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Key areas of personnel work<br />
H.R. development<br />
Human resources development is of gaining<br />
importance to <strong>METRO</strong> <strong>AG</strong> and its divisions.<br />
The aim is to enable staff to take on high- and<br />
top-level managerial positions, to provide the<br />
human resources to open up and further develop<br />
stores at home and abroad, to ensure a<br />
systematic, goal-oriented and integrated H.R.<br />
development policy in the divisions and a ready<br />
supply of young skilled specialists (school<br />
leavers and university graduates). Interdivisional<br />
career paths are to be made available both at<br />
home and abroad and the transfer of know-how<br />
between the divisions is to be assisted through<br />
formation of a network.<br />
As part of this strategy, <strong>METRO</strong> <strong>AG</strong> has developed<br />
a whole series of interdivisional promotional<br />
schemes, such as the Metro Academy’s<br />
TOP program, which is designed to demand<br />
and promote initiative and creativity among<br />
top-flight executives. The Metro management<br />
sponsoring group is a one-year interdivisional<br />
program designed for middle management in<br />
which hands-on projects in particular are tackled.<br />
At the end of the year, the results of these<br />
innovative projects will be submitted to the executive<br />
and management boards of the divisions<br />
and then largely implemented.<br />
Almost 100 young administrators from staff<br />
departments of various divisions at the Cologne<br />
head office took part in 10 junior employee<br />
schemes within which they planned and implemented<br />
their own skills-upgrading courses.<br />
Alongside continuing education objectives, this<br />
project is designed to teach networking skills,<br />
enable the participants to brush up knowledge<br />
about their own company and deal with topics<br />
outside the scope of their specific departments.<br />
A large number of courses are also conducted<br />
in the divisions as part of career and advancement<br />
programs and subject-specific training<br />
projects they offer. This also applies to personnel<br />
development abroad. For example, many<br />
of Metro’s junior managers from various European<br />
countries have studied issues relating to<br />
assignments abroad and political and economic<br />
conditions in the European region at the European<br />
Academy in Otzenhausen. Seminars were<br />
also held for German and Polish executives as<br />
preparation for future tasks in Poland.<br />
Vocational training<br />
<strong>METRO</strong> <strong>AG</strong><br />
Additional information<br />
The promotion of vocational training enjoys<br />
high priority within the <strong>METRO</strong> <strong>AG</strong> <strong>Group</strong>. It<br />
offers a wide range of prospects and allows<br />
graduates from all types of schools to enter<br />
the working world. Owing to the strained situation<br />
in the German apprenticeship market,<br />
the <strong>Group</strong> increased its number of apprenticeships,<br />
providing a total of 3,031 in 1996, a rise<br />
of 5.0 percent compared with 1995. Despite<br />
the tight situation mentioned, not all vacancies<br />
were filled. The <strong>METRO</strong> <strong>AG</strong> <strong>Group</strong> will again<br />
substantially increase the number of apprenticeships<br />
in the current year and take suitable<br />
measures to ensure that training places in<br />
hitherto less appealing vocational occupations<br />
are filled. The <strong>Group</strong> employed a total of 7,721<br />
apprentices in 1996, representing – in relation<br />
to full-timers – a proportion of 5.8 percent.<br />
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