Employee skills development as the key to sustainable corporate success
Targeted employee skills development is at the centre of successful leadership. It is not an end in itself, but contributes significantly to the performance, innovative strength and satisfaction of the team. Managers are increasingly reporting that they are looking for support in change processes, technology launches or the digitalisation of corporate communications. This is where transruptions coaching comes in and supports companies in projects relating to employee skills development - always with a view to individual needs and strategic goals.
In the following, we will look at KIROI Step 8, which is aimed specifically at managers, and show how active skills development can be organised in a targeted manner. We draw on experience, methods and good practices from various sectors, including industry, IT, healthcare and services.
Employee skills development: from analysis to implementation
The first step in employee skills development begins with a clear analysis. Which competences are available today? Which ones will be needed in the future? Managers in particular benefit from not only observing their employees, but also using targeted surveys, workshops or 360° feedback to recognise potential [9].
Example from industry: A mechanical engineering company carried out a skills analysis with its production team. Not only technical skills, but also process understanding and communication skills were assessed. The result was the introduction of interdisciplinary training courses that not only impart knowledge but also promote cooperation.
Example from IT: A software company has introduced a skills profile for its developers. In addition to technical skills, innovativeness, willingness to learn and resilience in dealing with mistakes were identified as important factors. Regular reflection sessions and peer feedback contribute to skills development.
Example from the service sector: A marketing agency uses a digital tool to visualise the progress of training courses and micro-learning units. This allows managers to recognise at a glance where targeted impetus can be provided.
Employee skills development in practice
Employee skills development is most successful when it is understood as an ongoing process. This requires suitable methods, such as on-the-job training, mentoring, coaching or innovative learning formats such as blended learning [5]. It is crucial that learning objectives are agreed with employees and regularly reviewed - this creates a culture of further development that is fuelled by mutual support and the exchange of experiences [1].
Example from logistics: A freight forwarding company has introduced a job rotation programme. Employees move to other departments for a few weeks to gain new perspectives and share knowledge. This not only strengthens expertise, but also promotes team dynamics.
Example from the healthcare sector: A hospital has institutionalised interdisciplinary case conferences. Here, nursing staff, doctors and therapists share their knowledge, reflect on challenges together and develop practical solutions. Such formats support the continuous development of skills in everyday working life.
Example from education: A university has set up a peer learning programme for lecturers. In small groups, they give each other feedback on courses and develop new teaching methods together.
Impulses for managers: The KIROI step 8
KIROI Step 8 is explicitly aimed at managers who want to strengthen their teams in the long term. The core of this step is the active support of skills development - from the definition of objectives to the selection of suitable measures and the evaluation of successes. Managers act as initiators and learning facilitators, ensure transparency and create space for development.
Example from the manufacturing industry: A manager in the automotive sector has established regular reflection meetings with her team. Successes are celebrated together, learning objectives are reviewed and new challenges are identified. This creates an open feedback culture that promotes motivation and commitment.
Example from the IT sector: A department head uses agile methods to manage skills development. In retrospectives, not only project results but also learning progress is discussed. New technologies are trialled together and mistakes are seen as an opportunity to learn.
Example from the retail sector: A store manager specifically promotes the personal responsibility of her employees. She delegates tasks, supports processes and provides regular constructive feedback. As a result, team skills grow and employees identify more strongly with their workplace.
Example from the public sector: A public authority relies on a combination of classroom training and e-learning. This allows employees to learn flexibly and apply their knowledge directly in their day-to-day work. Managers actively support this by scheduling learning times and making successes visible.
BEST PRACTICE with one customer (name hidden due to NDA contract) A medium-sized company in the renewable energy sector was faced with the challenge of preparing its teams for new digital processes. Together with transruptions-Coaching, an individual skills development programme was developed that was tailored to the needs of all hierarchical levels. Firstly, the most important future skills were identified in workshops, after which targeted training, digital learning formats and team coaching sessions were implemented. The development of an internal mentoring programme, in which experienced employees pass on their knowledge to new colleagues, was particularly valuable. Managers received targeted training to support skills development in their day-to-day work and act as role models. After twelve months, the company reported a significant increase in innovative strength, higher employee satisfaction and improved cooperation between departments.
My analysis
Employee skills development is not a flash in the pan, but a long-term success factor for companies. Those who promote their teams in a targeted manner not only strengthen individual performance, but also the innovative strength and resilience of the entire company. KIROI Step 8 impressively demonstrates how managers can actively shape and support this process - always with a view to the needs of employees and the strategic goals of the organisation.
Employee skills development is most successful when it is understood as a joint task. Managers, HR managers and teams work hand in hand, use suitable methods and create a culture of lifelong learning. This creates strong teams that actively shape change and ensure sustainable corporate success.
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Further links from the text above:
Karrierebibel: Competence development - definition and methods
Personalberatung.de: Competence development - meaning and methods
AG5: Skills development in practice
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