These terms refer to the process of developing and updating skills and competencies, either to learn new technologies and working methods (upskilling) or to adapt or extend existing skills to meet the demands of new roles or responsibilities (reskilling).

The importance of reskilling and upskilling lies in several key factors:

1. Adaptability and future-proofing: In a rapidly changing workplace, it is of decisive importance that employees are flexible and able to adapt to new requirements and technologies. Through reskilling and upskilling, skills remain up-to-date and the employees have a better chance of being successful in their future career.
2. Competitiveness of companies: Companies that invest in upskilling their employees are better equipped to keep up with the changing demands of the market. They can drive innovation faster, retain and recruit qualified specialists and promote a culture of lifelong learning.
3. Solving skills shortages: In many industries, there is a shortage of skilled professionals with certain competencies and qualifications. By reskilling and upskilling, existing employees can be deployed more effectively and recruitment bottlenecks can be alleviated, ultimately increasing productivity and competitiveness.
4. Innovation and progress: New technologies and working procedures often offer unprecedented opportunities for innovation and progress. By providing employees with the necessary skills to use these technologies and apply them creatively, companies can open up new business opportunities and differentiate themselves from their competitors.

Our approach: OTP career management “CareerNavi”

OTP has a specific approach to reskilling and upskilling using a holistic career management that incorporates both the interests of the employee and the interests of the company. Our approach comprises the following steps:

Part1 ¦ My goals and values (analysis of own situation and preferences)

Part 2 ¦ My offer (analysis of my own skills portfolio)

Part 3 ¦ My employer’s goals and values (analysis of strategies and customer requirements)

Part 4¦ My employer’s offer (analysis of development opportunities)

Part 5 ¦ My career master plan (goals and milestones)

Part 6 ¦ Implementation of “My career masterplan” (concrete actions)

An essential part of personal career management is setting clear professional goals and designing a personal development plan to achieve these goals. This requires thorough self-reflection and a realistic assessment of one’s own abilities and interests. The OTP online platform offers sophisticated self-assessment tools for this self-reflection. This is then discussed and validated with the mentors and the coach. Based on these principles, the participant develops his/her personal goals and a plan for implementation. These goals and the plan are then compared with the employer’s goals and plans (represented by line managers, mentors and/or the HR department). Once defined, employees develop strategies to achieve their goals and actively manage their career development with the help of mentors and the coach.

In addition, individual career management also includes the development of soft skills and interpersonal skills that are crucial for professional success. This can include improving communication skills, time management, teamwork, or leadership skills. By specifically developing these skills, employees can not only increase their professional performance, but also improve their job satisfaction and motivation. As a result, they also stay longer in the organization.

Your benefits

The OTP approach to career management offers the following benefits:

• Stronger employee engagement through an integrated process with HR, mentors, and professional OTP career coaches
• An online platform developed specifically for this purpose, which can be adapted to the organization’s specific circumstances.
• Professional OTP career coaches who are familiar with current developments on the job market and provide employees with holistic support on career issues.

Overall, individual career management offers a structured and targeted approach to upskilling and reskilling that enables employees to achieve their professional goals and succeed in a constantly changing world of work. By continuously developing their skills, they remain competitive and are well equipped for the challenges of the future.

As an essential part of the modern workplace, individual career management not only promotes individual motivation and success, but also strengthens the competitiveness of companies and contributes to economic success. Talk to us!

Der Beitrag Career management for reskilling and upskilling erschien zuerst auf OTP.

They are motivated by the achievement of objectives and the realization of concrete projects. They are aware of their own influence on the various stages of the entire production or service chain, right up to the impact on the customer. This pragmatic approach makes it possible to skillfully navigate uncertainty while achieving concrete results. Our tailor-made approach offers the opportunity to succeed in this complex environment.

One of our customers, a major local bank, asked us to support them in this results-driven approach.

Our mission:

At the request of the quality manager of this local banking organization, we were asked to help her change the internal mindset by introducing a “results-oriented approach”. Employees in the various departments were to become aware of their influence on the overall result of the service chain for the end customer.

The company wanted a flexible, practical solution in the form of implementation-oriented workshops. The aim was to achieve concrete results based on the optimization of certain company processes. Hence the desire to establish an intrapreneurial mindset, i.e. to develop innovation and creativity, the capacity for calculated risk-taking, and responsibility, openness to change, collaboration and communication. All of this, of course, integrated within a framework of respect for the company’s constraints and values.

