Why is qualified personnel important for development

Personnel development concept: This is why personnel development is essential

In times of the war for talents (skills shortage) and globalization, it is crucial for every company to retain the best skilled workers and talents in the company over the long term. If this does not succeed, it not only leads to problems when processing orders and customer requests.

With every departure of a motivated and qualified employee, there is above all a loss of knowledge, which in the long term develops into a brake on innovation for the business. It is therefore essential to create a personnel development concept that provides forward-looking and realistic answers to the individual promotion of employees.

With every departure of a motivated and qualified employee, there is above all a loss of knowledge, which in the long term develops into a brake on innovation for the business. It is therefore essential to create a personnel development concept that provides forward-looking and realistic answers to the individual promotion of employees.

What is human resource development?

In this context, a personnel development concept describes all conscious and targeted resources in the personnel area that qualify and further develop employees as individuals. At the same time, a personnel development concept conveys a picture of how requirement profiles and measures can be meaningfully coordinated with one another. A personnel development concept then addresses individual funding opportunities and lists all the necessary organizational framework conditions.

HR professionals and executives should attach extraordinary importance to HR development concepts and not leave measures and resources to chance. The managers in the company have a special obligation: It is their responsibility to ensure that subordinate team members are individually promoted and the strengths of all specialists are directed towards the set team goals.

For companies, (strategic) personnel planning offers numerous advantages. First of all, the focus is on the technical component: Through PE measures, you secure skills within your company: The number of specialists and managers is retained and can be expanded - you gain know-how in the organization, which ideally remains. As part of this, young executives can also be discovered and trained in a targeted manner.

The competitiveness of the company is maintained through the expansion of technical know-how in one's own company. Those who keep their finger on the pulse of the times and acquire new skills can adapt to technological and market requirements more quickly and flexibly.

If the employees feel valued by the personnel development measures, this has another positive effect: employee satisfaction remains in a healthy area in the long term. If your employees are satisfied with their job situation, the fluctuation decreases at the same time, which has a long-term economic impact on a company. PE measures also make sense in terms of employer branding: the attractiveness of the employer increases.

In order to build a successful and future-oriented personnel development concept, unity and the will to change are necessary, especially in the management team. Every manager should see challenges as potential and opportunity for further development at all times. Executives and HR professionals ask themselves the following questions, among others, when setting up and creating a personnel development concept:

  • What goals do you pursue with strategic personnel development?
  • How does a promising personnel development concept have to be structured?
  • How do managers have to act in the company in order to ensure the successful implementation of a personnel development concept?
  • Do companies need special personnel development concepts for older people?

Personnel development concept: goals of strategic personnel development

The establishment of a personnel development concept is an important and decisive step for the long-term success of a company. A large part of the tools in the personnel development concept primarily relates to strategic personnel development measures. Lifelong learning, individual coaching and the acquisition of extensive competencies are the decisive levers for successful companies. In contrast to general personnel development measures, strategic personnel development does not exclusively describe global, overarching personnel development measures. Rather, it aims to improve employees in a targeted manner and to make teamwork more professional over the long term.

A successful personnel development concept primarily includes individual means and actions to promote employees. At the same time, it describes how these individual measures contribute to developing the ability to work in a team. In the last step, strategic personnel development aims to make problem-solving processes in the company more efficient and focused.

In order to achieve the goals of strategic personnel development, personnel development measures must first be based on company goals. Almost every individual measure should comprehensively support the achievement of goals. With this target focus, it is possible to meet the requirements of the future and to train employees in a future-oriented manner. In this case, further training can concern both technical areas and soft skills. While professional training primarily promotes the know-how of an individual, targeted training in soft skills supports the entire company.

Example: In order to improve the communication skills and the ability to work in a team of employees, a company develops an individual workshop concept. In role plays and examples of verbal and non-verbal communication, employees learn interactively how communication connects teams and dialogue improves cooperation among each other. In the first step, the employee gains personally from this measure. If he applies the knowledge he has learned in the company, there is a comprehensible benefit for the entire company.

