Recruiting talents and keeping them inspired long-term

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Well-qualified and dedicated employees play a crucial role in our company’s long-term success. We want to retain experi­enced employees long-term, and get motivated next-gener­ation profes­sionals excited about our company. This requires flexible talent management that meets the current challenges of the labour market, makes career oppor­tu­nities trans­parent, and opens up inter­dis­ci­plinary paths. We succeeded in doing this with the imple­men­tation of the ‘Talent Navigator’. Consol­i­dating our job descrip­tions into simple, cross-depart­mental role profiles reveals career paths and devel­opment oppor­tu­nities, and offers better orien­tation for employees and managers. The Talent Navigator trans­par­ently maps our job archi­tecture, including all relevant infor­mation, and is therefore an elemental component of our HR work. It is stored in our digital talent management platform ‘myTrack’, allowing managers, employees and HR can access it at any time for purposes of personnel devel­opment. The role profiles provide them with clear orien­tation in recruiting, in managing perfor­mance and potential, in deter­mining salaries, planning succession, and general staff devel­opment.

To recruit new talent for our company, our University Marketing team not only talks to potential recruits at job fairs and other hiring events, but also gives them a way to gain first-hand insight into the Tchibo world of work. On the occasion of the Hamburg Company Tour 2017, we once again invited around 100 students to the company and gave them the oppor­tunity to experience Tchibo’s working atmosphere and corporate culture up close and personal. 

We meet the growing require­ments arising from the dynamic market environment with customer-focused, future-oriented solutions, to which junior staff repeatedly make contri­bu­tions. We continued our Young Talent Challenge in 2017. Around 20 young talents – including appren­tices, students, trainees, young managers, and partic­i­pants of the Cross-Company Programme – had the oppor­tunity to complete a two-month programme that was integrated into the Tchibo workaday routine. The team used new, agile methods to develop ideas for tackling challenges faced by various depart­ments.

Promoting the next gener­ation: Finding the specialists and execu­tives of tomorrow

We offer prospective young profes­sionals who wish to begin their careers at Tchibo various ways to enter the company: from intern­ships and appren­tice­ships to dual-degree and trainee programmes, and the Cross-Company Programme. We start as early as middle school, having partic­i­pated in the annual Girls’ and Boys’ Day since 2000. In 2017, we once again welcomed 40 pupils in grades 5–10 at the Hamburg headquarters, where they were able to ‘shadow’ Tchibo employees at work for a day. In 2018 we will again partic­ipate in Girls' and Boys' Day.

Tchibo is an important company in the vocational training community. We offer a wide range of appren­tice­ships - mainly in commercial and technical profes­sions. We make it a priority for appren­tices to learn to work indepen­dently and to assume respon­si­bility. In 2017, for example, 19 trainees took over the complete management of a Tchibo shop during our ‘Apprentice Week’: in Bielefeld, Münster and Eisenach. In workshops, they developed shared objec­tives, planned specials, drew up schedules and adopted ‘team rules’. 

Our trainee programmes serve to secure long-term talent and system­at­i­cally train our  junior (management) staff. The programmes are not static, but are developed and adjusted according to require­ments and changes. In 2017, e.g., we developed a new trainee programme in the field of IT and redesigned a number of other programmes, making them even more strategic. As part of this realignment, in 2017 a trainee had the unprece­dented oppor­tunity to spend three months abroad at the Ipanema Coffee Farm. In 2017, we were able to recruit eight new trainees for Tchibo in the Marketing Coffee, Controlling/Corporate Management, Supply Chain Management & Logistics and IT depart­ments.

The Cross-Company Programme, we jointly initiated with Beiersdorf in 2016 takes a whole new approach to getting promising talent excited for Tchibo. From hundreds of appli­cants, the ten best young talents with some work experience in sales and marketing are given the chance to get to know, in depth, two companies in the retail and Fast Moving Consumer Goods (FMCG) sectors. Over a period of 18 to 24 months, they pass through various depart­ments at the two companies. Our aim with the programme is to prepare and motivate junior employees to take over a project management or other management role in sales and marketing at Tchibo or Beiersdorf. We prepare them for this by giving them respon­si­bility for individual projects, supported by mentoring and individual coaching. 2017 was the first time that the ‘Cross-Company Talk’ took place as part of the programme. One of these two dialogue events focused on the topic of ‘Digital Trans­for­mation’. For one evening, the programme partic­i­pants came together with managers and employees of both companies, exchanged ideas, and made contacts for potential future joint projects in the future.

We also offer devel­opment oppor­tu­nities in the Depots (super­market conces­sions) and Sales depart­ments, through a management training programme specif­i­cally for recent graduates with a business degree focusing on retail and sales as well as some sales experience. In 2016, three junior staff started the programme, two more followed in 2017, and three new talents will be added in 2018. Our goal is to train the partic­i­pants, who are supported by mentoring, seminars and feedback discus­sions, to become sales all-rounders within 24 months, and then hiring them for a management role, primarily in the sales force, but also in the back office. To find out even more specif­i­cally whether the university graduates fit into Tchibo's sales team, a two-day ‘Fit4Sales’ event took place for the first time in 2017, replacing the conven­tional job inter­views with appli­cants.

