Employee skills development is a decisive factor in making companies competitive in the long term. It is particularly important for managers to understand how they can specifically promote the skills of their employees. KIROI Step 8 for Leaders supports them in doing just that: it assists managers in the sustainable development of their teams and provides impetus for the targeted promotion of individual potential.
Employee skills development as the key to corporate success
At the centre of employee skills development is the continuous promotion of skills that are both technical and social in nature. Managers often face challenges in motivating employees to develop their skills and adapt to changes. In SMEs or the manufacturing industry, for example, innovative training courses can help to impart technical skills more quickly. In the service sector, on the other hand, the development of communication and problem-solving skills is particularly relevant.
Methods such as mentoring, coaching and job rotation have proven their worth in practice. One manufacturing company, for example, introduced systematic job rotation in which employees regularly familiarise themselves with new areas of work. This increased their flexibility and understanding of the overall processes. In the IT services sector, managers are increasingly focussing on individual coaching to strengthen project management skills and customer relations. And one hospital used regular workshops to improve teamwork and communication skills within the nursing staff.
KIROI step 8: focussed monitoring of skills development
KIROI Step 8 is aimed specifically at leaders who want to fulfil their role as a driving force and guide in employee skills development. This step comprises three key aspects: analysing the current level of competence, agreeing individual development plans and providing continuous support during the learning processes.
An example from the financial sector shows how a management team motivated employees to develop their digital skills through regular feedback meetings and targeted coaching. Step 8 also supports managers in the logistics sector in developing employees through practical, project-based training. Last but not least, public administrations also benefit from systematic support by offering qualified training for managers and employees that addresses current challenges.
BEST PRACTICE with one customer (name hidden due to NDA contract) This organisation used KIROI Step 8 to coach managers during a change process. The intensive support led to employees accepting the new working methods more quickly and actively participating in the further development of the department. The result was a noticeable increase in motivation and expertise within the team.
Practical tips for implementation in day-to-day management
Leaders should regularly evaluate the development needs of their employees and agree individual targets. Structured development meetings help here, in which methodological and social skills are taken into account alongside technical competences. This ensures holistic support that enables employees to master complex challenges independently and as part of a team.
It also makes sense to combine learning phases with specific practical projects. In retail, for example, sales staff can be trained using role-play based training, while new techniques are tested at the POS at the same time. A digital platform that offers learning videos, podcasts and exchange forums can also support the learning process. It is important that the manager remains present as a dialogue partner and provides feedback on learning progress.
Cross-team learning is also promoted through mastermind groups or peer coaching sessions. This allows managers in the healthcare industry to create networks in which employees can learn from each other and develop solutions together. Such formats also help to improve internal communication and strengthen the sense of unity.
The decisive role of leadership in the process of employee competence development
Managers play a key role in shaping the learning and development process through their behaviour. They create a framework that allows employees to try out new skills and integrate them into their day-to-day work. The KIROI concept supports this by not only focussing on individual support, but also on the systematic embedding of development processes.
An example from the software sector shows that leaders can motivate employees to take more personal responsibility through regular retrospectives and feedback loops. This has a positive effect on the team's ability to innovate and efficiency. In manufacturing companies, managers use digital skills models to identify specific skills and manage employee training in line with requirements. This allows skill gaps to be reliably closed.
My analysis
Employee skills development is at the centre of successful leadership. KIROI Step 8 provides guidelines on how leaders can support their teams in a targeted manner and systematically strengthen individual competences. An individual needs analysis, customised development agreements and continuous support are crucial here. Practical methods such as coaching, mentoring and project- and team-orientated learning formats effectively complement the process.
In particular, the use of feedback, the promotion of methodological skills and the use of digital tools increase the sustainability of skills development. Managers act as initiators who not only manage projects, but also enable employees to operate successfully in a dynamic environment. In this way, employee skills development becomes a key resource for the company's success.
Further links from the text above:
Popular methods for developing the skills of company employees
11 Employee development methods & benefits
Successful skills development: 9 tips and 3 methods
Expertise management in practice
Skills development: definition + successful examples
Expertise development - 25 most important employee skills
Successful skills development in 5 steps
Competence development Meaning and methods
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