Targeted employee skills development forms an essential foundation for the sustainable success of modern companies. Particularly within comprehensive development programmes, the eighth KIROI step plays a central role. This step assists leaders in systematically developing their employees' skills and thus optimally preparing them for future challenges. In this article, you will learn practical examples of how employee skills development can be effectively designed and what impulses transruption coaching can provide.
Employee competence development as a core task of real leadership
A true leader recognises that the sustainable development of employee skills goes beyond mere knowledge transfer. It is much more about creating an environment where learning is linked through application, reflection and targeted guidance. For example, many companies implement job rotation programmes where employees move through different tasks, thereby developing new skills. Likewise, coaching programmes have proven to be very effective – for instance, in the form of personal conversations where individual potential is identified and nurtured.
A practical example from the automotive industry illustrates this: As part of the eighth KIROI step, a supplier has introduced a mixture of on-the-job training and accompanying coaching. Employees voluntarily sign up for projects where they can expand their quality management skills. At the same time, they receive regular feedback from experienced managers. This approach strengthens employee skills development because it is practical and individualised.
In the IT sector too, learning platforms are increasingly being used to supplement in-person training. For example, banks are jointly developing modules on digital transformation with external coaches to impart the necessary skills for new technologies to employees. This supports both personal development and the strategic goals of the company.
BEST PRACTICE with one customer (name hidden due to NDA contract) The company from the mechanical engineering sector deliberately introduced mastermind groups. In these meetings, employees regularly presented their own case studies and discussed challenges. This resulted in valuable learning experiences and intensive exchange, which sustainably strengthened the employee competence-building initiatives.
KIROI Step 8: Impulses through transruption coaching for sustainable development
The eighth step of the KIROI model focuses on accompanying change processes. Transruption coaching offers internal change agents valuable methods and impulses to actively promote the development of employee competencies. This is achieved through targeted questioning, reflection exercises, and showing new perspectives.
For example, a company from the pharmaceutical industry reports that after coaching sessions, managers more frequently seek employee feedback and create individual development plans. This guidance strengthens the sense of responsibility for building competencies, and employees experience their development as an independent process.
Another example from the service sector highlights the benefits of transruption coaching: during a change project to introduce new digital tools, leaders were supported in addressing resistance and developing an understanding of different development paces. This improved acceptance, and the building of employee skills proceeded more smoothly.
Furthermore, the telecommunications industry shows that regular coaching sessions particularly foster social skills, such as conflict resolution and teamwork. This is essential for the successful implementation of complex projects and for retaining employees long-term.
Practical tips for managers on building employee competence
1. Specifically promote learning by doing: Enable employees to take on new tasks and learn from them.
2. Implement regular feedback cycles based on appreciation and constructive development.
Utilise coaching or mentoring to discover and foster individual strengths.
4. Actively involve employees in knowledge-sharing formats such as mastermind groups or peer learning.
5. Together, develop realistic development goals based on specific company requirements.
Making employee skills development sustainable – an essential goal
The systematic development of employee competencies strengthens companies' innovative power and competitiveness. With the eighth step in the KIROI process, leaders can support employees on an equal footing, thus maximising the development of individual potential. Transruption coaching supports this endeavour with valuable impulses that stimulate reflection and open up pathways to action. Practical examples from various industries demonstrate how competencies can be developed sustainably through practical application, individual coaching, and peer learning formats.
My analysis
Employee competency development is a process that requires leaders to actively and consciously steer it. The eighth step of the KIROI model illustrates that typical development measures such as training alone are not sufficient. Rather, accompanying coaching approaches and the creation of a learning-conducive climate are crucial. Through practice-oriented methods and the targeted use of transruption coaching, employees can be prepared for future requirements and retained by the company in the long term. In particular, the linking of individual learning with organisational goal orientation proves to be a success factor.
Further links from the text above:
Successful Skill Development: 9 Tips and 3 Strategies [1]
Popular methods for developing the skills of company employees [3]
Competency management: definition and benefits for businesses [5]
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