Structure of a personnel development concept: This is how personnel development concepts must be structured

How you create a personnel development concept becomes clear from three main areas:

Personnel development concept phases: This is how strategic personnel development is implemented

Implementing strategic personnel development as part of a personnel development concept requires preparation time. This presupposes the necessary will of all those involved in the process to want to change and improve things. Based on 5 phases, executives and HR managers determine how to strategically implement internal HR development. In the last phase, it is analyzed whether the measures have successfully supported the achievement of the objectives:

What personnel development measures are there?

The personnel development measures are comprehensive and can be implemented using various formats. A general distinction is made between three different PE methods:

  • Training on the job: This includes all forms of training and further education that take place directly at the workplace. Often the aim here is to develop practical skills, for example by rotating at different workplaces.
  • Training off the job: This is about learning away from the workplace, for example in the evening in an extra-occupational seminar. E-learning offers or distance learning courses that can be carried out at home also fall into this category.
  • Training near the job: This is an individual hybrid form that can turn out differently depending on the PE format. The essential aspect is that concrete content from everyday work is combined with the theoretical knowledge of the training or further education.

Depending on the target group, different measures and instruments can be used for personnel development and promotion. In the following these, according to the "Job proximity", explained in more detail.

Tip: As a manager, the focus should be on motivated employees who do their job particularly well. Much attention should not be wasted on troublemakers and demotivated people. Otherwise, qualified personnel may wonder whether their work is valued at all.

1. Preparatory measures "into the job"

Even before recruiting, you can work in terms of employee development. and ensure that potential young people are trained for certain positions with a certain qualification. The vocational preparation measures include B. in-house vocational training, which ideally ensures that trainees retain their loyalty to the company. A dual course of study, internships, trainee programs and coaching are also among the personnel development measures that can be used in preparation for work.

Coaching: In so-called coaching, especially when introducing career starters, a coach specially trained for this purpose takes over "Onboarding" of the novice. A coach has a coaching certificate for this.

Mentoring: An alternative to coaching is the more classic mentoring. An experienced employee shows the career starter or changer the processes in the company and passes on specialist knowledge to him.

2. Extra-occupational measures "along the job"

Both mentoring and coaching can be of great benefit not only for young professionals or new employees. Coaching is also a valuable measure for established employees, e.g. B. Seminars or workshops should be designed to promote employees in order to impart new qualifications.

Job declaration: The so-called job declaration gives a worker additional areas of responsibility within the framework of the previous requirement profile. Further professional training is therefore rarely necessary. For example, if an employee has taken care of email marketing up to now, they can also be entrusted with social media marketing as part of a job declaration measure. Here, too, the motivation of the employee is likely to be increased by new tasks, and because more tasks in one area are processed by one person, less internal coordination is necessary than before. But that is also the disadvantage to be mentioned, because the employee could feel that he was being treated unfairly, having more tasks but not being compensated.

Job enrichment: Under the term "Job enrichment" one understands, just like with the job declaration, a form of the task expansion. However, there is a decisive difference between the two personnel development measures: Jobenrichment expands the area of ​​responsibility of an employee to include a more demanding task, a task at the level of a higher hierarchical level.

Job enrichment therefore gives the employee more responsibility. The employee normally designs the visual marketing of the branch according to a given concept. B. take over the drafting of these concepts. A clear advantage of this instrument is, above all, the newly gained motivation when you entrust the employee with more interesting and responsible tasks. In addition, you save on agreements if one employee takes on several tasks.

Caution: Nevertheless, a problem of excessive demands could arise and further training may be necessary.

Job rotation: In the process of job rotation, a measure that originally stems from assembly line work, so that the employees get more variety and so the burden is not one-sided, the jobs are regularly and systematically swapped in the rotation process. In other forms of work, this has a significant effect on further training employees through the exchange of specialist knowledge. This measure is certainly not an option for every company and every area of ​​responsibility. But if, for example, changes are made every three months in product development, this can have a stimulating effect on the work, because it gives the department new impulses. In addition, new, interesting tasks can have a motivating effect on employees.

Caution: The disadvantage, however, is that productivity could also suffer from regular team changes. In addition, it cannot be taken for granted that every employee appreciates the job rotation process.

