Has anyone developed a systematic trading strategy?
Personnel development: definition, goals and strategies
Personnel development (PE) comprises all measures for the promotion, qualification and further training of employees, managers and junior managers. It is a sub-area of human resources.
In this article you will find out which tried and tested personnel development measures are available and what you, as a HR manager, can actually do.
Too little time for personnel development? Create space for yourself with HR software from Personio.
Goals of personnel development
The long-term goal of strategic personnel development is to qualify employees in such a way that they make the best possible contribution to the company's success and at the same time remain motivated through further development.
Systematic personnel development therefore leads to a win-win situation, because both the employees (they develop) and the company (it can use resources optimally and achieve business goals) benefit.
Employee development helps companies and employees to achieve the following goals:
|Companies can ...||Employees can ...|
|Train employees in both technical and methodological terms (project management, design thinking, etc.).||Make better use of their potential and compensate for weaknesses.|
|Promote employees personally (through self-management, communication training, etc.).||choose and shape their area of responsibility according to their strengths and interests.|
|Secure the workforce and plan better.||improve their position within the company.|
|Recognize and promote young executives.||improve their position in the labor market.|
|Increase or maintain the motivation of the workforce.||to earn more money.|
|secure the success and future viability of the company.||increase self-confidence.|
Template: Create your own career plan
Employees should be included in their personnel development measures. This guide shows you how to assess yourself correctly and how to take your career plan in hand.
Instruments of personnel development
There are different personnel development instruments for the different phases in a career. A distinction can be made between:
- Career starters / "before the job"
- Employees / "on / along the job"
- Career dropouts / "off the job"
Which instrument is suitable for which group?
For young professionals:
Depending on which degree a candidate has, there is one Vocational training, a part-time studies or a Trainee program at. Also Internships can be the preliminary stage to a permanent position.
In this phase, the candidates can use any form of mentoring or coaching, after all, the world of work follows different rules than training:
- How do I communicate in the workplace?
- What does quality mean?
- What are the expectations?
Such questions can best be answered by someone with experience. Companies that take their young (future) colleagues by the hand score points and can retain talent early on in this way.
The employee has the opportunity to expand his area of responsibility, both in terms of quantity and quality. It is important that the new tasks fit in well with the previous ones and that the entire workload is right.
An example: A sales employee has a deep insight into customer requirements and would like to use his knowledge in marketing. He also finds his sales job monotonous at times.
One solution could be that he spends a little less time on his sales activities, creating reports or analyzes for the marketing department and discussing them with colleagues. To do this, he withdraws resources on the one hand and invests them elsewhere. It is important to take this into account in the individual goals, because the employee cannot perform 100 percent in both areas of responsibility.
The employee can enrich work content through higher-quality activities.
An example: A recruiter is responsible for screening and initial interviews with candidates. He would like to develop this employee - once he is on board - after all, he knows his motivation and his skills.
So he takes on onboarding tasks and will continuously hold employee appraisals. In this way, he evaluates whether the employee is developing as he initially intended. In this way, HR can check whether the recruiting and onboarding process is designed in such a way that a candidate can develop.
Interesting too: You should definitely avoid these 5 mistakes in employee appraisals.
In order to get a change in their daily work, employees can slip into a different role / department and learn additional qualifications. Also known as “training on the job”, this instrument is particularly suitable for managers.
An example: At Personio, marketing and sales managers have temporarily swapped jobs in order to better understand the goals and challenges of the other department. It is important to think about and discuss in advance what the goal of this rotation is and to see afterwards whether or which personnel development measures can be derived.
Project work is suitable for those who want to work with colleagues from other departments. Employees can expand their professional and personal horizons and contribute to finding solutions with a fresh perspective.
An example: A company is planning to introduce a new product line. The market research has already been completed. In addition to product management, design and marketing, a colleague from the communications department wants to get involved because he is personally interested in the products.
In this case, it is important to check again to what extent resources can be distributed. With such a collaboration, the communication employee can better understand the processes of other departments and benefit from the professional and personal skills of their colleagues.
