The proper way:
Developing personnel development systematically
Implementation of a systematic personnel development (PD)
Health insurance company, approx. 900 employees
PD is geared towards all the employees.
- Until the project start, systematic personnel development used to be a spare-time task of the assistant to the executive board.
- After an internal restructuring, a broad audit of all the managers was conducted.
- After this broad diagnostic phase, the question was how a targeted personnel development process should look like.
- Consultation with the executive board regarding objectives and desired contributions to the business strategy.
- Development of a comprehensive PD concept that provides guidance as to “how PE works”, among others
– Fields of action
– Target groups
– Core processes
– Responsibility for core processes
- Transferring the PD role to managers as a central leadership task
- Introduction of a structured assessment process for employees
- Structured analysis of PD needs and budget planning
- Establishment of ACs as a standard recruitment procedure
- Introduction of computerised tools to document and control PD activities
- Gradual training of an internal employee for the role of employee development
Factors for success
- Important promoters with a clear will instead of merely paying lip service.
- Resources: Time and money for PD activities and instruments
- Close cooperation with personnel management and staff council
- Specific exchange with various executives
- Transparency and information
- Clear rules, e.g. Regarding the budget, seminar attendance
- Qualification of the internal key players
Duration of the project
2 years – then transfer to internal PD appointee
Particular aspects during the course of the project
The introduction was driven by the clear commitment of the board of executive – insofar there hardly were any slumps; PD has gradually been developed and implemented without significant crises; only finding a compromise with the staff council was a challenge at times.
- Exemplary PD in the health insurer landscape,
- Capitalising on the employees’ potential by targeted development and support
- Targeted and controlled qualification of employees
- More scope of action for employees to initiate their development on their own
- Increase of employer attractiveness
- Alignment of the PD to strategic goals of the company. That means: PD makes a significant contribution to the achievement of the business goals.