Developing employee competences is a key challenge for managers who want to ensure sustainable corporate success. The eighth step of the KIROI approach for leaders is about supporting this development in a targeted manner and anchoring it strategically. Skills development is not just seen as an individual measure, but as an integral part of the organisational culture and management practice. The targeted development of employees with suitable methods and individual development paths makes it possible to strengthen both professional and social skills.
The strategic role of employee skills development in day-to-day management
At its core, employee competence development supports managers in systematically recognising and developing the potential of their teams. For example, a production technician can be enabled to optimise processes through targeted training in quality management. At the same time, project managers learn through coaching how to organise their communication with stakeholders more efficiently. Similarly, a sales manager can use feedback tools and role plays to strengthen the negotiation skills of his employees.
We know from practical experience that companies are often confronted with the following questions when it comes to employee skills development: How can a customised selection of development measures be made? How can individual learning paths be supported without losing sight of the overall strategy? How do you create a culture in which continuous learning becomes a matter of course? KIROI Step 8 provides guidance here to equip managers with tools and impetus for these challenges.
Practical examples from various industries
In the logistics sector, for example, employee skills development requires special training on digital control systems. A warehouse employee can train in the use of modern software systems and thus organise processes more efficiently. In the healthcare sector, a hospice team helps employees to grow together better and reduce emotional stress through joint workshops on stress management. In the IT sector, agile coaching supports managers in communicating agile principles in a team-oriented manner and promoting self-organisation within the team.
BEST PRACTICE with one customer (name hidden due to NDA contract) The support provided to a medium-sized mechanical engineering company showed how targeted skills development in the areas of technical problem solving and interdisciplinary communication significantly increased the company's innovative strength. The managers were able to rely on structured development plans and targeted coaching in order to fully utilise the potential of the teams.
Variety of methods and their application in KIROI step 8
In the eighth step of employee skills development, the focus is on the customised selection and implementation of measures. The focus here is on combining proven methods such as on-the-job training, coaching, mentoring, project work and digital learning solutions. This makes it possible to promote professional and soft skills in equal measure and open up a variety of learning paths for employees.
A typical example is on-the-job training in retail. Employees learn how to deal with customer concerns directly during sales talks. At the same time, managers utilise individual coaching sessions to work on personal development issues and unleash potential. In technical services, a mentoring programme supplements the formal training courses to pass on the knowledge of experienced specialists to younger colleagues.
Another method is team or mastermind groups in which employees exchange ideas, reflect on successes and report on challenges. In the automotive industry, for example, this promotes cross-divisional areas of expertise that are essential for complex development projects. The promotion of an appreciative feedback culture makes a decisive contribution to sustainable skills development.
Tips for leaders on implementing skills development
Leaders should first carefully analyse individual and organisational development needs. Transparent communication of development goals strengthens employee motivation. The integration of competence feedback in regular employee appraisals also provides orientation and enables dynamic adaptation of measures.
It is also advisable to create learning spaces that support self-organised learning. For example, employees can use digital learning platforms or learning nuggets to expand their skills flexibly and independently. At the same time, managers should ensure that employees are given time for reflection and practical experience in order to anchor what they have learnt in the long term.
Last but not least, the promotion of methodological skills is key to enabling employees to acquire and apply knowledge independently. Practical exercises, case studies and realistic project work provide a good basis for this. Managers act as a source of inspiration and guidance.
My analysis
Employee skills development is a key success factor for leadership in KIROI Step 8. It supports managers in systematically promoting individual potential and team skills. The combination of proven methods, practical examples and a culture that values learning creates sustainable development. Managers who take their role as facilitators of skills development seriously can make a decisive contribution to the long-term success of their organisation.
Further links from the text above:
Career bible: Skills development definition + successful examples
Valamis: Employee development methods
teamazing: What is skills development?
Prof. Dr Kai Reinhardt: Competence management in practice
Mentiway: Popular methods for developing employee competences
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