Development programme “Talent Campus”

Division of an international technology group

Approx. 11,000 employees

High-potentials with a perspective of a senior management position

(approx. 10 persons)

• How can we improve the retention of high-potential employees?
• How can we close the foreseeable demographically caused gaps?
• How can we appropriately encourage and develop these high potentials?

• Development of a competency model
• Criteria for the nomination process
• Selection procedure: Assessment Centre decision conference, including training of internal observers;
• Individual development plans for all the participants of the AC (including candidates who were not selected)
• Core idea of the programme: no classical development programme, but working in the group on a fictitious new company
• Participants work highly independently, get content-related input in eight individual “camps”, e.g. to generate ideas, regarding ethical principles, financing questions
• Mentoring of the participants and the group

• Close coordination with the client, including MB
• Involvement of external subject specialists (for diagnostics, business plans, sustainability, creativity, innovation, ethics, etc.).
• High degree of flexibility, to follow the course of the company foundation
• Close coordination and agreement with the specialists

3 years

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• Highly targeted selection of candidates
• Highly motivated participants (“this is pure appreciation”)
• Higher retention of the participants to the company
• Qualified preparation for the entrepreneurial (co-) responsibility
• Horizons of expectations regarding control, leadership and responsibility within the company are clarified.