To successfully implement this approach, our customer wanted to ensure that its employees fully understood this new operating model. This is the only way to maximize the chances of success, and to reap the full benefits of this evolution.

Our approach to this mandate:

To reinforce adherence to the intrapreneurial approach, we guided employees through a series of key steps. Our method was based on concrete and pragmatic “pop-up” workshops (1h-1h30 maximum) to understand and cultivate the intrapreneurial spirit through practical examples and exercises. The following elements played a role in this process:

• Defining clear, measurable objectives (SMART objectives) and breaking them down into smaller, achievable steps to facilitate progress.
• Drawing up a detailed action plan to achieve set objectives, and understanding methods for identifying the resources needed, any obstacles and strategies for overcoming them.
• Deepen time and priority management techniques to optimize productivity. Emphasize the importance of prioritizing tasks according to their impact on results.
• Develop the skills needed to cope with challenges and failures (the principle of resilience) and how to take risks thoughtfully, weighing up the potential benefits against the risks involved.
• Monitor and evaluate progress against objectives. Recognize the importance of adapting activities based on results and of responding flexibly to change.
• Establish collaborative processes with team members, partners and stakeholders to leverage shared strengths and capabilities to achieve objectives.
• Organize internal communication so that different stakeholders develop a common understanding of expectations and progress, and align their activities with objectives.

Use the “results-oriented approach”:

This approach leads employees to reflect on their respective roles in the organizational process, and to assume greater responsibility for innovation. They become aware of the importance of each individual in the various phases of the process and projects. They focus on the evolution of their own activities, as well as departmental and corporate processes. 

Entrusting employees with intrapreneurial co-responsibility and developing a results-oriented environment with them not only increases their motivation, but also empowers them to successfully navigate uncertainty while achieving tangible results.

When these techniques and skills are put into practice, a results-oriented approach becomes a powerful engine for achieving goals.

Der Beitrag A results-oriented approach to developing intrapreneurship skills. erschien zuerst auf OTP.

With the increasing complexity of IT systems, the job of IT service technicians in contact with customers is changing fundamentally. In service, social and communication skills, in addition to technical know-how, are becoming more and more important for the company’s business success. 

One of OTP’s customers, an IT firm, planned to promote its highly qualified service specialists by professionalizing their customer service skills.

Background: Because this company’s service technicians work with complex e-commerce systems, the “just be friendly all the time” approach to service is not sufficient. Customers increasingly need proactive advice on how to get the most out of the systems. In challenging situations – malfunctions, time delays, system failures, customer anger – the service technicians should also be able to communicate in a professional manner so as not to create problems for further the cooperation with the customers.

The IT company wanted the IT technicians to have command of the communication tools needed to actively shape a positive customer relationship in the scope of their service activity. This includes a customer-focused and benefit-oriented argumentation, taking a de-escalating approach in crisis situations, and binding the customer to the service provider through a professional approach in discussions and presentations. 

The OTP program: starting with an individual assessment of the situation

The “Consulting Competence” training program, developed by OTP, comprises various modules that extend over six months. The first step is an individual competence-oriented assessment of the participants. Then, the various aspects of consulting competence are trained and practically applied based on theoretical background information and exercises.

The assessment is the basis and the key for the learning process in the training program. The behavioral styles of the participants are analyzed, and a forecast is made of how their behavioral characteristics will affect the desired consulting activity in IT service. This gives a picture in which competencies the participants have their strengths and in which they would need special support from the training program (e.g., through exercises in the seminar, through personal feedback, and through coaching). 

Tool for the assessment of the current situation: OPQ32

The assessment tool used by OTP is the digital test OPQ32 (“Occupational Personality Questionaire”). This test evaluates 32 personality traits in three personality dimensions that provide information about individual work behavior. The high accuracy of this assessment tool is internationally recognized.

The test consists of 107 questions measuring 32 specific personality traits. There are no right or wrong answers. Traits that are desirable for some tasks and positions may be detrimental for others.

The OPQ32 gives companies insight into how aspects of employees’ individual behavior affect their performance on the job. In the context of human resource development, the test can be used for a wide variety of objectives, whether it is to align the internal career promotion (as in the present case), for internal career management, for evaluating the talent pool, or for evaluating applicants as part of an assessment.

