Employee skills development is becoming increasingly important in companies. Decision-makers in particular feel increasingly responsible for supporting this process in a targeted and sustainable manner. Step 8 of the KIROI model provides a structured representation that aims to promote and develop individual competences. This article takes a practical look at how employee competence development can be successfully implemented and what impetus the eighth step of the KIROI model provides for this.
Employee skills development in the context of modern leadership
Successful employee skills development involves more than just further training. It requires systematic support aimed at developing the individual potential of employees. Decision-makers should not only recognise skills, but also promote them and adapt them to future requirements. In many companies, managers benefit from clearly defined development paths, such as those provided for in step 8 of the KIROI model.
For example, manufacturing companies organise regular workshops in which participants deepen their technical expertise through practical exercises. Service companies also rely on individual coaching to strengthen soft skills such as communication and conflict management. Companies in the retail sector also promote their employees' ability to react flexibly to changing tasks through job rotation and project work.
Targeted feedback cultures that support open communication between employees and managers are particularly valuable. In this way, employees experience continuous learning as positive support and not as pressure. In this way, employee skills development contributes to retaining talent and at the same time increases the company's innovative strength.
KIROI step 8: Targeted support and individualised learning paths
The eighth step in the KIROI model stands for the systematic support of skills development. The combination of coaching, digital tools and individual support provides decisive impetus for this. In this way, companies create learning paths that are tailored to the needs of their employees.
In the healthcare sector, for example, managers use digital learning platforms to train specialists in new treatment methods. At the same time, an experienced coach supports the implementation of what has been learnt in everyday life. In the IT sector, intensive peer groups supplement the formal learning process. Here, employees regularly exchange ideas and reflect together on current challenges. In the automotive industry, on-the-job training creates direct practical references that test and consolidate theoretical knowledge directly on real tasks.
BEST PRACTICE with one customer (name hidden due to NDA contract) A medium-sized company in the mechanical engineering sector supported employees with customised coaching using KIROI Step 8. The focus here was on both specialist training on new technologies and the development of self-reflection in problem-solving behaviour. This not only improved technical expertise, but also strengthened cooperation between the specialist departments.
Methods and instruments for sustainable development
Various proven methods are available for effective employee skills development. Decision-makers should combine a variety of tools in order to fulfil different learning needs. Here are some examples from practice:
- Mentoring programmes offer experienced employees the opportunity to pass on their knowledge to less experienced colleagues in a targeted manner. This promotes both professional expertise and social interaction, as practised by many large consulting firms.
- Workshops and collaborative teamwork help to develop practical skills and methodical thinking at the same time. Pharmaceutical companies use such formats to prepare interdisciplinary project teams for the challenges of research and development.
- On-the-job training enables employees to master new tasks directly at the workplace. They receive rapid feedback and can continually adapt their knowledge. This method is often used in retail and production.
Decision-makers should also not underestimate the use of digital tools. Intelligent systems for skills diagnostics and personalised learning recommendations allow available resources to be used more effectively. This allows individual strengths to be recognised at an early stage and further developed in a customised manner.
Support and coaching as key factors
People learn best when they are actively supported and encouraged. Coaching provides an important framework for supporting individual development processes. In the logistics sector, employees benefit from experienced coaches who provide practical impetus for improving work processes. The same applies to financial services, where coaching promotes personal and professional development on an equal footing.
It is important to set realistic goals and continuously reflect on the learning steps. This prevents employees from being overwhelmed or demotivated. An open feedback culture also helps to ensure that the development process is seen as a joint project.
My analysis
Employee skills development is a central building block for sustainable corporate success. KIROI Step 8 provides valuable guidelines for organising this process in a targeted and structured manner. The combination of targeted analyses, practical learning formats and individual support creates a stable basis for preparing employees for future challenges in the best possible way. Decision-makers can thus promote not only professional but also social and methodological skills - a decisive advantage in today's dynamic working world.
Further links from the text above:
Employee skills development: KIROI step 8 for decision-makers
Popular methods for developing the skills of company employees
Employee development with KIROI: Step 8 - Building competences
Successful skills development in 5 steps
Skills development: importance and methods
For more information and if you have any questions, please contact Contact us or read more blog posts on the topic Artificial intelligence here.
Deutsch 
English (UK)