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As technology moves forward, it is of central
importance that the expert know-how in all
areas of our company be kept up-to-date.
This process is supported by demand-oriented
human resources development. The
enhancement of our systems and methods
of knowledge management takes on a high
priority against the backdrop of personnel
transitions in important positions in our
company. This applies not merely to certain
specialist functions, but to a wide range of
positions in which the MTU knowledge now
present must not be lost.
The development of alternative work schedules
oriented toward specific phases in the
life of an employee will reinforce MTU’s draw
as an employer, as work-schedule flexibility
is an important criterion applied by job candidates,
especially younger ones, when
choosing an employer. Innovative working
concepts also ensure the transfer of important
expertise from older employees to
younger ones and give employees new
options for the transition from working life
into retirement.
Structural Changes
Intensive preparatory work on the part of the
human resources department is necessary
if MTU is to realize its new acquisition opportunities.
The establishment of our new
location in Poland has demonstrated the success
with which corporate expansion can be
executed, if it is well-planed in terms of human
resources policy. We hope to use this
success as an example in the future.
Further, we must develop concepts for reacting
quickly to shifts in human resources
needs. Since over 90 percent of our staff is
employed at our locations in Germany, high
priority is assigned to the development of
human resources concepts for these locations.
The approaches tried and proven at
these locations can be adapted and implemented
at MTU’s international subsidiaries
in the future.
Competitive Employee Benefits
Employee benefits are regularly evaluated on
the basis of indicators, benchmarks, employee
surveys and feedback from management
to ensure that they be market-driven, transparent
and a boon to productivity. This process
serves to safeguard the continued
improvement of MTU’s competitiveness. In
order to guarantee a good cost-benefit ratio
and corresponding professionalism, our
future work will focus on human resources
services, especially the core capacities of
that field. The three pillar concept for the
services offered by the human resources
department must be further developed and
communicated: not only the Human Resources
Service, which is available to all
employees via telephone and Internet during
fixed service hours, but also the service profiles
of our human resources consultants
and those of our human resources experts,
must be refined and promoted. In the long
term, the offerings of the Human Resources
Service will be expanded through the addition
of online employee self-service options.
This will permit standard documents and
information to be accessed online.
A glance back at the 75 years of MTU company
history prefacing the solid, competitive
position we enjoy in today’s market presents
the human resources department with opportunities
for self-assessment, as well as
new challenges. As the human resources
department bridges the gap between dayto-day
active problem solving and forwardlooking
human resources management, it
provides MTU with the foundation for continued
successful corporate development.
This balance is an essential precondition for
the personal and professional engagement
of every MTU employee.
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