Junior Executive Boards: For the particularly gifted "Talents" of the company, measures such as junior executive boards are an interesting option. Anyone interested in further training for promising future managers should reconsider this option. So work z. B. High potentials for a few months in various areas on the board in order to gain experience for their possible future work.

Career planning: Ultimately, career planning with the help of assessment centers and potential analyzes is also a possible tool for employee development. This is how you make long-term preparations for new positions in the company.

3. Measures with proximity to the workplace "near / off the job"

There are also other personnel development measures "Near / off the job"such as B. Seminars, training courses or workshops that often, but not always, take place during regular working hours. If an appointment is scheduled for the weekend, this naturally requires a certain amount of basic motivation on the part of the employees. This type of further training measures also includes quality circles, in which one usually speaks in small working groups about quality-increasing measures in certain areas of responsibility.

Delegating is important!

As a manager, delegating tasks is extremely important: On the one hand, a manager has important core management tasks to take care of and can therefore often use time savings elsewhere. On the other hand, a deliberately deployed delegation is a valuable tool in employee development. This gives workers the chance to prove themselves and develop further. It has been proven that this leads to higher job satisfaction and increased motivation in the long term. For targeted personnel development, delegate tasks that contribute to the achievement of the employee's development goal.

Coaching as an instrument of personnel development

The wheel of time is turning faster and faster in the world of work, especially in the context of digital change. If you want to stay up to date in your field of work, you should look around for suitable further training or development measures - coaching is an example of this.

Coaching: definition and goals

Coaching is a form of personnel development - and is therefore a special instrument, especially for further training of specialists and executives. More precisely, coaching can be described as professional advice and support for employees - mostly in management positions. The aim of coaching is to prepare employees for new professional challenges.

Coaching is a form of advice that primarily aims to find individual solutions and results. It therefore serves in particular to increase the employee's personal performance. This should be achieved primarily through the self-reflection of the client - also known as a coachee. The coach's task, however, is to draw attention to the causes of the problem by supporting and accompanying the coachee's self-perception process.

Further characteristics of professional coaching are:

  • The coach guides his client through a mostly personally or professionally challenging situation. As soon as the client can master the situation himself, the coach ends the sessions as quickly as possible.
  • Coaching (almost) always takes place as part of a one-on-one interview. Group coaching is not planned as the coach has to advise the coachee individually. An exception can be the coaching of (young) managers - they can also be prepared for the new task together.
  • The people involved - i.e. the person to be advised and the advisor - meet at eye level. The coach cannot give instructions, but helps the coachee with feedback and impulses.

Coaching as a method of personnel development: how does coaching work?

The process of coaching is always relatively similar. If coaching is carried out as part of professional development, the meetings should take place outside of the company's offices. This prevents, for example, calls from employees or colleagues from disrupting the meeting.

It should also be ensured that the coaching lesson is framed in a spatially inviting environment - this is usually not the case in the stressful everyday work in the office. As soon as the participants have clarified all the framework conditions for the coaching discussion, nothing stands in the way of the coaching session.

A session can almost always be broken down into five points:

  1. Building a relationship: The conversation must be based on a familiar relationship between coach and coachee - the relevance of mutual sympathy should not be underestimated here.
  2. Definition of goals: What are the goals of the coachee? The coach should ask this question in a more in-depth analysis and discussion.
  3. Broadened perspective: Coming up with new approaches and ways of thinking with which the client can deal with a problem or challenge is the core element of a coaching session. Thinking outside the box and setting new impulses are important tasks of the coach.
  4. Choice of goals: Once those involved have found some possible solutions, you have to make a selection: Which approaches can be implemented as in everyday work? What should you watch out for? These are just a few questions that should be answered in this step.
  5. Final meeting: As part of the final discussion, a review of the meeting can take place - those involved should be able to answer the following questions: Which points do I take away from the meeting? How do I implement this? What aspects should we discuss in the next few sessions?

How can coaching be used as an instrument for personnel development?

Until a few years ago, only the highest executives in a company were allowed to take part in coaching for professional purposes. That has changed, however: the company is now increasingly coaching young people who are to be deployed in management positions, as well as skilled workers.

