The background
Beiersdorf has over 120 years’ experience producing internationally branded consumer products. Their current portfolio includes NIVEA, 8x4, atrix, Eucerin, Labello, la prairie, JUVENA, FUTURO, Florena, tesa, Hansaplast and Elastoplast. Beiersdorf employs 18,000 people and the qualifications, dedication and performance of its staff are key factors of the company’s success.
In order to maintain their leading position and to meet the demand of a globalising market, Beiersdorf recognised the need to cultivate an international mindset amongst its managers. Proud of its innovative, flexible approach to HR management, it enlisted the help of SHL to identify and develop managers who had a flair for international business.
HR Managers as ambassadors
SHL worked with Beiersdorf to identify the competencies and behaviours required of international business managers within the group. Project leaders from SHL and the client set up assessment centres, which would be used to evaluate individuals against the success criteria required for an international career. European HR managers were invited to participate in the assessments themselves, in order to experience what it would be like for individuals they sent there. The HR manager assessments were conducted in strict confidence by SHL assessors and the reports were sent directly and exclusively to the HR manager concerned. This investment won over the HR managers, who became ambassadors for the process.
The competency review centres
The concept of the assessment centres is simple: to build a pool of excellent and motivated people for international careers. Individuals who display potential for international business are identified and suggested by local managers, then assessed and selected against success competencies and criteria. The successful applicants are short-listed for international secondments and positions. The target group are professionals who have been rated by their manager as being able to take an international career; the result is a cross fertilisation from one country into another.
The project is driven centrally by Gönül Sahin from Head Office Human Resources but depends and integrates local HR. Managers with a certified history of ‘exceptionally good results’ apply via the local HR. Head office HR confirms this in a telephone interview and invites the candidate to ‘officially’ apply with a CV and all supporting documents. The final stage is an assessment centre conducted in English. This illustrates a change in strategy away from local languages and towards an international mindset.
Competency review as a retention instrument
The competency reviews identify and motivate those interested in making their career more international and so, support the increasing globalisation of the company. Those who are not selected for the international positions, receive a full debrief and gain valuable insights into their strengths and weaknesses. Development areas become apparent and form the basis of individual development plans. In order to add more value through the ‘competency review’ centres, Beiersdorf plans to incorporate peer-coaching exercises to encourage candidates to work together on personal and professional topics in groups.