Skills development - Effective skills development

Implementation

Knowledge development

Skills are one of an organisation's most important assets - but only when they translate into better work and results. Training alone will not change the way you do business. Skills development is only effective when it is linked to the organisation's objectives, day-to-day work and implementation.

In many organisations, skills development is fragmented. Training is provided, courses are attended and new skills are learned, but the link to strategy and results remains unclear. In such cases, competence development is easily perceived as an isolated support function rather than a central part of management.

At More Than Group, developing skills means strengthening an organisation's ability to do the right things better now and in the future.

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What does skills development mean in practice?

Skills development answers the questions:

What skills are needed to achieve the objectives?
What skills does the organisation already have?
What needs to be developed, strengthened or acquired?
How is learning reflected in everyday life?

It's not just about one day of training, but a long-term approach where skills, working methods and business requirements support each other.

Well-managed competence development supports performance, renewal and growth.

Typical challenges in skills development

In our work with clients, we often encounter the following situations:

The lessons learned from training are not reflected in everyday activities.
Skills development does not support the strategy.
Development is random or individual-oriented.
Cooperation and time management are a burden.
Current skills do not match future requirements.

Skills development is a long-term, strategic exercise. We help our clients to ensure that their development investments are strategically targeted, future-oriented and effective.

How do we approach skills development?

We help organisations build a competence development framework that supports implementation and results. We approach competence as a strategic, structural and practical issue.

Our competence development work is built on three interlinked pillars:

Identifying and planning skills
- Developing a future strategy for skills
Workplace skills, for example:
- Use of time
- Co-operation skills
- Communication
- Decision-making capacity
Sales development, for example:
- Value selling and visionary selling
- Sales processes and playbooks
- Commercialisation of expertise
- Customer and key account management