This is independent of the size and the branch of the company - this is the result of the Marburger Coaching Study. Before an employee takes part in a coaching session, the HR department usually checks the qualification in discussions in which, for example, it carries out analyzes of potential development.

Several occasions can create the need for coaching. These are:

  • The professional development of a worker
  • The training of young talents for the tasks of a management position
  • Support for an employee who is bullied or who has personal problems with colleagues
  • The optimization or improvement of business results to increase sales
  • The support of a team or project leader in taking up the new task

The advantages of coaching as a personnel development measure

As already mentioned, coaching an employee can have several goals. However, they all have one thing in common: the client reflects his behavior and perceives it from a bird's eye view. The coach supports him in this process.

The advantage of coaching: It can be integrated very well into the company's internal personnel development strategy. For example, after appraisal interviews, goals can be set that can be better implemented through coaching sessions. In addition, with coaching it is possible to deepen certain topics in particular - whether in a group or in individual discussions.

But even junior employees who are to take on management positions in the future experience very appreciative treatment from their employer through coaching sessions: They do not feel abandoned by their company with their new and challenging tasks. This enables them to start their new job with less pressure and fear - a plus for both the employee and the employer.

Further advantages of coaching for both employees and companies are:

  • Resolving internal conflicts, accompanied by an improved working atmosphere
  • Increase in the self-confidence of the employees
  • Increased employee satisfaction through appreciative treatment on the part of the employer
  • Greater loyalty to the company
  • increased motivation

Depending on the goal and employee, individual coaching can therefore be used very well as a measure for personnel development. However, the financial aspect should not be neglected: coachings are usually much more cost-intensive than, for example, group or e-learning offers.

A coach should bring these skills with him

Not everyone is suitable for coaching other people. So if you want to use an internal coach, he should have a few core competencies. As a coach, you should have fun listening to others and engaging in conversations.

The coaching technique is not about distributing tips or advice to the employees, but above all about listening to them and drawing conclusions about their personal abilities, preferences, competencies and individual development potential from what is being told. Intensive and concentrated listening is therefore essential.

In addition, the person using the coaching technique should be empathetic. The coaching will be successful if he can empathize with the other person and recognize the wishes and needs of the employee. You can have suitable candidates trained accordingly. The coaching by a HR manager is conveyed to the candidate in question as part of further training.

After completing the training, coaching can take place in the form of interviews or discussions in which the coach tries to find out about interests and competencies as well as wishes and suggestions from the employee. The conversation should take place in the most relaxed and casual atmosphere possible and be as one-sided as possible, so that the employee speaks and the HR manager only asks specific questions without going into the answers or evaluating them.

An evaluation only takes place afterwards and also takes place without evaluation, so that the employee does not have to feel restricted in his answers and can speak freely.

If the coaching technique for HR managers has been optimally applied, it should ultimately be possible to find out how and in which area the employee would like to receive further training or to what extent there is a need for improvement, further training or further training.

Bossing hinders employee development

So-called bossing is nothing less than bullying emanating from the supervisor. The affected employee often experiences a subtle disdain from his supervisor, which promotes an unhealthy working atmosphere. What's more, if the employee is continuously exposed to bossing, it may also damage the company. The reason for this is that the person concerned often reports sick and can only work with reduced performance. So here, in addition to worrying about the well-being of employees, there is also the cost factor.

Knowledge: Of course, employee development should primarily serve the company. But only if the employees involved are motivated and committed, the measures taken can actually achieve an optimization.

Personnel development concepts: These are the different formats

Personnel development methods differ primarily with regard to the location of the training. In addition to these differentiation criteria, there are also various personnel development formats in which both technical and individual skills are imparted. The most common are the following:

  • Advanced training
  • Seminars
  • Workshops
  • E-learning offers

The format is selected depending on the objectives of personnel development. Classic professional training primarily serves to qualify an employee. Seminars or group workshops in which several employees take part can, for example, be beneficial for team development and cooperation within the company.

Which PE format is selected should always be determined in cooperation with the employees concerned. Because: After all, the employees are the ones who ultimately take part in further training or a seminar. HR employees with a focus on personnel development are also competent contacts in their own company.

