{"id":351305,"date":"2024-10-23T18:30:45","date_gmt":"2024-10-23T16:30:45","guid":{"rendered":"https:\/\/sauldie.org\/de\/mitarbeiterkompetenzaufbau-kiroi-schritt-8-fuehrungskraft\/"},"modified":"2024-10-23T18:30:45","modified_gmt":"2024-10-23T16:30:45","slug":"employee-competence-development-kiroi-step-8-manager","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/employee-competence-development-kiroi-step-8-manager\/","title":{"rendered":"Building employee competences: KIROI step 8 for managers"},"content":{"rendered":"

The targeted development of employee competences is a decisive factor for successful leadership and long-term corporate success. Managers in particular are faced with the challenge of continuously developing their teams and building competences in a sustainable manner. KIROI Step 8 offers practice-orientated support that has been proven to help employees adapt optimally to changing requirements.<\/p>\n

Focus on building employee expertise: KIROI Step 8 as valuable support<\/h2>\n

The eighth step in the KIROI model is aimed specifically at managers who wish to fulfil their role as process facilitators for employee competence development. This is not just about traditional training, but above all about individual support, practical learning and the sustainable anchoring of new skills in everyday working life. In their day-to-day management work, many companies rely on versatile methods that support the development of expertise in real projects and tasks.<\/p>\n

Examples from various industries illustrate the diversity: in the technology sector, teams often benefit from on-the-job training and job rotations, which open up a wide range of experiences for employees. In the service sector, workshops on communication and conflict management are effective. And in the production sector, skills development is often achieved through targeted coaching and case studies that simulate practical problems and practise solutions.<\/p>\n

Managers actively support this process by agreeing individual development plans with their employees and thus awakening intrinsic motivation. This direct dialogue and the opportunity to reflect on successes together significantly promote the sustainability of employee skills development.<\/p>\n

Strategic building blocks for employee competence development in the KIROI context<\/h2>\n

The development of competences requires a structured approach, which is systematically addressed in KIROI step 8. After a thorough needs analysis, it is important to define individual development goals that are closely aligned with the company's objectives. The variety of tools ranges from formal training courses and informal peer learning formats to digital learning solutions such as e-learning and microlearning.<\/p>\n

Practical methods such as action learning or project work promote learning in real-life situations. By working on concrete challenges, employees expand their skills and at the same time gain self-confidence and problem-solving expertise.<\/p>\n

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BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> In a medium-sized company, employee skills development was implemented through targeted job rotation and accompanying mentoring. Through regular coaching sessions, managers ensured that employees were able to apply their newly acquired knowledge directly. This led to improved interdisciplinary cooperation and a noticeable increase in innovative ability.<\/i><\/p>\n<\/p>\n

The manager is explicitly used as a source of inspiration and support - not as the sole source of knowledge. This creates a culture of learning that is characterised by mutual trust and openness.<\/p>\n

Practical tips for managers on building employee competences<\/h3>\n

Managers are advised to pay attention to the following aspects in order to successfully develop employee competences:<\/p>\n