Another focus of our personnel-development activities is on identifying and preparing young management potential. What is more, we continually develop the skills of our current managerial staff. We implement a uniform process that encompasses all leadership levels – standard and above-standard-payscale employees, as well as executive personnel. This process includes three phases: First of all, a basic development tool is the annual performance review. This gives employees the opportunity to learn how achievements in the past fiscal year have been assessed, and to define development measures together with their supervisors. Secondly, employee achievements and potential are measured in the mid- and long-term, and, thirdly, compared with groupwide successor planning.

We use a wide range of instruments in selecting and developing managerial staff. This ranges from company-specific, internal group programs, to individual measures, for example coaching or team development, all the way to outside advanced-training courses.

Selecting Managerial Staff

Whenever possible and suitable, we use various diagnostic techniques to determine the capabilities an employee already possesses and to identify those which can be developed to enable that individual to assume a leadership role. These techniques determine the strengths and potential of the employee, who then receives individualized assistance. For example, standard-payscale employees who are recommended for or apply for a position as shift leader or certified industrial foreperson can attend a Potential Analysis Workshop. Above-standard-payscale employees with an outstanding track record are invited to take part in a Management Development Center. Executive-level (“OFK”) candidates take part in this procedure, as well.

Executive Development

Executives are not necessarily born leaders. They must systematically and continually work on their skills, in order to meet the large variety of challenges presented to them. We therefore offer our employees comprehensive programs adapted to the needs of the respective target group. This includes the First-Level Management seminar for employees that have assumed management tasks for the first time, and the Advanced Management seminar for experienced managers.

The programs are set up as modules, and cover the most important areas of expertise: leadership, communication, personality and an entrepreneurial mindset. Each module explores management from a different perspective.

There are two other executive-development programs available for WACKER employees who have been recommended for them: the Focus Program for above-standard-payscale employees with executive potential, and the OFK Management Circle for recently appointed executives. Participants in these one-year programs learn self-development and management skills. Both programs are available to participants from all over the world. In 2011, 13 above-standard-payscale employees completed the 2010/2011 round of the Focus Program. The OFK Management Circle during 2011/2012 had 11 participants. The 2012/2013 session began with 12 participants from seven countries.

WACKER encourages internal networks for specialists and managerial staff. These networks promote knowledge transfer and exchange of information across departmental boundaries. Examples include the “Neu-Wackerianer” network for new employees and a network for young female managerial staff who have taken part in a Munich-based cross-mentoring program. WACKER has participated in this program since 2005. Our goal is to help prepare women with management potential for leadership positions, with the aim of increasing the number of women in top management. This 12-month program involves an experienced manager acting as mentor to a female mentee at another company. Three young female managers took part in the 2011 program, and the same number again in 2012. WACKER’s OFK executives acted as mentors to other companies’ female employees. Since the program began, a total of 25 young female managers have taken part in the cross-mentoring program.

WACKER subsidiary Siltronic continued its leadership program in 2011 for its approximately 600 managerial staff in Germany. The seminars were held under the motto “Vertrauensvolle Zusammenarbeit” (Working Together as Partners). All upper and middle managers as well as standard-payscale managerial staff were given the opportunity to expand their leadership skills and exchange information on Siltronic-specific topics. The Siltronic Executive Board was involved in the dialogue. Managerial staff discussed current challenges with top executives and developed guidelines for the future.

All WACKER’s managerial staff, whatever their level, receive feedback on their management style when they hold annual performance reviews with their employees.