German Federal Employment Agency

Talent Management

Initial Situation:

Just as in the private sector, strategic human resource topics are also rapidly growing in importance in the public sector. The Federal Employment Agency has a diverse staff of 70 nationalities, a 9.8 % share of severely handicapped employees and around a 50 % share of female employees in supervisory positions, making a strategic approach to HR vital in order to identify talents and requirements, as well as to drive equal opportunities in a consistent manner.

HR Development at the Federal Employment Agency is based on a broad spectrum of differentiated tools and processes. At the start of the initiative, however, a systematic integration with the Federal Employment Agency’s core operative business was missing; for this reason, the practical added value of HR Development was only partially recognised by managers.

Consolidation of the transfer to the ongoing operative business was therefore required, and a qualitatively high-value dialogue regarding talents and development was to be promoted in order to ensure the maximum impact of HR development for the entire organisation.

Bundesagentur für Arbeit Factsheet


Four core objectives were established for the project:

  • Improve the organisation’s future viability as an employer through talent management
  • Support business planning through effective succession planning
  • Optimise HR development regarding the effective use of tools
  • Integrate the specific requirements of the Federal Employment Agency, ensuring the high diversity of employee groups is taken into account

Approach and Services of Promerit AG:

From the very beginning of the further development of the HR development system and the building of a talent management system, the transfer of conceptual innovations to everyday business was constantly in focus. The conceptual integration of empowerment ensured this. Promerit delivered the project with an expert team drawn from the Talent Management and Change Management Service Lines, thus enabling the combination of conceptual know-how with effective implementation support. The project established three benchmark success factors:

  • Transparency regarding requirements and successors, as well as a shared understanding of performance and potential
  • Clarity through target-group tailored communication and action-orientated working resources
  • Sustainable change through the broad-based empowerment of over 400 experts, as well as the content integration of talent management and operative business planning.

Selected project results and client benefits:

Over 400 people on different hierarchical levels were empowered during the project, from Managing Directors of Internal Service, through HR Managers to HR Advisors.

An effective HR Development system supports the more precise identification and development of existing potential, in order to meet staffing requirements effectively, both today and in the future. Talents and employees will assume more responsibility for their own development in the future. In this way, Talent Management at Germany’s largest employment-services provider will become even more effective.

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