Raiffeisen Switzerland RCH is also feeling the effects of the skills shortage: vacancies remain unfilled, particularly in IT, and apprentices leave after completing their training. In her role as Head of Organisational Development, the author of this paper initiated a project with Human Resources to develop and retain internally trained specialists. Using two design methods, she works with key stakeholders in several iterations to identify the extent to which the basic IT training programme can be transformed into a development programme. A design proposal presents the corresponding concept; in addition, a how-to-guide summarises the design methods used for other interested parties.