Guidelines
Personnel management as a process based on the division of labour. Personnel management concerns us all.
Top management, senior managers, personnel managers, individual employees and the representatives of the work force are all concerned with personnel management. Their roles are, in each case, different – with clear responsibilities.
Personnel planning as a dynamic process, as needs change.
Demand planning is based on profiles of employees with expertise in specialist and social sectors, and these are adapted to changing needs.
Sourcing employees as a central element in securing our human resources. How do I find the right ones?
Senior managers decide who is accepted on the basis of appropriate and comprehensible selection procedures.
Employee development as a strategic requirement. We invest in people.
Our employee development reinforces social competence and process knowledge without neglecting specialist competence. An important tool here is the formal employee discussion.
Educating our own specialists strengthens our competence.
Various group companies are training apprentices up to be specialist employees.
Giving employees career opportunities, such that today’s employees become tomorrow’s senior managers.
We develop our own senior managers from our own ranks, providing we can do so in the course of achieving our objectives.
Income for our employees based on results and performances. Success emanates from us all.
We, as a dynamic high-performance organisation, want to offer our employees increased shares of their incomes based on results and performances.
If you give out information, then you get information back. “Knowledge is power” is an outmoded idea.
Our policy on information is aimed at enhancing the self-reliance of employees. Having communications that are open, honest and credible is a vital principle in this respect.
Employees rather than blue-collar and white-collar workers – we are all in the same boat.
We aim to eliminate the differences between blue-collar and white-collar employees insofar as it is possible to do so within each autonomous part of the group.
Social partnership at work – we are only successful when we work together.
We are completely open about the need for constructive co-operation with representatives of the workforce. We can draw up joint policy goals on the basis of being aware of different tasks and roles, and make them the basis for the enterprise’s economic success becoming permanent.
