Personnel Development
For us, personnel development means enabling and stimulating employees constantly to achieve the very highest performance. Targeted training and development measures play a key role here. Two elements of personnel development at the SGL Group shall be highlighted here as examples: the competency model and the management development programs within the so-called Leadership Initiative. From these elements, it is clear that the unique leadership culture of the SGL Group is both the driver and goal of personnel development.
The SGL competency model describes in a transparent and easily comprehensible way the key behavior requirements besides purely functional expertise and skills which the company demands of its managers at different levels and of specialists without managerial responsibility. |
Four core competencies (Communication; Building Trust; Working Effectively in Teams; Customer Focus) are crucial for all professionals and leaders. In addition, depending on the special target group and field of activity, another four or five competencies are also required. For top executives, these are, for example:
- Strategic Decision,
- Building Partnerships,
- Leading Change and Innovation, and
- Creating a High Performance Culture.
This model ensures that the different aspects of personnel work – e.g. performance assessment and planning development measures – are systematically coordinated.
The SGL Leadership Initiative: Planned development of junior and experienced managers is given very high importance within the SGL Group and receives the special attention of top management. |
The backbone of our management development is formed by two programs that build on each other, namely Leadership Excellence Training (LET) and Leadership@Work. These programs, lasting several months and comprising a number of modules, have been specially designed for the SGL Group and ensure the continuous and sustainable qualification of managers. An impressive feature of these programs is the intensive involvement of top management in the role of mentor. In this way, the SGL leadership culture is exemplified and experienced in the training measures themselves.
Altogether, more than 650 employees have participated in the worldwide leadership programs since 2002. In 2008 alone, 110 managers started one or more of these programs and some 70 completed them.