{"id":351038,"date":"2025-05-06T09:30:49","date_gmt":"2025-05-06T07:30:49","guid":{"rendered":"https:\/\/sauldie.org\/de\/mitarbeiterkompetenzentwicklung-kiroi-schritt-8-7\/"},"modified":"2025-05-06T09:30:49","modified_gmt":"2025-05-06T07:30:49","slug":"employee-competence-development-kiroi-step-8-7","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/employee-competence-development-kiroi-step-8-7\/","title":{"rendered":"Employee skills development: KIROI step 8 for decision-makers"},"content":{"rendered":"

Employee skills development is becoming increasingly important in companies. Decision-makers in particular feel increasingly responsible for supporting this process in a targeted and sustainable manner. Step 8 of the KIROI model provides a structured representation that aims to promote and develop individual competences. This article takes a practical look at how employee competence development can be successfully implemented and what impetus the eighth step of the KIROI model provides for this.<\/p>\n

Employee skills development in the context of modern leadership<\/h2>\n

Successful employee skills development involves more than just further training. It requires systematic support aimed at developing the individual potential of employees. Decision-makers should not only recognise skills, but also promote them and adapt them to future requirements. In many companies, managers benefit from clearly defined development paths, such as those provided for in step 8 of the KIROI model.<\/p>\n

For example, manufacturing companies organise regular workshops in which participants deepen their technical expertise through practical exercises. Service companies also rely on individual coaching to strengthen soft skills such as communication and conflict management. Companies in the retail sector also promote their employees' ability to react flexibly to changing tasks through job rotation and project work.<\/p>\n

Targeted feedback cultures that support open communication between employees and managers are particularly valuable. In this way, employees experience continuous learning as positive support and not as pressure. In this way, employee skills development contributes to retaining talent and at the same time increases the company's innovative strength.<\/p>\n

KIROI step 8: Targeted support and individualised learning paths<\/h3>\n

The eighth step in the KIROI model stands for the systematic support of skills development. The combination of coaching, digital tools and individual support provides decisive impetus for this. In this way, companies create learning paths that are tailored to the needs of their employees.<\/p>\n

In the healthcare sector, for example, managers use digital learning platforms to train specialists in new treatment methods. At the same time, an experienced coach supports the implementation of what has been learnt in everyday life. In the IT sector, intensive peer groups supplement the formal learning process. Here, employees regularly exchange ideas and reflect together on current challenges. In the automotive industry, on-the-job training creates direct practical references that test and consolidate theoretical knowledge directly on real tasks.<\/p>\n

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BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> A medium-sized company in the mechanical engineering sector supported employees with customised coaching using KIROI Step 8. The focus here was on both specialist training on new technologies and the development of self-reflection in problem-solving behaviour. This not only improved technical expertise, but also strengthened cooperation between the specialist departments.<\/i><\/p>\n

Methods and instruments for sustainable development<\/h2>\n

Various proven methods are available for effective employee skills development. Decision-makers should combine a variety of tools in order to fulfil different learning needs. Here are some examples from practice:<\/p>\n