ENHANCING CORPORATE TRAININGS: IMPLEMENTATION OF A ROLE-BASED LEARNING (RBL) STRATEGY AT BOEHRINGER INGELHEIM – A CASE STUDY

Abstract

The current learning methodologies applied in organizations are often too generic and not tailored to the specific learning needs of employees and their roles within the organization, which can lead to inadequate training and compliance issues. This is particularly critical in the pharmaceutical industry due to the stringent requirements for employee training in a highly regulated environment. Consequently, developing a strategic, role-based learning (RBL) approach has become a major focus in the industry. Boehringer Ingelheim, highlighted in this case study, intends to adopt this approach and despite some working areas having localized practices, the company seeks to establish a thorough role-based learning framework. This effort involves tackling current challenges in documenting Standard Operating Procedures (SOPs), defining roles, establishing adequate curricula, and addressing infrastructure issues within existing systems. The methodology involved contacting various subject matter experts on different subtopics related to the main issue. These experts were interviewed through semi-structured interviews, and the data was analyzed based on emerging themes. By investigating its implementation at Boehringer Ingelheim, the study aims to identify key components that contribute to an effective role-based learning strategy and the recommendations section offers a step-by-step guide to refining and improving the implementation strategy. The findings offer valuable insights for enhancing learning systems in the industry. The study concludes that a role-based learning approach benefits pharmaceutical companies by i supporting compliance with regulatory requirements, increasing productivity, and avoiding warning letters. Effective implementation requires structured organization, clear communication, and stakeholder cooperation.