Create a personnel development concept

Tips for methodical implementation

For strategic personnel planning, it is important to sit down with the respective specialist departments and draw up a plan. The department heads see the employees under everyday conditions and can usually better assess their strengths and weaknesses. The strategic personnel planning comprises four steps:

  1. aims
  2. requirement
  3. activities
  4. control

1. Define company goals!

The definition of corporate goals is very important and forms the basis of successful personnel development. Think about what you would like your company to achieve in one, five and ten years. Set realistic short-term and long-term goals - especially with regard to the personnel structure, the employees and their skills.

2. Determine your own needs!

In order to determine the company's needs, it is advisable to seek the opinions of the various department heads. On the one hand, they have in-depth technical insight and, on the other hand, they are in direct contact with their employees. Therefore, jointly set goals should be discussed in detail. Then the need for skills and skilled workers must be explored. At the same time, considerations should be made as to which employees are best suited for the training measures. Important employees who enrich the company need to be connected to the company.

3. Take suitable measures!

After the goals are clear and your own needs are known, considerations must be made about meaningful further training measures. The personal circumstances of the individual employees must be taken into account. It is difficult for a young mother to go without her family for a two-week seminar. Here it would be more advisable to offer a corresponding course two to three evenings a week. By taking personal life situations into consideration, employees will feel valued and respected. This not only leads to an increase in performance, but also in turn to a stronger bond with the company.

4. Control progress!

This does not mean the control of the employees, but the observation of the development of the company. As soon as the appropriate training measures have been completed, this should be reflected in the company's key figures.

Why personnel development is so crucial

The company's code of values ​​forms the basis of responsible and employee-centered personnel management. A personnel development concept cannot work without positive interaction between employees and managers and without a clear commitment to values ​​such as credibility, benefit-oriented communication or appreciation. Personnel management thus represents the basis of progressive and future-oriented personnel development in the company.

It is up to the executives to consider and support each employee individually. This means ongoing training measures for management development. In train-the-trainer seminars or in cooperation with your superiors, you define suitable measures that are to be implemented in the overall organization. In addition, one defines clear goals, against the achievement of which one can continuously measure the executives. These goals can be justified in the area of ​​sales or target achievement as well as in the further development of employees.

Without trained, socially active managers who live and personally apply the company values, the personnel management of a company remains an empty phrase. Conversely, companies gain the trust of their employees if they take individual personnel management seriously and implement it personally and in an employee-centered manner.

This is where the company's personnel development concept comes into play. It obliges managers to set up measures for each individual employee and to communicate them openly and empathetically. This means that every employee can understand why a personal measure is being proposed to them. It also includes employees understanding how to help them meet the requirements of the position as closely as possible. Therefore, modern executives argue with care and value needs-based communication.

We state: A personnel development concept stands and falls with the company's executives. In order to promote managers and enable them to professionally fulfill their management function, every personnel development concept should automatically include measures for managerial development. The more clearly and competently they act out their leadership role, the easier it will be for them to implement an internal personnel development concept for their employees. If companies proceed in this way, the entire workforce will benefit in the long term.

How executives successfully implement personnel development concepts

The executives play a decisive role in the creation and implementation of a personnel development concept in the company. You are responsible for working out the details of the personnel development concept. At the same time, it is their area of ​​responsibility to coordinate targeted measures to individual employees and to motivate their subordinates to top performance through a modern, open and cooperative management style.

This can only succeed if all managers are involved in the creation of the personnel development concept and can contribute their ideas and ideas. In this case, the personnel development concept turns into a personal concern that is implemented by every manager with commitment and the necessary vehemence. It is advisable to structure the process for creating the personnel development concept in such a way that every manager has sufficient time to contribute their own considerations.

It may be advisable to call in external experts who will moderate the entire development process. In this case, an external coach has the opportunity to act across departments and in a factual manner and without including internal conflicts. Furthermore, he can address explosive internal issues more freely and stimulate an open discussion that may not come about if the managing director moderates. The end result will be more professional because it doesn't just carry the signature of the management, but integrates the ideas of all managers.

