Development Planning

Development planning

What can be developed?

Personality

Competencies
Definition: Personality criteria are
Knowledge considered to be set traits. They form
the basis for competencies, skills and
Skills Definition: Competencies are defined as a knowledge.
behaviour-related set of motivators, Example: „Assertiveness, dominance,
characteristics and problem solving emotional self-control or resilience” etc.
Definition: Skills describe acquired strategies.
Knowledge Personality is considered as
abilities to carry out complex activities Example: Observable Interpersonal determined and therefore difficult to
and put knowledge into actions. Competencies (employees without develop.
Example: Measurable functional skills disciplinary responsibility) and Leadership
Definition: Knowledge describes the
to be successful in a job. Essentials (Managers with disciplinary
specialized knowhow in a field of
responsibility)
expertise.
Skills are relatively easy to improve
and develop. Competencies are more difficult to
Example: Facts and information for a
develop.
better understanding of a subject.
Knowledge is easy to develop.

Easy to develop Difficult to develop

Focus on development should be on this areas 2

Development Planning
Talent Management Philosophy on Development

The 70:20:10 Development Framework is the perfect combination of on-the-job
experience (70%), information sharing among colleagues and networks (20%), and
internal and external trainings off-the-job (10%). This enables an Individual
Development Plan to be created and ensures individual knowledge and the
continuous development of employees.
Development at workplace
Development through practice
• Employees learn through repetition of tasks.
• Thus, they get more and more proficient in fulfilling their job.
Development through new tasks
• Employees learn handling new and challenging experiences at work.
• Employee gets more tasks from his manager or changes his job temporary or
completely.
Input from others
Employees learn through interactions and dialogs with others.
That could be coaching by the manager, mentoring or other conversational forms.
Development through reflection
• Employees need to reflect to successfully learn from their experience.
• They can either reflect on their own, with their team members or together with
their Manager (person with trust).
• Afterwards, employees can decide, what they will do differently next time.
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Development Planning

Development Planning focuses on the abilities of the employees

Differences in the individual performance of employees are due to the fact, that all employees differ in the ability, motivation and
permission to perform a certain task. The Development Planning focuses on developing the abilities of the employees.

Individual Performance

Ability Motivation Permission

Is the employee able to perform a Does the employee want to Is the employee permitted to
certain task? perform a certain task? perform a certain task?

Ability depends on: Motivation depends on: Permission depends on:

Functional skills - Commitment on results - Rules & norms of the
Experience - Motives organization
Knowledge, skills, competencies - Decision-making scope of the
& personality employee

Development Planning

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Development Planning

Focus on strengths and growth areas

The development depends on the role/position of the employee, expectations to this role, personality, knowledge, competencies, skills and education. In order to become aware
of one´s own strengths, the development of employees should focus on the strengths area. The identification of strengths and growth areas should result from the employee
development dialog.

Strengths Growth areas

1. Utilize the things you are good at, especially in your daily 1. Check to what extent your growth areas negatively affect
work and improve them further. your work day.

2. Make your strength a real distinguishing feature. 2. Edit your growth areas so that they do not become a real
problem, especially with regard to your demands.
3. Set up your further career planning in such a way that you
can use your strengths optimally. 3. Be realistic about your goals.

In order to progress your career step strengthen your strength and work on your growth area by on-the-job experience, learning from others and off-the-job training. It is
important to set development goals and timeframes prior to determining the development measure.

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Development Planning

Defining development goals

• Align the development goals with the strengths and growths areas of the employee.
• There is a differentiation between activities, which are things you do, and goals, which are the reason you´re doing the activities.
In this regard you should always establish the goals prior to determining the activities.
• Make sure that your goal setting follows the SMART-strategy in order to transform broad goals into concrete goals:

Broad Goal (e. g. „Improving leadership skills“)


What exactly would you like to achieve?
Specific The objective must be specific with a single key result.
What are certain situations or aspects of the skill in which you would like to improve?

How do you know you were successful?

Which indicators show that you have improved the respective skill successfully?
Measurable The objective should be measurable to ensure its accomplishment.
Which parameters prove that you were successful?
Are there key figures etc. available to check your progress?

