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DLH_Balance_2016_ENG - Talent management

Changes within society and the Company demand a rethinking and reimagining of many processes and instruments within the HR function. In this context, the topic of talent management plays a signi cant role. To enable the implementation of a compre- hensive talent management approach, the Lufthansa Group developed an inclusive talent management philosophy in 2014 (see page 83, Balance 2015). It comprises nine key messages and creates a uniform understanding of talent management across the entire Group under the guiding principle “Every employee has talent ” In this context, it is an important task of talent management to accompany and advance these changes by providing new and inno- vative concepts. For example, an important foundation was laid by introducing a trans- parent process for lling vacancies at the upper management level. Initial successes have already emerged: successful candi- dates are increasingly coming from other Group companies or unrelated job families. Thus, the process of lling vacancies makes an important contribution to promoting the exchange of employees within the Lufthansa Group. A signi cant element of HR strategy and thus also of talent management are the Leadership Principles, which were intro- duced in 2014 (see page 73, Balance 2015). These ve guiding principles anchor the understanding of leadership that is applied as a guideline for all employees. For example, this leadership guideline is focused through the aspect of “fostering talent” on the role of managers as rst developers of personnel and talent(s). With the introduction of the performance management system “Pro le”, it became possible for the rst time to link an employee’s target agreement and talent assessment in one standardized Group- wide approach. This process is now being rolled out step by step for all Lufthansa Group employees in administrative func- tions. At the same time, the introduction of a standardized IT system supporting perfor- mance and talent management offers the opportunity to identify and develop talents across all Lufthansa companies – entirely in the spirit of the talent management philoso- phy “share and bene t”. A further area of emphasis in the Lufthansa Group’s talent management is the introduc- tion of Strategic Personnel Planning (SPP), which was launched in 2014. It already provides important information for securing the medium- and long-term personnel resources needed for implementing the Group’s and business segments’ strate- gies. SPP’s task is to make the develop- ment of existing staff and future staff re- quirements transparent. Differentiated by job families, risk concerning capacities, age structures and quali cations can be identi ed and speci ed early on. This data serves as a basis on which to develop HR and talent management measures that support the strategic steering of personnel resources. In this way, SPP has a central bridge function between corporate and personnel strategy, and provides an impor- tant decision-making foundation for deriving concrete HR programs and measures. Every employee has talent! All employees are encouraged to enrich their working environment by using their different talents. The scope of Talent Management at Lufthansa includes all employees. Quali ed and committed employees are fundamental for the Company’s success and its ability to innovate. Talent management is an important eld of action within the Lufthansa Group’s HR function and a substantial part of its value-based entrepreneurial policy. Talent management Sustainability Report Balance // Issue 2016 // Lufthansa Group // 91

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