Germany
Office
Tel: 02193 23-0
Fax: 02193 23-122
Mail: de.sales@interroll.com
Interroll Fördertechnik GmbH
Geschäftsführer: Jörg Mandelatz
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Perspectives and development of our employees are crucial to our long-term success. Unlocking and nurturing our employees' potential is not just part of our holistic HR strategy, it is an important and conscious corporate decision because we know that their expertise and motivation are two of our greatest assets.
In the fast-paced competition for talents and young leaders, we have only managed to be successful by being prepared to learn new skills and meeting change head on. For this reason, training and educating our employees is a central component of our personnel development concept. By well succeeding in this goal, we will master the challenges ahead for which good qualified and motivated employees are a key asset.
Constructive, respectful communication in HR-management is key to improving individual and team effectiveness and reaching set targets. Our systematic development dialogue consists of an annual development review and open discussion that managers hold with their employees. It covers topics such as experience, behavioral competencies and technical skills, potential indicators, performance and career development.
| Objectives | Targets | KPIs |
| We support our managers in assessing employees behavioral competencies and technical skills in a structured and objective way. | All office employees have a yearly development discussion based on a structured competency matrix valid worldwide and based on research and Interroll needs. | % of office employees who participate in a development discussion |
| Number of development discussions per year per office employee | ||
| We increase constantly the skills and competences of our employees. | All office employees have a personal training & education program related to their function. | % of employees trained |
| All manufacturing employees have technical and mandatory trainings & education related to their function. | Average training hours | |
| Average training costs | ||
| We emphasize education and development of young professionals. | All entities with more than 20 employees have apprenticeship / internship or trainee programs in place. | Share of internships / apprenticeships |
| We have an open-door policy between supervisor and subordinate and a focus on strong communication. | 100% of our office employees receive an annual employee dialogue with their supervisor. | Share of annual employee dialogues conducted |
| We build a balanced management team with internal promotions first and external hires second. | 60% of our management positions are staffed with internal promotions. | Ratio on external hires / internal promotions for management positions |
| 50% of our Group management positions are staffed with internal promotions. | Ratio on external hires / internal promotions for management positions | |
| We ensure stability with identifying and preparing internal succession. | 100% of Key Functions with a short-, mid- and long-term succession plan. | Share of Key Functions with succession plan |
