Use Case

Personnel development in organizations

With the approach of zweikern, the development of employees and the subsequent evaluation of effectiveness succeed without obstacles. Please find out how we can support you in this area in our use case.

Employee development: Supporting the transfer of corporate values.
Common understanding

Developing employees means changing the learning culture

Employee development can have many faces: external training, internal training, team-building seminars, company outings, and much more. Often, the establishment of a company's academy is also used for personnel development. There are two significant levels of content here: Professional and interpersonal development. Both have different drivers, like ISO and legal requirements strongly drive professional development. In contrast, the so-called "soft skills" are more likely to be triggered by human resources development (HRD). That already shows that professional development usually gets more and earlier the necessary attention in organizations, as it can build up more pressure on the company.

Company-wide expectations of staff skills need to be aligned with local needs (technical challenges, legal hurdles, new technologies, team conflicts, etc.) and reflected in the development offer. Gathering the requirements of both sides is an almost impossible task for an academy or staff development. For this reason, at least a basic form of data transfer to the academy must be done in order to be able to predict at least the right areas of demand sufficiently. In the follow-up to further education and training, academies also need a certain level of knowledge about the effectiveness of the booked actions to separate good from bad providers and concepts.

In order to be able to recognize their own development needs, employees must regularly be made to reflect on their strengths, weaknesses, successes, and hurdles. An excellent way to do this is through appraisal interviews, perspective discussions, and feedback rounds in the team. The aim of these is to look at the employee's performance from several angles and, if necessary, to be able to implement the right action. At the same time, we try to discuss the individual's potential and look for the proper training.

The current situation in many companies

Much bureaucracy - little development

Most companies require staff and development discussions. These are sometimes accompanied or supported more or less intensively. Since this discussion usually only takes place once a year, it is overloaded with agenda items. The employee's performance should be evaluated, strengths and weaknesses recognized, feedback given and obtained, development needs to be worked out, and the company as a whole assessed in the best case. At best, the manager must be a coach, boss, supporter, and advisor at the same time during the interview.

Therefore, it is hardly surprising that these talks are rarely more than a working through of forms and development sheets. Both sides endure them, and the most necessary is fulfilled. For the academy or human resources development, a moderately intensive appraisal interview results in a development sheet that could hardly uncover the fundamental areas of development due to the situation described. From the beginning, the academy's knowledge and thus its offer can only partially meet the needs.

As a result, the impact of training actions usually remains unclear, and the same old seminars bombard employees.

The influence of leadership culture

Developing staff means changing the culture of learning and dialogue

Personnel development succeeds when it forms a closed loop of academy or HRD, company requirements, reflection, needs analysis, and evaluation. Each of these needs clear accountability and supporting processes.

For this reason, zweikern focuses on two areas at the beginning of such an objective. At the organizational level, the elaboration or optimization of the academy processes and their data processing is focused on. The perspective and development discussion is freed from all overloaded content at the employee level and reduced to the essential objectives: Feedback by the manager, reflection & action search. zweikern Analytics is the key here to free the discussion from unnecessary bureaucracy.

Managers and employees receive a 5 to 10-minute reflection at a fixed time before the interview, which is intended to help focus the interview. Afterward, both can mark the most critical areas of development together in the system and then automatically receive suggestions from the current training offer. This selection is also made available to the academies in an anonymized form to improve any missing offers. In this way, the employee discussion is provided with the necessary time and, above all, the content of discussion required to achieve an effect. In addition, both sides receive support directly via the documents stored in the action "Development interview."

In the case of interpersonal factors, developments can be read in the change of development fields. The evaluation of professional training and further education can also be evaluated with a quiz, which is intended to check the knowledge transfer of the training contents after a fixed period. Here, it is not the employee who is to be evaluated but the provider. Employees can acquire certificates via zweikern Analytics through the quizzes, which the company can, in turn, provide with various incentives.

In order to complete the cycle of a mutual feedback culture, a fixed time can be set after the last development meeting, after which the feedback process for the manager begins, and both sides evaluate the development meetings.

The zweikern consulting process

zweikern inspires with its open and honest attitude, constructive and progressive ideas and professional expertise.

1. Basis

2. Pilot

3. Rollout

4. Transfer

The circle closes

Personnel development experiences effectiveness

The closed-loop saves resources at all ends and allows them to be focused on the essential tasks. That reduces frustration with predetermined processes and bureaucratic behavior. Through pre-reflection and the resulting specification of the development and perspective discussion, employees and managers can establish internal feedback and discussion culture and balanced top-down and bottom-up feedback. The goal is that feedback situations can no longer become special events in the year but ordinary situations weekly.

In the medium and long term, the aim is to improve the local feedback culture and interact with training providers, trainers, and coaches on a professional footing. The top priority then is not the best-sounding concept but the most effective one.

Conclusion and summary

Personnel development

A closed loop in personnel development can achieve various improvements and benefit downstream processes:

  1. An improved communication and feedback culture at team level
  2. More effective data collection and thus more precise further training offers by the academy or HRD
  3. An evaluation of training providers and previous actions
  4. An all-round effective and efficient development process
  5. The possibility of a direct transition into further feedback processes
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