Employee skills development is becoming increasingly important in today's working world. It is particularly important for decision-makers to organise this process in a targeted and sustainable manner. Step 8 of the KIROI model offers numerous valuable ideas on how competences can be specifically promoted and further developed, especially in connection with innovative technologies such as artificial intelligence (AI). This article will guide you through the key aspects and provide practical examples of how employee skills development can be successfully implemented.
Employee skills development in the context of modern corporate management
Employee skills development not only involves imparting practical knowledge, but also requires systematic support for employees. Responsible managers must recognise and promote skills and adapt them to future requirements. KIROI Step 8 focuses on the targeted development of employees, supported by coaching, individual learning paths and the use of intelligent technologies.
Examples from various industries illustrate the benefits: In the IT sector, for example, AI helps to suggest customised training courses that take into account suitable programming languages or frameworks. In the manufacturing industry, automated analyses are used to identify training needs and address them promptly. In the financial sector, AI-supported career planning enables transparent development, thereby retaining qualified employees in the long term.
Practice-orientated methods of employee skills development
Typical methods of employee competence development can be divided into three levels:
- At the practical level, employees learn directly on the job through job rotation, project work or on-the-job training.
- The coaching level includes individual support through mentoring or professional coaching, which provides feedback, self-reflection and impetus for further development.
- At the training level, structured workshops, seminars and training courses are used to develop professional and social skills in a targeted manner.
In practice, it is often shown that a combination of these methods is particularly effective. For example, companies in the healthcare sector report that employees have been able to noticeably improve their communication and professional skills through practical team projects and accompanying coaching. At the same time, digital learning platforms, for example in the media industry, enable flexible learning for all target groups.
Examples from counselling practice
BEST PRACTICE at a customer (name concealed due to NDA contract): The company from the automotive industry introduced a targeted skills development plan with the help of KIROI Step 8. Employees were supported by personalised learning paths that cover both technical skills and soft skills such as teamwork and innovation. This led to a measurable increase in project quality and employee motivation.
Another example from the telecommunications sector shows how individual strengths were identified and specifically developed with the help of coaching. Managers also received training to better fulfil their role as development facilitators and to support change.
In the logistics sector, AI-supported tools were used to automatically record training requirements. This helped the HR department to provide suitable offers more quickly and accurately, making employee skills development more efficient overall.
AI and coaching as decisive factors in employee skills development
The use of artificial intelligence can make the development process considerably easier. AI analyses individual skills and learning needs, suggests tailored training and thus enables personalised support. This helps to remove obstacles to learning and motivates employees to actively participate in their skills development.
Coaching complements these technological tools with human expertise. Coaches support teams and individuals, create a space for reflection and personal growth and teach strategies for dealing with challenges. Managers learn to strengthen their role as enablers and to support the development process in the long term.
This combination is often used in the energy sector: AI-based learning paths and individual coaching are combined to prepare employees for new tasks and technologies in a targeted manner. Managers in the service sector also report positive effects from this integrative approach.
Recommendations for decision-makers to promote employee skills development
To successfully implement KIROI step 8, decision-makers should consider the following points:
- Systematically analyse current and future skills requirements.
- Promote an open feedback culture that supports learning and development.
- Use digital tools and AI to efficiently recognise and promote individual potential.
- Rely on a mixture of practice, training and coaching for holistic skills development.
- Involve managers actively in the development process so that they act as guides and initiators.
In particular, the combination of technology and personal support has proven its worth in retaining employees in the long term and promoting innovative processes.
My analysis
Employee competence development is an ongoing process that goes far beyond mere further training. Step 8 of the KIROI model shows what modern and sustainable support can look like. The targeted use of AI and coaching creates individual learning paths that open up new perspectives and development opportunities for employees. For decision-makers, this concept offers valuable tools for actively shaping change in companies and strengthening competitiveness. Transparent communication and an appreciative corporate culture support the success of the measures in the long term.
Further links from the text above:
Skills development: definition + successful examples [1]
Mastering employee development: KIROI step 8 for managers [2]
What is skills development? - teamazing Lexicon [3]
AI as a threat or an opportunity in times of skills shortages? [4]
KIROI step 8: Strengthen employee development in a targeted manner with AI [6]
Skills development: importance and methods [7]
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