Training and enablement
What staff actually need, what a programme that works looks like, and how the AI literacy duty is discharged along the way.
·1 min read·By Redaktion KI-Kompass
DETAIL2 sections
The programme
| Group | Extent | Content |
|---|---|---|
| Everyone with access | 1 hour | What the tools do, the two rules, the reporting route |
| Business areas with their own task | 2 to 3 hours | Typical errors of that task, review steps, templates |
| People exercising oversight | half a day | System limits, automation bias, authority to stop |
| Procurement and legal | half a day | Roles, classes, contract requirements |
| Leadership | 1 hour | Responsibility, risk, evidence duties |
The exercise that does the most
Give participants five real outputs of the system, two of which contain an error, and let them find them. That takes twenty minutes and changes attitudes more than any explanation of why review matters.
Content that holds
- What the system does and does not do, with your own examples.
- Typical error patterns: invented statements, agreement bias, outdated states, false premises.
- What must not go in: a concrete list, not a category.
- How review happens: which step, by whom, to what depth.
- How to report: the route when something goes wrong, expressly without penalty.
- What the law requires: at the depth the role needs.
The evidence
| Item | Why |
|---|---|
| Person | By name, not as a headcount |
| System | Reference to the concrete tool |
| Content with version | So it stays recognisable what was conveyed |
| Date | And the date of refresher |
| Effectiveness check | A short applied exercise, passed or not |
The last row separates evidence from an attendance list and is where most programmes are incomplete. See AI literacy.
Triggers for a refresher
- A new tool or a new version of an existing one.
- A provider model change, announced or noticed.
- A new task with a different error profile.
- An incident from which something can be learned.
- A change of the person exercising oversight.
What changes attitudes
Not rules but two experiences: having found a plausible error yourself, and having seen that reporting is possible without consequence. Both can be produced in a training session and last longer than any policy.
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