Perfor­mance reviews: Systematic staff devel­opment

Regularly giving employees trans­parent feedback about their perfor­mance, pointing out their prospects at the company, and providing systematic support in their self-directed profes­sional devel­opment – we see all of these as key aspects of contem­porary staff devel­opment. We create an effective  framework for this and offer oppor­tu­nities for regular dialogue with feedback, target-achievement, and target-setting meetings between employee and manager as equal partners. TRACKS, our perfor­mance management process, always serves as the basis for this.  

With the myTrack digital platform for talent management, Tchibo had already intro­duced integrated talent management software for the systematic promotion of our employees in 2016. myTrack not only helps employees manage the process, but also sends reminders for all upcoming tasks, and gives insight into all relevant data at all times. TRACKS, meanwhile, enables us to differ­en­tiate perfor­mance more clearly, give greater visibility to talent at Tchibo, and supporting them even more system­at­i­cally. We also actively involve employees in the appraisal process by encour­aging them to submit a self-assessment and learn to reflect on their role and achieve­ments over the past year in the run-up to their appraisal interview. In 2017, more than half of the employees actively partic­i­pated in the process by doing this.

Tchibo CAMPUS: self-directed, sustainable learning 

Our working world is constantly changing – and so are the require­ments and tasks in our company. The profes­sional and personal devel­opment of our employees and managers is therefore very important to us and contributes crucially to our compet­i­tiveness. We provide a wide range of devel­opment oppor­tu­nities through our company's central learning platform, Tchibo CAMPUS. With its broad range of offerings, we encourage our employees to design their own learning journey and contin­u­ously acquire new experience and knowledge. 

The results of our CAMPUS survey ‘How do you learn best?’, in which 400 employees and 100 managers took part, were a key influ­encing factor in devel­oping the 2017 range. On this basis, we developed an offer that contains new, contem­porary topics and practice-oriented formats as well as tried-and-tested content and tools. For example, the formats now involve smaller learning units and are distributed over a longer period of time. This, along with their practical relevance, enables partic­i­pants to learn in a more self-reflective way and with reference to their workaday routine. 

Also, in designing the Tchibo CAMPUS offerings we primarily focused on the new challenges that our company – and all its managers and employees – face as a result of digital­i­sation, because digital­i­sation is rapidly and radically changing our working environment. Accord­ingly, many of our learning offers focused on digital­i­sation and ‘New Work’. For example, Dr Willms Buhse – author, entrepreneur and digital leadership consultant –sensi­tised more than 200 Tchibo employees to the challenges and success factors of digital­i­sation. In training sessions, employees were able to get to know and try out agile working methods. Our classes for execu­tives on agile leadership and mindset made the changing leadership principles tangible and stimu­lated a rethink. 

Digital­i­sation wasn’t just a topic covered at Tchibo CAMPUS. The CAMPUS itself practiced digital­ization and migrated to the myTRACK digital platform. This means that up-to-the-minute offers, reviews by partic­i­pants, and the avail­ability of free places for our employees are now visible at a glance. A new addition is the eLibrary, with more than 700 e-books available for free download. CAMPUS also offers a way to share digital learning sources with colleagues with the ‘Collec­tions’ feature in myTRACK. 

In addition to new content and formats, proven offerings continue to be an important component of CAMPUS, to promote the self-directed devel­opment of everyone in the company. For example, the two-day intro­ductory event ‘Presenting: Tchibo’ for new hires continues to take place twice a year. About 60 new employees get to know various depart­ments, their jobs, and Tchibo's business processes in a hands-on way by partic­i­pating in a company treasure hunt. 

Our management devel­opment also follows the approach of self-directed, sustainable learning. For example, we support our next-gener­ation managers with the six-month ‘Learn to Lead’ programme, which helps them build personal networks and expand their skills. New managers go through the ‘Leading People’ programme, in which they learn the tools of leadership, among other things. We also offer a new format: the 360-degree feedback process, in which colleagues, employees, superiors, customers and external business partners all provide feedback to the managers.  This ‘all-round view’ gives each individual manager the oppor­tunity for self-reflection and a very individual design of the devel­opment path. Another new feature at CAMPUS is the management workshop, where managers can share their challenges and jointly develop creative solutions in moderated, collegial consul­tancy sessions. In addition, a new chapter was added to the ‘Handbook for Managers’, which provides answers to funda­mental management questions. ‘Transition coaching’ is a coaching process in which employees who take on a new leadership role can choose to be accom­panied by a personnel devel­opment profes­sional.