Ideas for leadership training

There are a large number of trainers and managerial coaches at both national and international level who offer managerial training courses based on modern knowledge. As part of the creation of a personnel development concept, the following topics, among others, could be considered:

  • Modern management methodology and its implementation.
  • How executives can motivate their employees and hold appraisal interviews.
  • Train-the-trainer seminars to convey specific subject areas.
  • Individual coaching for managers.

All management training should be factual and practical. This is the only way to give employees in management positions the opportunity to transfer knowledge or management methods they have learned directly to their subordinate employees. Train-the-trainer seminars in particular help managers to transfer specific information professionally and emotionally to the workforce.

Example of management training: A company wants to communicate its targeted vision of its own direction for the next 5 years. Above all, the vision includes consistent changes in the company's processes and ambitious sales targets. Instead of informing all employees at the same time by the company management in a works meeting, the workforce should be informed by the responsible managers. Of course, this assumes that all managers have understood and internalized the innovations, changes and the corporate vision. After targeted train-the-trainer seminars and a commitment between company management and executives, all information is passed on to employees in a benefit-oriented manner. Care is taken to fully explain what the content means for the department and each individual employee.

Personnel participation: an important pillar in setting up the personnel development concept

The employees are the most important actors in a company. Companies are only successful in the long term if every employee has internalized the company values ​​and is highly committed to the company's goals. No company will be able to achieve a high level of employee motivation and satisfaction without its own efforts. Rather, it requires work, communication and an interest in each individual. Another important adjustment screw in order to build up and expand the motivation and commitment of the workforce is the meaningful involvement of the staff. For this reason, when setting up a personnel development concept, suitable measures should be integrated to ensure that personnel participation is not just a play on words.

Successful companies leave room for the needs and demands of their employees in personnel development concepts.They attach great importance to the opinion of their employees and integrate them into the company's development and decision-making processes. Managers are once again challenged to create an open, friendly and trusting working atmosphere. This must allow and encourage the participation of employees as well as constructive criticism in critical discussions. This is especially important in view of the fact that managers do not have the necessary specialist knowledge for every technical question in their department to be able to make qualified arguments. You are generally dependent on seeking the opinion and advice of team members in the department. The expansion of personnel participation in the company is one of the primary goals when creating meaningful personnel development concepts. The opportunity to contribute intensively as an employee to company decisions promotes a relationship of trust and the motivation of all those involved.

How employee participation works properly in a company

Executives act in accordance with the corporate values ​​if they involve their employees in decisions at all times and the setting of goals and the achievement of goals in the company are always characterized by a high level of transparency. Open, fact-oriented discussions and benefit-oriented communication are a guarantee that employees and managers can work hand in hand. In addition to the basic involvement of employees in daily factual questions or departmental decisions, employee surveys can also be an adequate method of employee participation.

Anonymous employee surveys and discussions for sustainable goal achievement

In anonymous employee surveys, which are carried out by HR staff or an external institute under empirical conditions, information on the work situation and the general satisfaction of the employees can be queried. The answers to anonymized surveys give the company management a comprehensive insight into the goals achieved to date. They unearth reasons that employees associate positively with their own company. At the same time, they clearly and ruthlessly show where organizational opportunities and challenges exist in everyday work. In many cases, as part of the survey, employees immediately submit their own solution approaches to the problem areas and thus provide clues for potential for change. The actual modification is not necessarily time-consuming or costly. In most cases, even small revisions mean a considerable benefit.

Employee surveys are effective if their results and findings are taken seriously and taken into account in the company. Transparency and the implementation of clear measures indicate that staff participation is desired in the company. Ultimately, regular surveys of employees in the company can help to present changes transparently in the long term. In this way, the results and goals of the personnel development concept can be evaluated.

The staff can participate in the biannual or annual employee appraisals at the same time. In order to ensure that all employee appraisals are conducted in a fair and structured manner, managers should receive intensive training on this essential communication tool. During the dialogue, it makes sense to give the employee sufficient time to explain his or her point of view in detail. In this case, he is given the opportunity to participate in decision-making on general issues as well as on matters that concern him personally.

An intensive, personal exchange about the goals of the company and the employee supports both sides in building a long-term relationship of trust. At the same time, it promotes appreciation for the work of employees and managers among one another. Suggestions for improvement or problems raised by the employee, as well as the actual target agreement, are recorded in the minutes of the employee interview. Such an approach makes it clear that measures and requirement profiles in the company are more than a necessary evil. When creating the personnel development concept, great attention should be paid to personnel participation.

