The development of skilled labour is a key challenge today. Companies are making targeted investments in employee skills development in order to secure their competitiveness. KIROI Step 8 offers a structured approach to successfully manage this important process. transruptions-Coaching supports organisations in projects related to employee competence development and helps them to develop their specialists in a targeted manner[1][2].
Why employee competence development is essential for managers
Building employee competence is a continuous process.[3] Managers who invest in this area create measurable benefits. More competent employees bring increased efficiency and quality to their work. Motivation increases when skilled workers expand their skills. Innovation results from well-trained staff. Staff turnover is demonstrably reduced[1].
Many managers report challenges in building employee expertise. They are faced with knowledge gaps in their teams. Time pressure makes systematic development difficult. Budget limits require efficient solutions. Choosing the right method is not easy.
transruptions-Coaching provides support in precisely these areas. We support managers systematically. KIROI Step 8 offers a proven structure. You receive concrete impulses for your situation.
KIROI step 8: Structured employee competence development
KIROI stands for a comprehensive approach to organisational development. The eighth step focuses specifically on building employee expertise. It forms the basis for sustainable growth. The process begins with a precise analysis of the current situation.
In the first part, existing competences are recorded. At the same time, you define the skills you will need in the future. This comparison reveals gaps. The company's strategic goals play a central role[2].
An international company from the financial sector was similarly positioned. Managers wanted to develop their team further. The challenge: Which competences are really necessary in three years' time? A clear competency model was developed with transruptions coaching. The analysis revealed significant gaps in digital skills. Targeted training and coaching programmes were then implemented. After twelve months, the key performance indicators increased by 28 per cent.
Phase 1: Needs analysis and target definition
The first phase of employee competence development requires precise work. You need to understand where your company is heading. What new challenges are emerging? Which technologies are changing the market? Which skills will be indispensable tomorrow?[2]
The following questions support this phase:
What goals is our company pursuing in the next three years? What qualifications do we need for this? What skills do we already have? Where are there gaps? Which employees have development potential?
A retail company was facing major changes. E-commerce was to be expanded. The traditional sales staff needed new digital skills. Systematic analyses were used to identify skills gaps. Online training and practical workshops were then combined. After six months, employees were able to manage digital sales channels independently.
A manufacturing company carried out needs analyses. Specialists should become more agile. Processes should be more self-organised. The ability to work in a team and personal responsibility became core competences. Workshops and mentoring programmes were used to provide targeted training. Absenteeism rates fell by 15 per cent.
Phase 2: Individual development plans for building employee competences
Planning follows the analysis. Each employee receives an individualised development plan[2] that takes into account personal strengths and areas for development. Intrinsic motivation plays a key role. Without this, no significant success can be achieved.
The plan contains the following elements:
Clear learning objectives that employees help to shape themselves. Concrete measures and their chronological sequence. Resources such as time, budget and learning partners. Regular feedback meetings to monitor success. Binding agreements between managers and employees.
One technology company systematically developed such plans. Junior developers were assigned mentors. They went through structured projects with increasing levels of difficulty. After two years, senior developers had emerged. These in turn mentored new junior developers. A sustainable cycle was created.
One administrative organisation combined training with job rotation. Employees moved temporarily to other departments. They broadened their horizons considerably. They understood company processes more holistically. Mutual support between departments improved.
Proven methods for successful employee competence development
Various methods support effective employee competence development. Each has its strengths. The right combination creates sustainable results.[3] The following approaches have proven particularly effective:
Learning by doing and on-the-job training
Learning by doing is the focus of this method.[3] Employees learn through direct application. They work on real tasks under supervision. What they have learnt is put into practice immediately. The transfer to everyday working life is immediate.
On-the-job training is highly effective. Experienced colleagues or superiors are available. They provide support and feedback. New skills are developed in real work contexts[5].
One craft business utilised this approach systematically. Apprentices worked together with master craftsmen. They learnt complex techniques in real projects. The quality of their work improved faster than in traditional courses. At the same time, they developed the right work mentality.
A logistics company combined theoretical training with practical phases. Employees had room to learn. They made mistakes in a protected environment. Mentors encouraged them. After four weeks, they were working independently.
A service company utilised job rotation. Employees moved temporarily to other departments. They learnt different ways of working. Their understanding of overall processes grew. They became more flexible and interchangeable.
Mentoring and coaching for targeted employee competence development
Mentoring and coaching are personalised development methods. An experienced mentor provides support over a longer period of time[1] and the coach offers individualised support. Feedback is given regularly. Guidance is provided for personal development[5].
This method not only promotes professional expertise. Soft skills and career development also benefit. The bond with the company increases considerably. Mentees often report greater security and self-confidence.
A large corporation established in-house mentoring programmes. Experienced managers accompanied junior staff. The mentees were given intensive insights. They benefit from the mentors' knowledge. After two years, many became mentors themselves. A great network was created.
A service company utilised external coaching. Employees with leadership potential were given targeted support. Coaches helped to develop personal strengths. They provided support with challenges. The takeover rate in management roles increased by 35 per cent.
One consulting firm combined internal and external mentors. Junior consultants were assigned senior mentors in-house. External experts were also on hand to answer specific questions. The combination created the best conditions for rapid development.
Workshops, seminars and training courses
This formal method conveys theoretical knowledge in a structured way. Workshops and seminars offer more practice than pure lectures. Expertise and soft skills can be systematically trained[4].
The proximity to the reality of everyday working life is important. The number of participants should remain small. Interaction and practical exercises are essential. The focus is on using what has been learnt later.
An insurance company organised regular sales workshops. Employees learnt new techniques. They practised with real scenarios. A trainer gave them direct feedback. The sales quotas increased significantly after the training sessions.
A training company combined face-to-face workshops with online modules. Theoretical knowledge was taught online. Face-to-face training sessions were used to deepen and exchange knowledge. This blended learning strategy significantly increased efficiency.
A pharmaceutical company focussed on specialist seminars. Experts were invited externally. They shared the latest knowledge with the employees. The working groups then worked on case studies. The transfer into practice was very successful.
Peer learning and collaborative work
Peer learning is the exchange of knowledge between employees.[4] Colleagues acquire new knowledge together. They coach each other. This method creates integration in teams. Participants get to know each other better. They become more closely connected[1].
This method is inexpensive and effective. Employees have the confidence to ask questions. They speak the same everyday language. Knowledge stays in the team more easily.
A software company established regular code review sessions. Programmers showed their work. They discussed improvements together. The knowledge spread quickly. The quality of the code improved considerably.
A sales team met weekly to share their experiences. They reported on successful sales. They analysed difficult cases together. Everyone contributed their own perspective. The salespeople quickly got to know each other better.
A project group worked together on case studies. They analysed real customer problems. They developed solutions as a team. This method combined learning with real added value.
The 70:20:10 rule in employee competence development
The 70:20:10 rule is a proven model.[4] It states that 70 per cent of learning takes place through practical experience. 20 per cent comes from relationships and exchange. Only 10 per cent comes from formal training.
This distribution shows the power of practice. Formal training courses have their place. But they must be combined. The right balance creates effective employee competence development.
Practical application in companies:
70 per cent: Employees take on challenging tasks. They work on real projects. Job rotation brings new perspectives. You learn through direct application.
20 per cent: Regular exchange with colleagues. Mentoring and peer learning create relationships. Feedback is given and utilised. Networks support development.
10 per cent: Structured training and courses. Online courses impart basic knowledge. Workshops deepen specific skills.
BEST PRACTICE for a
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