The proper way:

Developing personnel development systematically


Implementation of a systematic personnel development (PD)


Health insurance company, approx. 900 employees

Target group

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
    – Methods
    – 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.