Systematic assessment and feedback to performance and potential

We expect excellent performance from our employees which is in line with our vision and values. Regular and open feedback to performance and potential serves as a foundation for identifying development chances for our employees. As a result, concrete development measures can be defined to suit the individual needs of the employee. It also makes it possible for all managers to obtain a more precise idea of their own contributions to our corporate success.

Management employees

We assess our managerial employees in annual "talent reviews" – called Development Round Tables. The globally uniform assessment system differentiates between the performance of managers during the past year, as well as their future potential. Supervisors jointly discuss the performance and potential of all the staff members in a particular business area. Our managers are given an opportunity to submit a self-assessment, including examples and comments, to their supervisors beforehand. The reviews are based on uniform principles and clearly defined management competencies. They assess for example managerial skills such as personal commitment, problem-solving abilities, and the ability to work in a team. Furthermore, connections are made between the leadership skills and the professional expertise of the employee.

All managers receive comprehensive feedback from their supervisors on their performance, their potential, and areas where further development is needed. They jointly determine next steps in the form of a personalized development plan and initiate targeted support measures.

The results are communicated to the employees in one-on-one feedback meetings – called Development Dialogue. Supervisor and employee jointly determine next steps in the form of a personalized development plan and initiate targeted support measures. These dialogues do not only simplify the personal and professional development but also enable targeted, long-term career planning.

To support our supervisors in the area of talent management, we have developed extensive e-Learning tools consisting of several modules to ensure standardization of our processes and transparency in their execution. In 2011, we also revised the concept and methods used in our international development and assessment center for managers in order to better reflect the broadening requirements that our managerial staff must meet.

In 2011, about 1,400 managers around the world were promoted internally by Henkel. On average, that makes around five employees per day who were promoted in 2011. This demonstrates the dynamism of our company and the need for qualified young professionals.

Non-managerial employees

For the assessment of our non-managerial employees we operate with locally customized evaluation and development systems. The superiors assess their employees in confidential feedback conversations on the basis of their prior achievements. This enables employees to recognize what is expected of them, what their strengths and weaknesses are, and where they can improve. Subsequent to these feedback sessions, specific targets and measures are agreed. These can include on-the-job trainings, seminars or job enlargement as well as preparation for future tasks and supervisor functions. The individual measures are put down in writing and are reviewed and monitored in suitable time intervals.

Moreover the informal feedback plays an important part in professional life. This is the only way to ensure that our employees show their best performance on a daily basis giving them the opportunity to thrive.

Last updated: March 8, 2012