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The successful design of organisations depends largely on the skills of the employees. Managers are faced with the challenge of continuously developing and strengthening their teams. Employee skills development is therefore a key success factor for modern organisations [1]. It enables existing potential to be realised and future requirements to be mastered. KIROI Step 8 offers managers a structured framework for systematically implementing this development and achieving sustainable results [2].
Understanding the basics of employee competence development
Employee competence development is a structured process for improving knowledge, skills and abilities [1]. It is not about short-term training, but a long-term investment in the performance of the team. Companies that consistently pursue this approach often experience increased efficiency and higher employee motivation [2].
Three central types of expertise play an important role. Expertise enables employees to master their specific tasks professionally. Social skills enable better cooperation and communication. Methodological competence helps employees to acquire knowledge independently and process information in a structured way [5].
Managers should understand that employee skills development is not optional. Competitive pressure is increasing and requires constant adaptation. HR managers who regularly review and promote the competences of their teams are positioning their companies for long-term success [5].
KIROI Step 8: A framework for structured employee competence development
The KIROI approach provides managers with a proven framework for employee competence development. Step 8 focuses on integrating learning measures into everyday working life and ensuring sustainable success. This step closes the circle between recognising needs and practical implementation [2].
The framework follows a logical sequence. First, the requirements are analysed. Then relevant employees are identified. Specific development measures are agreed and finally implemented. Continuous review and adjustment ensures optimal results [1].
Step 8, the final phase of the KIROI process, permanently anchors the competences gained. Managers are supported in creating an environment in which learning becomes the norm. This is achieved through regular feedback, continuous adaptation and the creation of a sense of achievement [3].
Practical implementation through employee skills development
Implementation requires a clear structure and perseverance. Firstly, managers should define goals together with their employees. These goals must be aligned with the company's strategic goals [1].
A well thought-out procedure looks like this: Carry out a needs analysis, record actual competences, define target competences, create development plans and implement measures [5]. Each phase is crucial for overall success.
Communication with employees plays a key role here. Transparency about expectations and development opportunities is more motivating than hidden requirements. Employees who understand why their employee skills development is important are much more committed [1].
Proven methods of skills development in practice
Numerous methods support employee skills development. Each method is suitable for different situations and learning types. Managers should be familiar with them and use them consciously [2].
On-the-job training and project work
One of the most effective methods is learning by doing [3]. Employees learn through direct application in real work situations. On-the-job training makes it possible to test new skills directly in practice [7].
Example 1: A financial company used project work to develop employee skills. New employees were deployed in cross-functional teams and worked on tasks outside their regular area of activity. In this way, they not only developed specialist skills, but also learnt project management and teamwork. The length of stay in the company increased significantly [7].
Example 2: A craft business relied on job rotation. Employees regularly moved between different departments. This promoted understanding for other areas and created flexible, deployable skilled workers. Employee skills were developed in passing during the course of day-to-day work [3].
Example 3: An innovation was introduced in the retail sector. Sales staff were gradually integrated into management functions. They initially took on small management tasks, later assuming greater responsibility. This enabled natural employee competence development without external training costs [7].
Mentoring and coaching
Mentoring and coaching are personalised development methods with great potential [7]. An experienced mentor or professional coach accompanies employees over a longer period of time and offers support and feedback [4].
Example 4: A technology company established an internal mentoring programme [2]. Experienced managers acted as mentors for junior managers. These mentoring processes facilitated knowledge transfer and professional development. The company reported faster competence development among new managers [4].
Example 5: In a consulting firm, individual coaching was used to develop employee skills. Coaches supported employees in mastering challenges and developing personal strengths. This led to a measurable increase in performance and higher employee satisfaction [3].
Example 6: A manufacturing company relied on peer mentoring. Experienced specialists supported young colleagues directly at the machine. This direct, practical guidance showed rapid results in employee skills development [2].
Workshops and teamwork
Stationary workshops offer an interesting alternative to pure training [2]. They encourage active participation and enable practical application of knowledge. Teamwork in workshops also promotes integration and cohesion [2].
Example 7: An insurance company organised two-day workshops. Employees worked together on practical case studies and developed proposed solutions. The direct application of theoretical knowledge made employee skills development tangible and motivating [3].
Example 8: A logistics company organised regular mastermind groups. Selected employees met and shared their knowledge. This collegial employee competence development cost little and created great added value through mutual learning [2].
Example 9: Workshops with external experts were organised in a marketing agency. Employees learnt new tools and methods directly from experts. The combination of theory and practical exercises made employee skills development sustainably effective [3].
E-learning and self-study
E-learning enables flexible employee skills development regardless of time and place [7]. Employees can learn at their own pace and repeat content as required. This is particularly cost-effective for large groups of employees [7].
Digital formats such as videos, interactive exercises and webinars support different types of learners. Such formats are ideal for self-organised employee skills development [7].
Systematic process: from analysis to implementation
A structured approach is important for successful employee skills development. Managers should follow the following steps [1][5]:
Step 1: Analyse demand
The first step is to compare existing and future required competences with the strategic goals [1]. Managers must understand which skills the company needs to be successful. This is done through employee surveys, assessments by line managers or systematic surveys [6].
The determination of training requirements is fundamental. The current status quo is compared with the required target status. If there are recognisable deficits, targeted training measures follow [6].
Step 2: Identify employees
Managers determine which employees have the greatest relevant potential [1]. Not all employees have the same development opportunities. Targeted selection optimises the use of resources and success rates [1].
Step 3: Agree on measures
The planned development measures are discussed together with the employees [1]. Transparency and mutual agreement create commitment. Without the intrinsic motivation of the employee, no significant success can be achieved [1].
Step 4: Develop competences
This is where the actual employee competence development takes place [1]. Theoretical foundations through training courses and seminars form a good basis. However, on-the-job training, i.e. practical implementation, is crucial [1].
Step 5: Check progress
Continuous review and feedback are essential [1]. Managers document progress and make adjustments where necessary. Regular feedback meetings help to discover new development potential [3].
A feedback culture promotes continuous employee competence development [7]. Constructive feedback helps to recognise strengths and areas for development. This supports self-reflection and motivates continuous improvement [7].
Challenges and solutions for employee skills development
Managers often report various challenges in employee skills development. Lack of time and resources are frequent obstacles. A lack of motivation or resistance to change is also a regular occurrence [5].
Solutions require creativity and perseverance. Integrating learning into existing work processes reduces additional work. On-the-job training utilises existing resources more efficiently [3].
Clear communication about benefits and objectives is valuable. When employees understand why employee competence development benefits them personally, resistance often disappears [1].
Managers should develop themselves further. Only those who understand and practise the importance of employee skills development can lead others convincingly [1].
The role of transruption coaching
Professional support helps managers to develop employee competences in the long term. transruptions-Coaching clearly positions itself as support for projects relating to employee competence development [2].
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