An international automotive supplier in the premium segment was planning an international trainee program that was to be rolled out in more than 20 countries and regions worldwide. The aim of the program was to secure the next generation of specialists and managers across all functional areas (purchasing, sales, logistics, development, production and HR). The current interim manager managed the project as an employed senior specialist for strategic HR and organizational development.
Concept created with special consideration of intercultural challenges
The interim manager initially developed a rough concept, which was essentially based on familiar patterns for trainee programmes. Following discussions with managers and potential candidates, she developed this further. The next step focused in particular on intercultural challenges. Accordingly, she adapted the concept to special wishes and requirements as well as necessities at regional and country level in order to also meet international requirements.
Finding mentors for the new trainees after initial resistance
After reaching agreement with employees and company management, the interim manager set about finding sponsors for the trainee program. This proved to be the first major challenge. Eventually, however, she managed to find enough mentors to support the trainees, who would also provide a position for the trainees at the end of the 18-month program.
Identifying suitable candidates and supporting them through 3-month assignments
In the next step, the interim manager identified the most suitable candidates. She used structured interview guidelines and standardized AC procedures for better comparability. A detailed project plan made it possible to channel the maximum number of applicants through the recruitment process and select the program participants in the shortest possible time.
A short time later, the participants were able to begin 3-month assignments in Germany and abroad. Together, the HR and specialist department colleagues made this first run a complete success. The accompanying measures for interdisciplinary networking and personal development of the trainees also contributed to this. All participants were offered attractive permanent positions at the end of the program. More than half of these people are still working for the company after 10 years, most of them in middle and upper management.
Trainee program also introduced at foreign locations
After the first successful program within Germany, the current interim manager also accompanied the adaptation to the foreign locations. Findings from the pilot were incorporated and local requirements adapted. As part of train-the-trainer measures, she familiarized the local HR colleagues with the program, tasks and responsibilities.
