Talent management: Securing our tomorrow today
“Our talent management is a process for identifying talented employees and developing them specifically for their intended role. This helps us develop and motivate our employees worldwide.”
Kurt Mirlach, Member of the Executive Board Human Resources and Labor
Our employees are the future of our company. In addition to providing internal training and continuing education, we specifically invest in advancing and developing our employees in order to secure the company’s future in the long term. That is why Schaeffler has its own globally integrated talent management process.
Schaeffler intentionally focuses not on short-term commitments but rather on long-lasting employment relationships that only have advantages for the company and its employees.
Developing and challenging our employees is a commitment to which we have remained true throughout our company’s history and which we put into practice every day. In today’s climate of demographic change and growth, we face difficulties in finding the next generation of suitable, highly-qualified managers and specialists for our company, not only in Germany.
Schaeffler’s Competence Center for HR Development, Recruiting, and Talent Management was set up in response to these developments several years ago, and focuses primarily on strategic talent management. The objective over the next few years is to implement measures at our locations worldwide aimed specifically at ensuring that key positions can be filled in the long term. Talent management is intentionally geared not towards short-term commitments but rather towards long-lasting employment relationships that only have advantages for the company and its employees.
Expertise and knowledge of the company are just as important as motivation for the individual employee who is both willing and able to continue to develop both in his own field and in other areas – across all locations. Our talent management process starts with forward-looking personnel planning to [--break--] determine the most important needs in good time and respond to them immediately by identifying suitable personnel within the company, ideally facilitating a smooth transition.
Our managers have an important task in this process: They regularly [--break--] meet with individual employees to discuss current qualification requirements with the aim of providing targeted continuing education measures. The employees also receive feedback from their direct superior about how these perceive their potential for development, and development measures can then be defined. These assessments of the employees’ potential are then discussed by the managers from all departments within a particular sector in what we call supervisors’ conferences, and are made more objective by other managers’ assessments.
We make every effort to ensure that our company provides its employees with the best possible development opportunities, both nationally and internationally. Every year, around 1,000 young men and women begin their professional training at one of [--break--] our companies. Our philosophy of establishing a training program at every new production location has become a success story, with half of Schaeffler’s current crop of around 3,000 [--break--] trainees based at one of our foreign locations.
We are particularly proud of our locations in Taicang (China) and Brasov (Romania), which [--break--] use the German training system and where the trainees also take the German skilled worker examination. We are equally proud of the Schaeffler University at our location in Irapuato [--break--] (Mexico), where our employees are trained in three successive, clearly targeted stages. Internationality is a top priority in our training programs. Every year, we give both trainees and students on co-operative degree programs the opportunity of spending several months on a placement abroad. The response to this has been very positive and has generated significant interest among our young employees in working for our company in other countries.