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"This initiative was precisely designed to encourage associates to take ownership of their development, while we simultaneously equipped them with the necessary tools, platforms, and supportive environment for success," the HR team shares.
The core spark for Bosch Malaysia's L&D initiative started with a bold, forward-looking question: How can we empower our people to stay future-ready in a rapidly evolving world? This wasn’t a response to a problem — it was a strategic call to reimagine how learning should evolve alongside the business.
Recognising that traditional, top-down training would no longer suffice, the team set out to build a digital, self-driven learning culture rooted in Bosch’s spirit of innovation. Their aim was clear: encourage associates to take ownership of their development, whilst simultaneously equipping them with the necessary tools, platforms, and supportive environment for success.
It’s this clarity of purpose, strategic alignment, and real behavioural impact that earned Bosch Malaysia the bronze award for 'Excellence in Learning and Development' at the HR Excellence Awards 2025, Malaysia — a testament to how a single, powerful question can ignite an organisation-wide movement.
HRO catches up with the HR team to learn how they brought this transformation to life — and the journey behind reshaping learning mindsets across the organisation.
Q Tell us about your inspiring HR initiative – what sparked the idea, and how did you know it was the right path to take?
The core spark for our initiative came from a proactive and insightful question: 'How can we empower our people to stay future-ready in a rapidly evolving world?' This wasn't a reactive response to a problem, but rather a forward-thinking, strategic inquiry that acknowledged the dynamic nature of business and the critical importance of continuous learning.
We recognised the need to move beyond traditional, top-down training. Our goal was to cultivate a digital, self-driven learning culture that truly reflects Bosch’s spirit of innovation. This initiative was precisely designed to encourage associates to take ownership of their development, while we simultaneously equipped them with the necessary tools, platforms, and supportive environment for success.
The shift in associate behaviour quickly validated our approach. We observed a clear and growing curiosity about future skills, digital capabilities, and leadership development. As our engagement rose, with associates actively initiating their own learning journeys, we knew we were on the right path.
This HR initiative is explicitly aligned with Bosch’s Global Learning Ambitions 2030. This provides not only a robust framework and strategic direction but also ensures access to global resources and best practices. It underscores that our approach is not merely a local adaptation but an integral part of a larger, well-considered corporate strategy, confirming its proven efficacy."
Q Every journey has its ups and downs – can you share a challenge your team faced and how you worked through it together?
One of our biggest challenges was shifting learning mindsets. Many associates were still accustomed to traditional, classroom-based training, so moving towards a digital, self-initiated learning model naturally came with hesitation. To address this, we started by listening; understanding what our associates needed, what barriers they faced, and what would make learning more meaningful for them.
Our HR and learning & development (L&D) teams then worked hand-in-hand with business leaders to co-create learning journeys that were practical, relevant, and closely tied to business priorities. We opened more pathways to learn, share success stories, and celebrated every small win to build confidence and momentum.
Most importantly, we reinforced the message that learning at Bosch is “for associates, by associates.”
By giving associates the space and ownership to shape their own development, learning became something they wanted to do, not something they had to do.
As learning became embedded into day-to-day work and visibly linked to personal and career growth, the initial resistance transformed into genuine curiosity and enthusiasm. Together, we cultivated a stronger culture of ownership, collaboration, and continuous learning across Bosch Malaysia.
Q What impact has this initiative had on your organisation so far, and what do you hope it inspires in the wider HR community?
This initiative has fundamentally reshaped how Bosch Malaysia learns, collaborates, and grows. We have seen a significant rise in learning participation, cross-functional engagement, and innovation-led projects driven by newly acquired skills. Associates are more proactive, seeking learning opportunities, mentoring peers, and applying future-relevant capabilities directly in their day-to-day work.
Learning has shifted from a traditional, top-down activity to an associate-driven movement.
"Individuals are taking greater ownership of their development, while managers have become strong champions of a continuous learning culture."
This mindset shift has strengthened our identity as a future-ready organisation and positioned learning as a key driver of business transformation.
We hope this inspires the wider HR community to view learning not as a standalone programme, but as an ongoing, purpose-driven journey. One that evolves with people, technology, and the changing needs of business. When learning becomes part of the culture, organisations unlock not just new skills, but new possibilities.
Q Looking back, is there a moment or person, or value that kept you and your team motivated throughout the journey?
Throughout the journey, the Bosch core value of Responsibility was our anchor. We believe that taking responsibility for people’s growth is one of the most meaningful and sustainable ways to drive excellence, not just for the organisation, but for every individual who chooses to grow with us.
Leadership support played a crucial role, but what truly kept us motivated was the passion of our associates. Their willingness to explore new skills, step out of their comfort zones, and share what they learned with others created a ripple effect across the organisation.
Moments where associates took the initiative, launching peer-learning circles, mentoring colleagues, or simply encouraging one another, reaffirmed why we embarked on this transformation. These reflections reminded us of our purpose: to build a future-ready, empowered, and sustainable workforce for Bosch Malaysia and beyond.
Q If you could offer one golden nugget of wisdom to HR professionals aiming for excellence, what would it be?
Put people at the center of every transformation. When employees feel trusted, supported, and inspired to learn, excellence naturally follows. HR’s role goes beyond designing programmes, it is about cultivating a mindset that grows, adapts, and inspires others.
Empower associates to take ownership of their learning. Build a culture that values curiosity, lifelong learning, and self-initiative. Start small, listen deeply, and celebrate every step forward. These moments of progress, no matter how modest, are what create lasting change.
At Bosch Malaysia, this belief forms the foundation of our commitment to a self-initiated, associate-driven, and lifelong learning culture; where people shape their own growth, and in turn, shape the future of the organisation.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
Photos / Provided
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