The set objectives need to be reachable but also stretch the individual. How can you achieve this goal?
Achievable
What strategy or skills do you need to achieve this goal?
Why is it important that you develop this skill?
The set objective/target is influenceable, changeable and important to the
Results-oriented Are those skills relevant for your broader goals?
organization.
Do they support the organizational goals?
By when do you want to have reached the goal?
Time-bounded There should be a deadline for the set objective.
What would be a realistic due date for your goal?


SMART Goal (e. g. „Improve the ability to delegate work in a way, that considers the individual strengths of my subordinates“)

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Development Planning

Development planning process

Responsibility: = Manager = Employee

1 2
Talent evaluation
in the EDD
on basis of talent portfolio rating,
performance/behavior rating, career
aspiration, mobility and agreements
3 4
Identification of Focus on strengths Individual
strength and growths areas or growths areas Development Plan
on basis of EDD performance feedback on basis of the information from the on basis of the development goals
preparation phase (Update Individual Development Plan)

5 6 1
Execution of Reflection of Talent evaluation
development measures development measures in the EDD
according to development goals and evaluation of the development on basis of talent portfolio rating,
the Individual Development Plan measures determination of further performance/behavior rating, career
development activities aspiration, mobility and agreements

HRBP supports the entire process

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Development Planning

Development Planning process

1 2
Talent Evaluation in the EDD
• Talent Portfolio Rating: Performer
with high potential (Box 1)
• Career Aspiration: Interested in leadership role
• Mobility: preference for China
3
Identification of strength and growth areas Focus on strengths or growths areas
strengths • Analytic skills
• Knowledge in risk management • Improve risk-appraisal skills for broader analysis
• Numeric affinity
• Learn to take over leadership responsibility
growth areas • Leadership experiences
• IT-based risk-modeling in
R (statistics program)

4 5
Individual Development Plan
• Take over deputy role or project lead
• Participate in mentoring relationship
• Participation in training
“preparing-to-lead” at Schaeffler Academy
(within next 6 months)
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Execution of the development measures
• Represent the manager during vacation
• Search for a mentor and start relationship
• Learning transfer to everyday working life
• Follow up on development measures
• Regularly review and adjust them if required
Reflection of development measures
• Review the learnings on deputy role and training
• If development measures were effective,
job change to leading position within the
risk-management department
(support from HR Business Partner)

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Development Planning

Deciding on an appropriate development measure

Different development needs require different development measures. The following questions might help you to decide on an appropriate development measure.

On-the-job experience 70 Learning from others 20 Off-the-job training 10

• How motivated is your employee to acquire
relevant skills or competencies on the job?
• Which additional tasks, skills or competencies
might your employee take?
• How is the employee`s network developed? • Is external Know-how required?
• How does the employee deal with feedback? • Which new theories or methods have to be
acquired

Development Toolbox
Possible Development measures at Schaeffler
restricted
access to development measures

International Assignment
Job Rotation Upward Feedback Leadership & Development
360° Feedback Programs
(Schaeffler Academy)
Take over deputy role
Project Lead
Project Work
Job Enrichment External Networking Face-to-Face Trainings &
open

E-learnings
Job Enlargement Coaching
(Schaeffler Academy)
Job Change Mentoring
Take over buddy role Shadowing

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Development Planning

On-the-job Development Options 70

Measure Description Target

Employee from one legal entity and country temporarily performs tasks in another country Get to know a different culture; improve
International Assignment
(same or different region) for development purposes. intercultural competencies

Temporarily being in charge of a position, which is usually on a higher level, in times of Practice managing more (complex)
Take over deputy role
absence of the actual position holder responsibility

Responsibility for the planning, implementation, monitoring and completion of a project and Practice managing complex responsibi
Project Lead
for achieving the project targets -lity/various stakeholders

Gain new insights into different areas

Project Work Performing specific tasks within a project and thus contributing towards the project results
and tasks; extend networks

Assigning new tasks on a higher requirement level with more responsibility and a larger
Job Enrichment Practice managing more (complex) tasks
decision-making scope

Job Enlargement Assigning further tasks on the same requirement level Foster development in current position

Develop further skill sets; practice adaption to

Job Change Completely switching to a new position with different tasks
new situations/tasks

Support of a new colleague to help him get familiar with the organization by a colleague out Increase communication and team
Take over buddy role
of the team play skills

= potentially vertical development

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Development Planning

On-the-job Development Options 70

Measure Example

An employee of the Finance department in Germany works temporarily in the finance department in the USA for 12 months and then returns to
International Assignment
his/her home country.