Personnel retention, personnel planning and personnel recruitment - key points of a modern personnel development concept

It is obvious that a personnel development concept primarily contains measures in the areas of personnel retention, personnel planning and recruiting. After all, a company's staff is at the center of all actions. Without qualified and motivated employees, no company can achieve its goals or drive innovations. When creating a personnel development concept, it should above all be ensured that employees can act independently and responsibly in the workplace over the long term.

In this context, a personnel development concept will implement suitable measures at any time, which promote the existing workforce and their qualifications and thus staff retention. The resources are just as individual as each individual employee. Managers are strongly challenged to specifically develop and motivate each employee using the tools and operational possibilities made available. Training and coaching can also be identified as suitable measures, as can support programs or incentives. Every measure or every means used is only effective if it has been tailored to the needs and benefits of the employees and checked.

In times of globalization, personnel retention is crucial in order to position a company successfully in the long term. This is especially true for specialists or for employees in central positions. Their specialist knowledge and individual qualifications cannot be adequately replaced in the short or even medium term and tears a large gap in the event of an unforeseen resignation. It is therefore important for managers to seek dialogue at all times, especially with the employees addressed, and to proactively promote employee satisfaction. Experience has shown that individual investments or funding programs pay off quickly and support the company in its plans to position itself in a future-oriented manner.

How skilled workers are tied to their own company in the long term

There are various reasons why employees identify personally with their own company. In the course of many years of service with the company, a noticeable, personal bond develops with the company, its products and its code of values. The following points can specifically promote company loyalty and should be included in a personnel development concept:

Personnel development concept: The importance of good personnel planning

Even if the support of the existing employees is the focus of a personnel development concept, the company management must proactively think one step further. In addition to natural fluctuation due to employees of retirement age, employees also leave the company due to resignation and have to be replaced. In order to reduce employee turnover, the causes must be determined. A stringent personnel planning process takes these developments into account and deals with medium and long-term personnel planning.

Professional personnel planning does not only answer the question of how short-term departures can be compensated for. Furthermore, she deals with the problem of how many personnel with which qualifications will be needed in the future. Personnel planning necessarily calculates with variables. This is inevitable because it is not possible to specifically predict how high the staffing requirements and unplanned staff departures will actually be. However, based on empirical values ​​and market observations, personnel planning is an effective and relevant task for every HR department. For this reason, special attention should be paid to it in a personnel development concept.

Personnel recruitment as a guarantee of a successful personnel development concept

A personnel development concept is implemented in the company in order to develop each employee individually. If this succeeds with the existing employees in the company, a first, essential aspect of the concept is fulfilled. Companies that have reached this point have already developed a considerable competitive advantage.

Businesses are founded with the aim of maximizing sales. You pursue the goal of continuously growing both in terms of staffing levels and profits. This works best if capable and motivated employees are available at all times. For this reason, the professionalization of personnel selection, i.e. personnel recruitment, is an essential goal of a modern personnel development concept.

With regard to targeted personnel recruitment, two points in particular should be taken into account in the personnel development concept:

  • Continuous professionalization of the recruiting process
  • Development of a modern, employee-centered employer branding

Modern personnel development concepts: Establishing a modern recruiting process

In the stringent search for suitable specialists, it is important that the entire recruiting process is tailored to the company's goals and values. This includes, among other things, building job profiles for applicants in an appealing and fact-based manner. Successful companies then determine the most effective and most promising recruiting channels in order to find the best employees and talents.

In addition to online job boards and newspaper advertisements, in most cases it is expedient to use social media or digital recommendation programs. Most of all, an e-recruiting hiring process is about knowing where suitable applicants are looking and which channels they naturally use before they start looking for a job. Using recruitment consultants and headhunters is another way of attracting candidates who are not currently actively looking for a new challenge.

Once the recruiting channels have been determined, innovative computer programs help reliably to set up the entire search process in such a way that it runs quickly, professionally and effectively. Recruiting software with automated processes - also known as robot recruiting