Building employee competences as the basis for successful leadership
Building employee skills is at the centre of successful leadership development. Managers in particular need a wide range of skills in order to lead teams effectively and overcome challenges. It is important to strengthen managers not only professionally, but also socially and methodically. This is because the demands placed on leadership are constantly changing, which is why targeted support and impetus are essential in order to promote individual competences in the long term.
Diverse methods for building employee competences for managers
Employee expertise is built up using various tried-and-tested methods that support managers in their development. Trainee programmes are useful for systematically introducing junior staff to management tasks and creating long-term loyalty to the company. Seminars, both professionally orientated and with a focus on social skills, impart knowledge through qualified trainers. Mentoring promotes the exchange between experienced and young managers and supports individual development through trust and continuous dialogue.
Training on the job offers valuable practical experience as managers learn and grow directly in their day-to-day work. Rotation programmes ensure flexibility by opening up new specialist areas for managers and thus promoting the exchange of knowledge within the company. Coaching complements development through personal support, particularly suitable in times of change or when there is a need for an individual space for reflection. Self-study programmes using literature and online courses make it possible to build up skills independently and flexibly.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) A medium-sized company supported its managers with a tailored coaching programme, supplemented by internal mentoring sessions and targeted on-the-job training. The combination of personal support and practical learning resulted in a noticeable increase in expertise and strengthened the managers' confidence in their role. The sustainable process was supported by regular feedback loops.
Workshops with business games or case studies also offer valuable opportunities to simulate complex management situations. Such formats promote critical thinking and the ability to work in dynamic teams. Change agent programmes also prepare managers to accompany change processes in a targeted manner and to positively influence the workforce.
Practical examples from various industries
In the IT sector, companies often rely on rotation programmes so that managers can get to know different technical areas and expand their problem-solving skills. In industry, on the other hand, trainee programmes and coaching elements are standard, as social and organisational skills are crucial in addition to technical skills. In the service sector, mentoring and seminars are particularly in demand to promote strong communication skills and customer orientation in management positions.
KIROI BEST PRACTICE at ABC (name changed due to NDA contract) A mentor-based development programme for junior managers was introduced within an international group, which was combined with targeted workshops on conflict resolution. The dialogue on an equal footing and the practical training strengthened leadership skills in the long term, particularly in intercultural teams.
Managers often find that targeted skills development not only increases their own confidence, but also improves the overall team climate. The transfer of the content learnt into everyday working life is best achieved with continuous support and suitable tools to make progress measurable and reflect on it.
KIROI BEST PRACTICE at DEF (name changed due to NDA contract) A global retail company used a combined programme of leadership seminars, coaching and practical rotations. This programme helped managers to better understand complex market requirements and react flexibly to changes. Regular evaluations showed a positive development of individual competences.
Important prerequisites for sustainable employee competence development
Employee competence development is most successful when the measures are well aligned with individual needs and company goals. It is helpful to set clear development goals and to document progress. Clients often report that involving managers in the planning of further training measures strengthens their motivation and personal responsibility. In addition, an appreciative corporate culture has a positive effect on learning success.
By combining different methods, such as coaching, mentoring and practice-orientated learning, managers receive various impulses and are supported in the long term. The role of mentoring plays a central role in competently overcoming challenges or resistance in the development process.
My analysis
The targeted development of employee competences for managers is a complex but necessary task in order to successfully master the challenges of the working world. Efficient programmes are characterised by the fact that they take into account both individual and organisational aspects and specifically address the needs of managers. Sustainability is achieved through continuous support, different learning formats and an open communication culture within the company. In many cases, positive effects are seen not only in the acquisition of skills, but also in the strengthening of team dynamics and corporate culture.
Further links from the text above:
[1] Leadership development: Definition, methods & goals - Qualtrics
[3] Leadership development: The guide for HR - Personio
[5] 11 Employee development methods & benefits - Valamis
[7] Leadership development: The best methods - softgarden
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