Personality dimensions of the OPQ32

The analysis of the OPQ 32 is focused on the following three dimensions:

Outcome of OPQ32 use: Individualized learning. 

The assessment at the start of the training program was first analyzed with all participants in one-hour individual meetings. In this analysis, the participants were encouraged to focus on their strengths and weaknesses. They determined individually in which areas they personally saw a particular need for learning. For her part, the training leader and coach was able to use this exchange to determine for each participant the specific learning objectives that needed to be worked on in the training and the individual coaching.

In particular, the OPQ32 analysis made it possible to track and reflect the continuous progress and results of each participant over the course of the training and coaching – e.g., professionalization of presentation skills. Using specific checklists for the different areas of competence – presentation, rhetoric, consultative selling, conflict management, leading discussions, understanding of business roles – the personal learning progress was determined in a before-and-after analysis and future learning areas were identified. In addition, it was also possible to determine the specific strengths of each participant in respect to his or her approach to the customer.

Last but not least, the test results of the OPQ32 also gave the supervisors the opportunity to evaluate on site with the customer the work of their collaborators in the ongoing appraisal meetings and to define goals for employee development.

Overall, working with the OPQ32 test tool proved to be extremely fruitful for the IT company, its employees and managers. For its part and on the basis of many years of work with personality assessment, OTP was able to open up another interesting use of this job-related personality test as part of the training program.

Der Beitrag Employee development: Assessment with the OPQ32 personality test erschien zuerst auf OTP.

To enable these employees to approach the new phase of their lives calmly and with pleasure, it is advisable to plan and prepare for retirement with all its aspects.

Retirement – a challenging topic

We know from experience and the findings of ageing research that the transition to retirement life is not equally successful for everyone. In particular, people who have lived entirely for their profession often find it difficult to come to terms with the new situation. The initial euphoria about the new freedom is often followed by a feeling of emptiness. Suddenly, you’re “out of the game.” Some feel worthless and useless. 

Some throw themselves into a variety of activities in order to “be somebody again.” This usually proves to be a fallacy. If the time that has been freed up is crammed with appointments without much thought, there is a great danger that the actual needs and the reorientation to the changed way of life will fall by the wayside. This can lead to inner disorientation and the feeling that one is not living one’s life properly, which in turn can lead to dissatisfaction.

Many companies support their employees in preparing for the new phase of life. Just as they offer employees a health check-up from the age of 50, they are also involved in personal retirement planning: through individual consulting services or with special retirement seminars.

Supporting employees through OTP seminars

OTP has been conducting seminars to prepare employees for retirement for many years. In many cases, these are seminars in which employees (can) participate together with their life partners – however, there are also seminars specifically for singles. The seminars are always tailor-made according to the wishes of the clients.

In this way, employers offer support for a fulfilling conclusion in the job, for the preparation for interesting tasks afterwards and for the creation of new life contents. En passant there is also a sensitization for the passing on of knowledge and experience to subsequent employees. Here, our seminars provide clients with a valuable additional benefit: the transfer of know-how in the workplace.

Financial situation

An important topic for prospective retirees is naturally the question of what their financial situation will look like at the end of their working lives and what retirement options (such as early retirement) are available. The OTP seminars deal with this topic with a view to the general framework of AHV and pension funds. However, in order to clarify your personal financial situation in detail, we recommend an individual consultation with your pension fund representative or a financial expert outside the seminar. 

However, retirement means much more than “just” adjusting to a changed financial situation. 

Quality of life

It is an event that changes many things in life: Leisure time, partnership, social environment, health care, role in society. Some people look forward to this step in order to enjoy their well-deserved retirement. Others look forward to it with mixed feelings, as it brings uncertainties and a lot of new things. What is certain is that a new phase of life begins in a self-determined future.

The step from working life to retirement does not simply mean more time – the quantitative aspect – but more opportunities to shape one’s life and more responsibility – the qualitative aspect. This is the focus of our seminars: Planning and shaping the future quality of life. 

Our seminar concept

Our seminars basically orient the participants to three essential strategies in dealing with the new phase of life:

• Strategy of selection: Limiting oneself to what is really important.
• Strategy of optimization: Care particularly intensively for what is possible.
• Strategy of compensation: Creatively compensate for unavoidable losses.

