Promerit supported PUMA during all project phases, beginning with the strategy definition and ending with implementation:
Phase “Strategy”: The restructuring of HR started with the definition of the HR strategy, which was derived from the business strategy. In a next step the main HR instruments and their requirements were defined, the HR organization was revised and a worldwide consistent framework was developed which defined central and local responsibilities.
Phase “Planning”: Definition of a Competency Model:
During the next phase existing positions were combined to job families and requirements connected to each job family were defined systematically. These were used later on to compare them to the existing competencies of each position incumbent, who were evaluated during special assessments.
As a basis, an overall competency model for PUMA was developed. The necessary framework of competencies and operationalisations was derived from PUMA’s specific strategic requirements. The identification of potential as well as development measures aimed at enhancing employees’ strengths and closing qualification gaps is done based on this framework
Furthermore, the company’s key positions were identified. Independent of hierarchy level and function all positions relevant for the company’s success were analysed. Together with potential, this information is necessary for succession management.
Process and System – To ensure a standardized global transition into a controlled Talent Management operation, all relevant processes were transferred into a yearly management cycle and represented electronically.
Instead of implementing isolated talent management modules, a talent management system, which could also be used in an international surrounding, was defined.
This system can be enhanced by adding single modules, which combine the main talent management instruments in an adaptive way:
- Objective setting and performance appraisal
- Competency management and – assessment
- Talent identification
- Development planning and retention risk
- Identification of key positions
- Succession management and
- Electronic CV
All processes were defined conceptually during the project and realized as “people@puma” using Stepstone ETWeb. In a first step a German pilot was carried out involving international units.
The following international roll-out was done step-by-step beginning with the US, UK and eventually Hong Kong.