular intervals. In the third year of the apprenticeship, the apprentices can already take on responsibility and have the opportunity to manage their own shifts for the first time and even manage an entire store during the project week. Of course, attending vocational school is also part of everyday life throughout the apprenticeship.
Great Place To WorkWhat tip would you give to a company that is not yet as advanced as Lidl in terms of training apprentices / training concepts?
Marco MonegoAllow plenty of time for the supervision and support of apprentices: training does not happen on the side. We have also been very successful in regularly seeking the opinions of apprentices and involving them in all matters. After many years of experience, we can say with conviction: All this time and effort is worth it, but you need a little patience before the fruits of your labor can be reaped.