Coaching and mentoring are suitable for managers, but also for simple employees. A coach can support and help in everyday work when difficult situations arise (how do I communicate a critical topic?) Or when an employee is unsure because they lack the experience (may I ask about a raise - and how do I do that?) .
It is not only the less experienced who benefit from the more experienced. Rather, coaches and mentors get a different view of work processes and tasks through their “mentees”.
For career dropouts:
Employees who leave a company can prepare for a new job search with further training measures. If Seminars, a Distance learning or individual coaching, The employee should take advantage of an individual offer that prepares them for their next step in a targeted manner.
Suppose someone dares to take the step into self-employment, then it makes sense to talk to experts who can advise on the legal and organizational challenges. If someone wants to change the industry, it helps to consult experts who are knowledgeable in this industry, etc.
Lay the foundation for continuous further development
You can only derive suitable measures for your employees if development talks are regularly held and documented. With Personio you have an ideal tool at your fingertips.
Set up a personnel development strategy
A strategic approach is important so that employees can benefit from personnel development. HR plays a crucial role in this. It is best if HR managers coordinate closely with management and also obtain information from employees (what needs do they have, where do they see challenges, what prevents them from doing a good job, etc.).
It is not about putting out fires in the short term (e.g. filling a key position), but rather setting up a company well and securely in the long term (through resource planning, further training, etc.).
In the beginning there is Needs analysiswhich includes the following questions:
- Who will retire in the coming years and who will be absent for longer due to illness, pregnancy, etc.?
- What skills does the company need in the near and distant future in order to be competitive?
- Where and how must or can competencies be built up?
- Which employees are (particularly) to be promoted?
The needs analysis is followed by the Goal definition:
- Where does the company want to go? (Is it about opening up new markets, or should a competence area be strengthened?)
- What are the growth goals?
- What positioning is the company aiming for?
This input should come from management and help HR to find and develop personnel accordingly.
The third step is to follow Personnel development measures. This is where it gets operational, the responsibility lies primarily with HR.
Guide: Establish a performance management process
Personnel development is an important part of your performance management. This 5-point plan will help you put it on correctly.
Measures and examples of personnel development
Compliance training, an online course on communication and a lecture on leadership ... employees demand more.
The younger generation in particular, who change employers more frequently, expects individual offers. While one employee wants to work creatively in the long term, another is important to earn more money soon. As different as the needs and interests are, HR should react to them individually - without losing sight of the big picture (where does the company want to go and how do I qualify and motivate employees for it?).
The HR department therefore needs an overview of the status quo. Then she outlines what the path to the goal might look like. Here are three examples of individual support:
Example I: An internal training institution
A digital agency that belongs to IBM has recognized that it will need (more) digital specialists in the future. Instead of sending individual employees to seminars or courses, she founds her own training institution. There, employees receive grants for the career paths they choose. In addition to hard skills, there is also an offer for developing soft skills.
Not everyone has the resources to set up their own institution. However, it is possible that you have internal employees who, based on their expertise, could give training to colleagues. You may also have partners who help. Before burying the idea because of costs, research the possibilities of who could become part of such an institution.
Example II: University cooperation
Companies, especially those from medium-sized companies, have difficulties in finding and qualifying skilled workers.
The cooperation between the Academy for Economics and Technology (AWT) and the Nordhausen University of Applied Sciences offers an answer: With "digital team building" they help companies a) digitize their internal knowledge and b) make it available in such a way that the workforce can do it better and more profitably can use. The first corporate partnerships are already underway. You will receive an analysis of your initial situation and an individual training concept derived from it. Workshops on the topics of cooperation, communication and interaction follow.
Academic institutions can help improve processes in companies. Because they offer methodical competence and benefit from the exchange with the private sector. Against the background of knowledge transfer, such a cooperation does not have to cost a lot. If necessary, research whether a university near you is doing research in an area that interests you and simply ask.
Example III: Employees make their own decisions
Individuality can also be created by HR transferring responsibility directly to the employees. At Personio, for example, permanent employees receive a development budget that they can freely dispose of. The HR department, like the technical superiors, is on hand to provide advice.
