talent management & transformation how we develop our … · 2019. 10. 11. · talent...

Talent management & transformationHow we develop our talents at OSRAMGeorg Bachmaier | 10.10.2019 | F.A.Z. Recruiting & Führungskräftebindung im MittelstandLight is OSRAM

www.osram.com/createlight

Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019

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We are as high techas Google and Apple


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The ambitiousmastermind


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The smartanalyst


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The creativeinventor


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Talent managementin spite of crisis?

14 Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019

Current challenges and transformation boost the relevance of continuous Talent Management

Challenges of the world of work 4.0

Fast and disruptive changes

High competition andneed for innovation

Digitalization of work

Demographic changeChange in globalgrowth dynamics

New technologies andagile working methods


“The New Talent” is one of the core initiatives which drives establishing

#TheNewOSRAM

The New Talent drives establishing #TheNewOSRAM

Why How

What The New Talent

Our vision

Our mission

Culture Values

Leadership Principles

Areas of Expertise

Light for a better world

OSRAM unlocks the potentials of light to improve people’s lives #The

New OSRAM

Openness Passion for performance

Empower-ment

Ability to change

Risk taking

Building talent

CollaborationEntrepre-neurship

Clarity

Mobility

Well-being and health Connection

Safety and security


The purpose of Talent Management at OSRAM

Enabling them to tap the potentials of light to improve people’s lives

Putting the right people …

… in the right jobs …

… at the right time …

… at the right cost …

… based onbusiness needs


OSRAM key beliefs of Talent Management

Business sets our priorities

Every employee has talents

Talents own their career

Leaders drive performance and culture

With our Talent Management activities we cater to OSRAM’s everchanging business needs and strive to establish OSRAM as employer of choice.

OSRAM’s Talent Management promotes each and every employee’s talents –regardless of age and tailored to current potential and job challenges.

Careers at OSRAM are as diverse as our people. We encourage everyone to grab the wheel and carve out the way to individual career success, no matter in which direction.

Leaders at OSRAM inspire, enable and support others to contribute to the best of their ability and grow within and beyond own area.

Talents by nature strive to grow. HR provides the right tools, platforms, processes and initiatives which enable and empower.

Everyone at OSRAM is encouraged to give and ask for fair feedback in all directions in order to recognize colleagues’ work and fuel their growth.

We embrace diversity as a business asset. We live it every day by encouraging and championing diversity of thought and inclusion.

HR empowers talents

Continuous dialogue is key

Diversity adds value

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3

2

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From now on, we differentiate between “talent” and “high potential”

New terminologyHigh potentials are selected talents

who have the capacity to assumea position with more responsibility.

They are identified in GROW(“move up”), have a “great” or

“exceptional” performancerating, and are providedwith specific programs.

New terminologyEvery employee at OSRAM has talentsand therefore belongs to the target group of Talent Management.

Scope of Talent Management, i.e. talents (all employees at OSRAM) Talents (all employees) High Potentials (subgroup of talents)


#TheNewOSRAM Talent Management

Foster individual development of employees to their fullest

potential.

High Potential Programs

Cultivate high potentials to make best use of their

abilities and prepare them for the next career step.

Career Paths and Development ProgramsAdvance leadersand experts, support them in mastering challenges and in developing necessary skills.

Learning and Training Offerings

OSRAM Talent

Management


The purpose of High Potential (HiPo) Programs

Help high potentials to make best use of their potential

Support high potentials togrow further

Strengthen the network of high potentials

Increase the visibility of high potentials

Prepare high potentials to take over a new role

Managers should ensure that their HiPo’s participate in the programs, as it is one effective wayto express appreciation, keep HiPo’s engaged, increase their retention, and secure OSRAM’s future.

What is in itfor managers?


TopExecutives

Executives Program

Global High Potential Program

GoFurther!Local High Potential Program

LightUp!Graduate (Trainee) Program

The High Potential Program landscape

Different programs for our future leaders and experts

GPL 4 – GPL 2 Individual consultation and support

PL 5 – PL 4

Mainly below PL 5 (EG 10 – 121)

(EG 91) Academic pipeline

High potentials with global mobility

High potentials below PL5 andhigh potentials without global mobility

Fast track for future top leaders

1) EG 9 – 12 or comparable for countries where different levels apply, i.e. the four highest local pay scale levels below PL 5


The New High Potential LandscapeTwo alternative entryways

All employees with “move up” will considered in succession planning

and placement decisions

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Entryways to the High Potential Programs

High Potential Program

Man

ager

nom

inat

ion

Self-

nom

inat

ion

FinalPreliminary

+++ +

Overall performance rating “great job” or

“exceptional job”

Employee statement

Nomination for a program

No validation stepPotential statement “move up”

from manager

“Move up”

Manager 1

+++ +

Overall performance rating “great job” or

“exceptional job”

No potential statement “move up”

from manager

Nomination for a program

Positive validation interview with

HR + business

“Move up”

Development Round Table

Manager 1

Manager 2+

Potential statement “move up”

from employee

“Move up”


Global High Potential Program

Program overview

New content

Kick-off and introduction

• Design thinking training• Mentor matching• Individual Development Plan• Meeting with CEO• Decision making

Autonomous project work

• Presentation of BIPs• Wildcards for OSRAM

Management Conference• Farewell dinner

Personal insights

BIPkick-off

Virtual closing

Virtual briefing

BIP mid-year-review

BIP closing

Confirmation of HiPo’s/participants

Alumni network(virtual platform)

Business Impact Projects

Duration: 2 years

May(year 1)

Jun.(year 1)

Oct.(year 1)


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We shape our cultureand values.

We display pride in the deve-lopment of our employees.

We engage our talentsas ambassadors.

We show who we really areand what we expect.


I am looking forwardto your questions

talent management & transformation how we develop our … · 2019. 10. 11. · talent...

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