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AIROI - Artificial Intelligence Return on Invest: The AI strategy for decision-makers and managers

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29 August 2024

KIROI Step 8: Employee skills development for managers

Artificial intelligence Digital Leadership Digital transformation HR work and Teams 4.0 AI Glossary

Employee skills development is becoming increasingly important in companies because it enables managers to lead their teams effectively and successfully master challenges. Sustainable improvements in collaboration, productivity and innovative strength can only be achieved through the continuous promotion of competences. The eighth step of the KIROI concept demonstrates in particular how comprehensively and systematically employee skills development can be implemented.

Employee skills development: the basis for sustainable leadership

Managers are faced with the task of further developing both professional and social skills in their team. This is the only way to optimally utilise the potential of each individual. For example, companies such as Siemens rely on regular internal workshops in which teams try out new methods together and work on current challenges. Organisations such as Lufthansa also use action learning, in which managers work on real projects and thus strengthen their skills in a practical way.

Mentoring also plays a key role: younger colleagues benefit from the experience of seasoned managers, receive guidance and are encouraged to develop new skills. IBM makes targeted use of mentoring programmes to meet individual development needs and increase employee loyalty.

Innovative methods such as peer learning, in which managers challenge each other and benefit from each other's different experiences, have continued to prove their worth. This creates lively learning networks in companies like Bosch that dynamically support the development of expertise.

Practical methods for developing employee competences

The variety of methods can be summarised in three categories:

On-the-job learning: Managers take on new projects, rotate through different departments or coordinate cross-departmental teams. This supports the acquisition of practical skills directly in the workplace.
Off-the-job formats: This includes seminars, online courses and workshops that impart specific knowledge and promote dialogue with other professionals.
Coaching and mentoring: Individual support from external coaches or experienced mentors enables customised support in personal and professional development.

A practical example: A medium-sized technology group introduced a combined programme in which junior managers worked on tandem projects with experienced managers for six months. They also received coaching and took part in modular workshops to develop communication and leadership skills.

The conscious organisation of feedback processes is also part of employee skills development. Regular development meetings help managers to recognise strengths and identify individual growth areas together with employees.

Employee skills development as an integral part of leadership

Managers not only accompany their teams at work, but also actively support them in the learning and development process. They create framework conditions that enable the continuous development of competences - whether through learning opportunities, exchange forums or targeted projects.

In practice, it has been shown that teams whose managers focus on systematic employee skills development report higher motivation, lower staff turnover and greater innovative strength more frequently. One international service company, for example, found that targeted development measures made it easier to cope with departmental changes within a short period of time and visibly improved the quality of work.

Various industries benefit from the comprehensive support provided by transruptions coaching, which provides impetus for employee skills development projects and supports managers in constructively shaping change processes.

BEST PRACTICE with one customer (name hidden due to NDA contract): A development cycle was implemented in a manufacturing company with transruptions coaching. The managers were instructed in interactive workshops to strengthen their communication skills and coordinate complex project tasks flexibly. In doing so, they took on a greater role as learning facilitators and promoted knowledge-based collaboration within the teams.

Tips for the successful implementation of employee skills development

The following aspects should be taken into account in order to organise employee skills development effectively:

Needs analysis: Firstly, the current competences and future requirements should be recorded transparently.
Individualisation: Development plans must be tailored to the needs and potential of employees.
Practical relevance: Learning works best when what has been learnt is applied directly in everyday working life.
Continuous support: Managers receive support with implementation through regular feedback and coaching.
Variety of formats: Various methods - from online learning modules to face-to-face seminars - increase effectiveness.

For example, a global IT service provider showed that the use of blended learning programmes significantly increased the motivation to learn because different learning channels were used and individual learning speeds could be taken into account.

My analysis

Employee competence development is an indispensable building block for the sustainable strengthening of leadership competences. It not only supports the growth of each individual, but also makes a significant contribution to the development of agile and efficient organisations. Effective methods such as coaching, mentoring, workshops and action-orientated forms of learning guarantee practical skills development. Companies that consistently accompany this step create the conditions for long-term success and a motivating management culture.

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KIROI Step 8: Employee skills development for managers

written by:

Sanjay Sauldie

Sanjay Sauldie is a digital strategist, speaker and developer of the transruption toolkit, which companies can use to make their digital transformation measurable, human and sustainable. With kiROI - the AI-based approach to value creation in the digital age - he helps self-employed people and companies to integrate artificial intelligence into their processes in a practical way. With his outstanding marketing strategy iROI, he has already led countless companies to greater visibility and thus more profits. He combines digital innovation with disruptive thinking models for a sustainable business strategy. He studied mathematics and computer science at the University of Cologne, completed a Master of Science in Digital Disruption at the University of Salford (UK) and a Design Thinking programme at MIT/EMERITUS Singapore. As a multiple award-winning expert - including the Golden Web Award and the Innovation Award of the Initiative Mittelstand - he advises SMEs and corporations. His motto: "Digitalisation is not an end in itself - it must serve people."

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