In the OTP seminar, participants first reflect in group and partner work on the challenges and gains that come with retirement. The pictorial representation of the “House of Change” provides a valuable framework for visualizing the psychosocial situation of the individual and understanding it in this personal change process. Participants can thus anticipate possible gains and losses in the seminar and develop a position on this in learning groups. 

This in no way means sitting idly at home in retirement. For retirees, there are countless interesting tasks that open up new horizons and enrich life: they can voluntarily put their specialized knowledge, experience, and time at the service of a cause that is important to them. Whether in the social sector, in business (for example with “Rent a Pensioner”), in nature conservation and environmental protection, for cultural causes or in politics: numerous institutions in our society depend on volunteers.

In addition, new opportunities are now opening up to pursue hobbies that previously only “blossomed” in obscurity, or to become active in clubs, associations, or self-initiated groups (for example, in a cooking group). Other topics we confront the participants with are: 

• Changes in partnerships and in the everyday life of single people
• New forms of living in old age 
• Tips and impulses on health and well-being in old age 
• Retirement abroad 
• And last but not least: the personal action plan for planning the future.

Our seminars focus on these aspects. Participants take the time they need to discuss their upcoming new life plans, exchange ideas with each other and receive valuable information and impulses. What is exciting about the seminars is that they are attended jointly by employees from all functions, all levels, and all professional fields. 

Feedback from participants

The participants are extremely positive about our seminars. They see great benefit in reflecting on the new phase of life from many aspects and in using their action plan to initiate concrete preparations for the time of retirement.

Der Beitrag Retirement Seminars – Preparing for the New Phase of Life erschien zuerst auf OTP.

Our mission

Our client, a global logistics company, had implemented a comprehensive restructuring plan during 2021. This was dictated by headquarters and included a new organizational structure with new functions. The requirements for us were…

“The Management in Geneva is looking for ideas to strengthen team dynamics and work out new processes as part of a team building event.” 

The OTP Approach

OTP offers “tailor-made” programs that take into account the specific situation of each team and the needs and expectations of the managers. In this case, the proposed program consisted of three main parts:

• Various group exercises, to strengthen the relationship between participants.
• Interactive workshops, to refresh the basics of leading teams.
• Development workshops, to elaborate several roadmaps in “disruptive” mode on the company’s overall operations, as well as on specific projects to improve the quality of services and the cost efficiency of operations.

The seminar took place as a “retreat” over two days in a hotel near Geneva with an overnight stay for the 20 participants.

The interactive workshops

Three workshops of 2 hours duration were held to refresh and deepen the basics in the group on the following topics:

• – Initiating and implementing change
• – Leading in times of change
• – Communication and behavior in teams

In order to strengthen sustainability, the workshops were not conducted as a “presentation”, but included different sequential modules (group discussions, exercises, feedback, and experience sharing, and short presentations).

The development workshops

Three additional workshops were held with the employees and managers present on Day 2. Their goal was to question existing processes and develop new ones. This approach had several advantages 

• employees from different hierarchical levels work together as equal partners, 
• the creativity of each individual is challenged and stimulated 
• it is ensured that the ideas selected always represent a compromise 
• teamwork is established beyond the seminar, and 
• acceptance of change is increased because change is not imposed, but rather supported by all.

In our opinion, however, the following elements were also key to the success of the program: 

• active listening and clarification of the clients’ situation and challenges, 
• the creativity and commitment of the two OTP consultants/coaches, and
• adherence to the strict rule (agreed with the client) of not using phones or computers during the workshops and exercises.

The result

After a few weeks, management found that the momentum created was holding. Team leaders and management not only continue development work, but also work together openly, transparently, and smoothly. This dynamic makes it possible to continuously strengthen customer satisfaction, increase sales, and at the same time increase profit margins.

“OTP met our expectations. After two days of activities, discussions, and workshops, we could see the result. The team found each other. The new management team was able to clarify the new challenges, but also share their fears and approach the common goals with a new spirit. OTP managed to bring in something new and to inspire all participants. 

Thank you very much for the many inputs”. 

Der Beitrag Successful team building erschien zuerst auf OTP.

Der Beitrag Good leadership and work in virtual teams can be learned erschien zuerst auf OTP.