Take over deputy role While the line manager is on vacation, his/her direct report temporarily takes over his/her tasks, until his/her return.

Next to his/her line duties, the employee has the temporary responsibility of the coordination and implementation and success of a cost
Project Lead
reduction project as the project lead.

Next to his/her line duties, the employee is responsible for a range of tasks within the communication and training workstream of a software
Project Work
implementation project.

An employee who works as a Specialist in Supply Chain Management gets assigned to a new product with more parts and thereby a more
Job Enrichment
complex supply chain.

An HR Business Partner who is responsible for the HR support of the Finance department in Langen, is now additionally responsible for the HR
Job Enlargement
support of the Legal department in Langen.

Job Change An employee who used to work as a Specialist Export Control in the legal department takes on a new job as a Specialist Data Security.

An employee in the purchasing department helps the new colleague in their team get familiar with the organization by showing him/her around
Take over buddy role
and answering his/her questions.

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Development Options

Learning from others Development Options 20

Measure Description Target

Session where the manager receives feedback about the perceived leadership behavior from Increase awareness of and improve own
Upward Feedback the direct reports facilitated by HR leadership behavior

Anonymous feedback tool, which provides a behavioral assessment from different Increase awareness of and improve own
360° Feedback
perspectives (leadership) behavior

Developing and maintaining informal relationships outside of the immediate work

External Networking Gain new ideas and perspectives
environment to share experiences and discuss problems.

External support by a coach for an employee to achieve a specific personal or professional Work on specific development need to
Coaching
goal increase performance

Internal relationship between two employees of a different hierarchy level to enhance Enhance network and foster
Mentoring
networks and visibility and to foster development development

Observation of the daily work of a colleague from a different business area for a defined Gain new insights into different
Shadowing
time to gain insights tasks/areas

= potentially vertical development = exclusively for managers Underlined = link

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Development Options

Learning from others Development Options 20

Measure Example

A Manager GKAM in the Automotive division receives feedback about his/her leadership behavior from his/her direct reports in an HR-
Upward Feedback
facilitated feedback session.

An employee is asking for a comprehensive feedback from different stakeholders (his/her manager, direct reports, peers, interfaces) about
360° Feedback
his/her behavior to reflect on his/her skills and develop them further.

A Specialist Financial Reporting attends the finance symposium in Berlin in order to exchange about current trends and issues with other
External Networking
finance specialists.

Coaching The employee gets the support of an external coach to improve his/her time management skills.

A more experienced employee from the communication department supports a less experienced employee from the purchasing department to
Mentoring enhance his/her network and become more assertive by sharing his/her experience and knowledge and giving feedback to the employee.

An employee from the quality department follows an employee from the controlling department and gets to know his/her work routines and
Shadowing
tasks for one day.

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Development Options

Off-the-job training Development Options 10

Measure Description Target

Usually programs consist of several modules, combining face-to-face trainings with individual Increase awareness of and improve own
Leadership & Development
and/or peer-learning as well as transfer phases. (leadership) behavior, broaden business
Programs
Programs might require a nomination. network

Traditional way of teaching/learning with physical presence of learners and trainer.

Typically classroom trainings consist of two major components:
Broaden knowledge and competencies to
Face-to-face trainings 1 - theory, usually explained by the trainer using some sort of presentation
apply in daily business
2 - practice (exchange of experience, role play, case work…), usually designed to engage the
participants to apply the theory on a given problem/task
E-Learning is the generic term for all learning processes that use electronic or digital media
(computers, mobile phones, tablets, etc.). Learners have flexible access to content and
materials. With e-learning, learners can teach themselves the content at learning Increase knowledge and/or awareness of
E-Learnings
platforms. This often saves costs, long journeys and time. Learners can decide for their own topic
when and how often they want to have access to the learning content. Typical formats are
web-based trainings (WBT) or virtual classroom trainings (VC).

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Development Options

Off-the-job training Development Options 10

Measure Example
Leadership & Development
E.g. „International Management Program“
Programs
Face-to-face trainings E.g. „Three Dimension of Sales Negotiation”, please find all available trainings in the Schaeffler Academy Catalog

E-Learnings E.g. “Compliance Basics”, please find all available e-learnings in the Schaeffler Academy Catalog “Global Online Trainings”

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