Strong people, strong organization!
- How can you ensure that the people in your organization grow in their competencies?
- What knowledge and skills will be critical in the future?
- How do you develop the attitudes, skills and competencies that make fair, responsible and successful collaboration possible?
- Which personnel development measures offer you and your team the greatest benefit in systematically strengthening the necessary future skills?
Secure pinpoint support in the areas that are really important for skills development in your company. You can find an overview of the relevant future skills here.
Due to my own professional and project experience, I can offer you effective support in important fields of personnel development:
- Training needs analysis
- Personnel development and continuing education concept (blended learning approach)
- Management development, personnel training and junior staff development
- The most important future skills
- Coaching and individual training
I offer you support, ideas and concepts not "off the shelf" but "tailor-made": Your need decides!
Based on your objectives and the ACTUAL state, different approaches are basically possible for the training needs analysis, e.g.:
- individual development discussions with the target group, e.g. managers. The individual development needs identified in the process can then be aggregated into an overall need.
- Surveys (anonymous)
- Identification of development needs in open (team) events. Development needs are identified together with the manager and the team based on everyday (management) situations.
- Workshops with representatives of the target group. In a moderated process, the content-related needs (which competencies?) and methodological preferences (which personnel development methods are desired?) are determined.
The personnel development concept builds on the results of the training needs analysis and makes appropriate use of modern methods of competence development.
Not only since the Corona pandemic has there been much to be said for developing a mix of methods that integrates various elements of the "blended learning" approach.
- "Self-learning" (e.g. formulation of development goals, knowledge acquisition with working materials in analog or digital form, webinars, podcasts, exchange of experiences in the online forum/learning platform ...).
- Reflection work (circular "learning on the job" with the phases: doing, receiving feedback, reflecting, reacting, doing ...)
- Training (practice in a protected space, receive feedback, exchange experiences)
- Workshops (identify problems together, work out solutions, reach agreements)
- Coaching (in a protected space time for reflection, thinking, suggestions, individual search for solutions)
- Learning partnerships, collegial advisory groups, networks
- Learning on the job
- Job rotation
- Cooperation with mentors
- Employee appraisals
- Continuous feedback (e.g. through 360-degree feedback)
- Target agreements
The appropriate mix of methods can be developed successively on the basis of the analysis results and interim revisions; under the premises:
- Scientifically based
Corporate management and the leadership of employees present us with new challenges. We need to rethink leadership - but how?
The following parameters are particularly critical to success when designing executive development:
- Consistency of content with the results of the target analysis
- Practical relevance (relevance to everyday management)
- Individuality (suitable for the individual manager in terms of time and content)
- Effectiveness through recurring impulses (not only on one day, but several times over a longer period of time)
Leadership development must be closely interlinked with organizational development. The environment in your organization should not only enable but also demand leadership oriented toward sustainability, fairness and responsibility.
Establishing a "code of conduct" or "leadership guidelines" is an important step in this process: Managers should know what is expected of them. It is then crucial that such guidelines not only exist on paper, but are continuously "demanded" in day-to-day management, including in development measures and in appraisal processes.
What content and skills determine future viability?
Digitization is often cited as the most important challenge for the competence development of managers and employees - without a doubt, there are major challenges ahead.
In addition, however, other competency requirements are emerging for the necessary transformation that have not yet received sufficient attention.
Sustainability, responsibility, justice, and the common good have only been discussed marginally in the corporate world up to now ... that is changing. New factors are emerging as decisive factors for the future competitiveness of companies - human resources development should respond to these new future skills. If we focus our attention too much on the topic of digitization, we risk having other tasks fall ungently at our feet in the near future.
As with digitization, we must not forget people when it comes to future issues such as sustainability, responsibility, fairness and a focus on the common good, nor must we leave them to fend for themselves.
Sustainability concepts, strategies to strengthen corporate social responsibility, the integration of the Sustainable Development Goals SDGs, or even new business models that are more strongly oriented toward the common good do not arise by chance. It takes managers and employees who are able and willing to act accordingly.
Personnel development for today and tomorrow is therefore about imparting the necessary know-how, enabling the appropriate "mindset", reflecting on attitudes and strengthening competencies.
Those responsible for personnel development should also become experts in ESD sooner rather than later: Education for Sustainable Development. ESD should not only focus on the school sector, but also have company managements, executives and employees in mind.
With these thematic offerings, you strengthen the future skills of your managers and employees:
- Values Compass and SenseFlexion
- Scoring with decency ... success despite or through ethics and morals
- Fairness as a leadership competence
- Fairness in everyday work ... for employees and teams
- Successful fair cooperation: Team development and project kick-off
- Communication based on values
- Value-oriented leadership
- Sustainability, CSR, SDGs: compact know-how for managers and employees
- ESD - Education for Sustainable Development and the Role of Human Resources Development
- The concept of the common good economy and the common good balance sheet.... utopian, comprehensive, future-oriented
Methodologically, we can impart these future skills along the blended learning approach in various formats. Workshops, trainings, seminars, interactive lectures, webinars, online trainings, etc. are suitable for working with groups.
However, it can also be useful to go into a four-eyes setting. In coaching and individual training I offer you an individually tailored development program.