Sustainability Report 2019/2020

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Creating tomorrow’s solutions

Talent Management and Managerial Staff

With our seamless personnel development system, we are constantly furthering the skills of our specialist and managerial employees, identifying those with the talent to become specialists and managers, and readying them to take on new tasks. We use a wide range of tools to develop managerial staff – from company-specific, internal group programs and individual initiatives such as coaching or team development through to advanced-training courses outside of the company.

The aim of the talent-management process is to identify and foster talent at an early stage. It also helps us fill important positions with highly qualified in-house candidates in the medium and long term. The process targets senior executives and non-payscale employees. The employees’ performance and potential are discussed on the basis of uniform criteria at conferences held throughout an annual cycle. In the run-up to these, the opinions of managers, supervisors and internal customers are gathered. The conferences initially take place within a corporate unit (business division, corporate department or subsidiary) and are subsequently conducted across corporate units. During the annual performance review, employees and supervisors discuss the strengths and optimization potential of the employee in question and jointly determine development measures. This groupwide approach allows us to offer prospects to employees in small units and at subsidiaries, too.

In view of the pandemic and our Shape the Future project, the employee council and HR agreed to suspend the 2020/21 talent management conference cycle. The results of the 2019/20 cycle will serve as a basis for the discussion of development goals during annual review talks in 2021.

Selecting Managerial Staff

In addition to the information gleaned from talent management, 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 and enable targeted support. For example, payscale employees who are recommended or apply for a position as shift leader or certified industrial foreperson can participate in a development workshop, during which we provide them with targeted career-development support.

Executive Development

WACKER develops its executives continuously and systematically, so that they are equipped to deal with the diverse challenges they encounter. We offer our employees comprehensive programs adapted to the needs of the respective target group. For employees new to management, this includes the mandatory Leading@WACKER and Effective Management 1 courses. Employees with several years of managerial experience in disciplinary supervision can deepen their knowledge with the Effective Management 2 seminar.

WACKER has an international Executive Development Program for high potentials and newly appointed executive personnel. It aims to create a joint leadership identity across corporate units and regions, developing the participants’ potential and strengthening their management and leadership skills. Over the course of a year, the program, which comprises several modules, offers a platform for managerial employees to share ideas, get feedback and consult with their peers.

WACKER encourages internal networks for specialists and managerial staff. These networks promote knowledge transfer and the sharing of information across departmental boundaries. Examples include:

  • The “We, the WACKER Group” series of seminars for new recruits
  • Networks for experienced managers within the scope of various leadership programs
  • Cross-divisional networks for personal or cutting-edge issues (e.g. based on the “working out loud” (WOL) method)
  • A Young Professionals network
  • A network for young female managers who have taken part in the Munich cross-mentoring program
  • An internal program in place since 2014, in which senior executives mentor young non-payscale employees

Feedback Culture

Regardless of their hierarchical level, all WACKER’s managerial staff receive feedback on their management style when they hold annual performance reviews with their employees. We also offer the option of 360° feedback, predominantly for senior executives and non-payscale employees. With this form of feedback, direct reports, colleagues, supervisors and internal customers submit their responses via an online tool, which are then evaluated anonymously. After analysis, a feedback and evaluation talk is held with the employee in question to determine suitable measures for personal development or team building.