Donnons du style à la vie – Talent Management
at Manor AG

Client Issue

Manor AG, a subsidiary of the Maus Frères Group with headquarters in Basle, is Switzerland’s leading department store group. Over 11.000 employees practise around 100 different professions in 75 department stores. In order to ensure market leadership in a lucrative but highly competitive market environment, existing customer groups need to be secured and new ones continually opened up. The prerequisite for this are employees with the right professional qualifications and special skills. To guarantee that these skills are available on a sustainable basis - particularly with regard to the company’s key functions - management asked the Human Resources department to work out a concept for a standardized system of Talent Management.

Method of Procedure

A first, major step in the project was to compare corporate and HR strategies so that the focal points of a future Talent Management strategy could be precisely defined. For this, apart from supply functions, the quantity of future needs was also established with regard to strategically relevant key functions. On the basis of the desired, moderate growth, internal talent identification, promotion and development became the focus of the new approach.
On this basis, all relevant future core processes - including talent nomination and talent review, successor planning and career planning - were restructured and the corresponding necessary action defined.
At the end of the project, senior management was able to reveal the concept and method of procedure, and the project was firmly anchored in a newly-created Talent Management function.

Services of Promerit AG

Promerit AG supported the project with the following services:

• definition of Talent Management strategy based on corporate strategy

• creation of a standardized basic understanding

• demarcation from the existing HR instruments

• establishment of strategic competence needs

• validation of key functions and relevant target groups

• analysis and definition of typical development paths

• establishment of underlying quantity frameworks

• design of conceptual framework and processes

• analysis of existing processes and instruments

• comparison with Best Practices

• description of the new processes, and in particular their core elements

• integration of all processes in an overall approach

• integration into the organization by devising a new Talent Management function

• creation of a roadmap for the introduction of the new Talent Management concepts

• creation of a decision template for senior management.

Client Benefits

High-achievers in key functions largely determine a company’s growth and market performance. Today, Manor AG has an overview of its key functions, their incumbents and potential successors. The new Talent Management instruments permit Manor to identify necessary action for strategic target groups early on and to introduce targeted development strategies. As such, the Talent Management function has achieved company-wide acceptance from the start and at the same time has helped to bind existing high-achievers and potential future executives to the company.