Martin Braun Group

How the Martin Braun Group inspires its employees to learn

From creative offline campaigns to a flexible time model: how The Martin Braun Group overcame their hurdles to digital learning in the product environment, with GoodHabitz.

A creative offline campaign that motivated production employees to directly register on the learning platform.

A flexible 3-hour arrangement that allows learning during working hours – even from home.

On the way to a lively learning culture, which is continuously promoted through joint campaigns and personal coaching.

Table of contents

About the organisation

The Martin Braun Group is a successful company in the food industry with 23 locations in 14 countries. Their greatest strength is diversity – in products, cultures and teams. And this diversity also presented the opportunity for personal development, and the exciting task of inspiring all employees – including those on the production floor.

The challenge

Especially in the manufacturing industry, the introduction of digital learning is associated with notable hurdles. The Martin Braun Group was faced with the following core obstacles:

Reaching employees in production: Many employees don’t have direct access to a computer at the workplace, so how do you bring learning directly to them?

Lack of learning rooms: There are no dedicated rooms available where industrial employees can continuously learn without distractions.

Creating global motivation: How do you get such a diverse workforce at 23 locations excited about the topic of continuous learning in the long-term and build a self-directed learning culture?

The solution

The Martin Braun Group does not meet these challenges with a standard solution, but with creativity and a clear commitment to further training.

The advantages of GoodHabitz for the Martin Braun Group:

Flexibility: To solve the problem of the lack of learning spaces, a clear rule has was created: Employees can continue their education for 3 hours per month – even from home.

Creative activation: Instead of just communicating digitally, the L&D team brings learning directly to employees – for example, with creative offline activities.

Personal support: Action plans are drawn up in regular meetings with the GoodHabitz Coach. Campaign suggestions such as the "Bingo Challenge" or inspiration sessions for executives provided opportunistic moments.

Multilingual: For an international company like the Martin Braun Group, learning content in many different languages was an important added value to reach everyone.

"Learning is and should be an integral part of our corporate culture, and that's exactly what GoodHabitz helped us do.” Dr. Annica Lau, Global Director People & Culture, Martin Braun Group

“I've already received a wide variety of feedback from the employees from "it's totally fun" and "it's incredibly entertaining" to "I've learned something sustainably" and that's always very important to me, because that's exactly when learning is successful." Dr. Annica Lau, Global Director People & Culture, Martin Braun Group

Spotlight: The analogue quiz that inspired employees

In addition, the L&D team invited themselves to the team event of the warehouse employees.

Their mission? To show how entertaining learning can be.

To do this, they brought a quiz from a GoodHabitz training into the analogue. In the case of right-or-wrong questions, employees had to physically position themselves in the room.

The result? An incredible dynamic, lots of laughs and many curious colleagues who registered directly afterwards on the internal learning platform. Sometimes the best way to click is a bit of creative offline action!

The result and future plans

The Martin Braun Group has experienced a noticeably livelier learning culture.

Campaigns such as the quiz have an immediate effect in making learning more fun and accessible. Furthermore, the 3-hour rule is a strong signal of appreciation and ensures that learning is seen as an integral and rewarded part of work.

The close co-operation with the GoodHabitz Coach will be continued to keep motivation high and further strengthen the learning culture at all 23 locations.

Conclusion

The Martin Braun Group impressively shows that digital learning in the manufacturing industry is not a question of infrastructure, but of creativity and the right attitude. By bringing learning to employees, breaking down barriers and actively valuing training, they create a learning culture that is just as alive on the factory floor as it is in the office.