In order to understand that individual initiatives also bring positive results, HR can and should document the developments. This is possible if you use software with which you can e.g. B. can record employee interviews or see how an employee's career is going (how many promotions, role changes, management tasks, etc.).
Tasks in personnel development
Every employee is different: brings different strengths, different potentials and different wishes for their professional future. HR must combine individual support with company-wide objectives.
Further training in companies in Germany:
- An employee has Ø 2.3 training days per year.
- An employee receives 709 euros per year for further training.
- 54% of companies want to increase their investment in training.
Wide product range
According to the LEKAF study, only 17.5 percent of those questioned find that personnel development offers a variety of further training opportunities. This is important, however, because the working mother trains herself differently (in the evening, online) than the career starter (mentoring). Whether webinars, manuals or peer coaching - employees should be able to choose and make suggestions themselves. Personal responsibility is required. HR managers then provide the tools and act as consultants.
No to this training
HR should increasingly act as a coach. “This advanced training makes little sense under the given circumstances” a HR manager should and should be able to say. Because although individuality is important, it is at least as important to keep an eye on the overarching goals. Anything that does not help to develop important skills does not need to be promoted.
Employee development interview without hierarchy
360-degree feedback is a good way to get a solid picture of your own skills and development opportunities. The special thing about it is that it is not the line manager who judges the employee, but rather other people give feedback. The method has also proven itself particularly with managers, who can thus better compare self-assessment and external assessment.
Management development with a focus on soft skills
Above all, a good manager has strong soft skills. This means: empathy, communication skills, an eye for the big picture, etc. HR could offer executives or those who want to become one the opportunity to attend seminars or events that have nothing to do with their area of work, but they do personally get ahead.
Recognize potential better - with this template
A performance appraisal sheet helps you and the manager to identify and assess employee development potential more quickly.
Further training in personnel development
Like so many HR areas, personnel development is also constantly changing. Those who want to continue their education have the opportunity to do so in a formal way, for example in the form of a degree. The following offers are available:
- Study of “Intercultural Personnel Development and Communication Management” at the University of Jena. The master’s course lasts four semesters and is aimed at students who already have a subject-specific bachelor’s degree or an equivalent professional qualification.
- Distance learning course in personnel development at the PFH Professional School of Management, Innovation & Technology (at the PFH Private University Göttingen), which is designed for specialists and managers. If necessary, it can be credited towards a business degree.
- Distance learning personal development compact at the DUW (German Institute for Further Education), which is offered part-time by the Free University of Berlin and the Steinbeis University of Applied Sciences Berlin.
- Further training in personnel development and assessment for people who have completed a commercial apprenticeship or degree. The training takes place at the IHK Munich.
Trends in further education:
- Lifelong learning is becoming more important.
- Strategy is essential (according to Bitkom Research, 43% of companies have a training strategy).
- Further training offers should be individual.
Have the further training measures paid off? To find out what the time-cost-performance ratio is or was, quantitative and qualitative measurements are available.
With quantitative success measurement you determine:
- the number of referrals by employees
- the number of promotions
- the turnover rate
- Recruiting costs: how have they developed? If fewer employees quit and those who join stay long, it should have a positive effect on your costs.
- Productivity: When employee motivation increases, goals can be achieved or even exceeded more quickly. Depending on what you are working with (Personio works with OKRs, for example), check the degree to which you have achieved your goals.
- Increase in sales: This can also correlate with further training measures, for example if you have trained employees in digital skills and discover that you generate more sales with digital advice.
With qualitative success measurement you determine:
- the satisfaction of your employees. You can find this out in regular surveys. If you record employee feedback digitally, you can understand the development and trace up or down fluctuations to individual personnel development measures.
- the satisfaction of your customers. You can also find out these through surveys and track them over time. Motivated employees usually lead to a better customer experience.
- the feedback on selected further training measures. Ask how it was, what employees liked and what they didn't like. If a measure goes down very well, you could also offer it to other employees.
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