Employee skills development is becoming increasingly important in companies, especially when it comes to strengthening managers in the long term. Especially in times of change, managers need well-founded skills that enable them to master complex challenges and promote their teams in a targeted manner. Systematic employee skills development effectively supports this process by unleashing individual potential and positively influencing the management culture.
Why employee skills development is essential for managers
Managers today are faced with a variety of tasks: They not only have to bring specialist knowledge to the table, but above all professionalise their social and methodological skills. Leading employees competently, resolving conflicts and supporting change constructively requires continuous development processes. This is where employee competence development comes in, by specifically promoting both hard skills and soft skills and thus strengthening managers in their overall role.
For example, companies such as Siemens and Bosch use systematic training courses and workshops to prepare junior managers for their future challenges. These not only teach technical content, but also train communication skills and resilience.
IT companies such as Google and IBM also rely on mentoring and coaching programmes to provide their managers with individual learning paths. These personalised approaches provide impetus for mastering specific challenges and developing new leadership skills at the same time.
On-the-job training has also established itself as an effective method in medium-sized companies, where managers learn in a practical way by taking on more complex tasks and projects. In this way, competences are expanded and anchored directly in the professional context.
Methods for targeted employee skills development
The variety of methods offers companies numerous opportunities to organise employee skills development individually and effectively. A proven approach is the combination of theory and practice:
A sensible combination of e-learning and classroom training
Digital learning platforms offer managers flexible access to relevant content. This allows them to explore topics such as conflict management or agile leadership at their own pace. At the same time, face-to-face seminars ensure interactive dialogue, practical role plays and in-depth discussions.
For example, an automotive supplier uses these blended learning formats to strengthen both the technical and social skills of its managers. The participants report that the mixture of self-learning and joint practice makes it easier to apply the training in everyday life.
Coaching and mentoring as individual support
Individual development is supported by coaching that addresses specific issues. Mentoring complements this by allowing experienced managers to act as sparring partners and share valuable experience. This creates sustainable learning processes that often go beyond purely technical aspects.
BEST PRACTICE at a customer (name withheld due to NDA agreement): As part of a mentoring programme, a young manager from the financial sector was able to develop her communication skills in such a way that she was able to conduct feedback discussions in the team more constructively, thereby significantly increasing motivation and cooperation.
An international consulting firm makes targeted use of reverse mentoring, in which younger managers coach older colleagues on digital trends. This mutual learning promotes openness to innovation and reduces hierarchies.
Practice-orientated learning through project work and job rotation
Learning by doing is one of the most effective methods. Project work challenges managers to work on new topics, solve complex tasks and take on responsibility in interdisciplinary teams.
Similarly, job rotation helps managers to get to know different areas of the company and thus deepen their understanding of the organisation. This also promotes methodological expertise and opens up new perspectives.
An HR consultancy reports that in client companies that offer job rotation, managers often react more quickly to changes and demonstrate better problem-solving behaviour.
Successful integration of employee competence development into day-to-day management
In order for the development of employee competence to have a lasting effect, it is essential that it is anchored in the day-to-day running of the company. Managers should continuously obtain feedback and make self-reflection a routine. This is the only way to realistically set development goals and make adjustments.
In a medium-sized craft business, quarterly evaluations by employees were established to help recognise strengths and promote them in a targeted manner. This allows managers to regularly see how they can actively shape their employees' skills development.
No less important is the promotion of an open feedback culture that sees mistakes as opportunities for growth. This helps leaders to improve their communication skills and manage team processes more efficiently.
My analysis
Employee skills development is key to strengthening managers in the long term. Only if competences are systematically expanded will it be possible to meet the diverse requirements of modern leadership. Through the intelligent use of coaching, mentoring, practical experience and digital learning, companies can provide impetus that positively influences both individual potential and the entire corporate culture.
Managers benefit from this continuous support in employee skills development because it enables them to act more confidently, motivate their teams better and react flexibly to changes. Companies should therefore always integrate this approach into their personnel development strategies and use it to advance not just individuals, but the entire organisation.
Further links from the text above:
Skills development: definition + successful examples
What is leadership competence? Definition, examples and tips
Successful skills development: 9 tips and 3 levels
Leadership development: key methods
Skills development: importance and methods
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