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The current employment market is characterized by dynamism and structural changes. The further development of the performance and employability of our employees numbering approximately 160,000 is the top
human resources development priority at Continental. The biggest challenges to our human resources management are the recruitment of suitably qualified employees for the increasingly international Continental locations and raising the proportion of women in specialist and executive positions. Continental is making allowance for the far-reaching changes taking place worldwide, caused by a lower birthrate combined with increased life expectancy. The age structure of the working population will change, and will affect the competitiveness of companies. We at Continental are taking these long-term challenges very seriously. This is why we are systematically investing in staff development.
Human resources development (HRD) at Continental is made up of three main processes:
*Performance Management Process:
This process helps us to manage individual performance and to foster our high-performance culture. The annual employee dialogue forms the core of our performance management process.
*Human Asset Management Process:
In order to meet the challenges of a globally expanding company we provide a sound human asset management process. We have defined common standards for HRD conferences, the HRD portfolio as well as succession planning. This enables us to detect gaps in our personnel structure and anticipate any business requirements.
*Feedback Management Process:
This process comprises Continental’s “BASICS live” employee survey and Continental’s “BIG SIX Radar” 360° feedback survey, which take place every two years on an alternating basis.
We generally focus on the following goals:
*Realization of the annual employee dialogue for all members of staff, including feedback on cooperation and the discussion of personal/career development prospects and
human resources development priority at Continental. The biggest challenges to our human resources management are the recruitment of suitably qualified employees for the increasingly international Continental locations and raising the proportion of women in specialist and executive positions. Continental is making allowance for the far-reaching changes taking place worldwide, caused by a lower birthrate combined with increased life expectancy. The age structure of the working population will change, and will affect the competitiveness of companies. We at Continental are taking these long-term challenges very seriously. This is why we are systematically investing in staff development.
Human resources development (HRD) at Continental is made up of three main processes:
*Performance Management Process:
This process helps us to manage individual performance and to foster our high-performance culture. The annual employee dialogue forms the core of our performance management process.
*Human Asset Management Process:
In order to meet the challenges of a globally expanding company we provide a sound human asset management process. We have defined common standards for HRD conferences, the HRD portfolio as well as succession planning. This enables us to detect gaps in our personnel structure and anticipate any business requirements.
*Feedback Management Process:
This process comprises Continental’s “BASICS live” employee survey and Continental’s “BIG SIX Radar” 360° feedback survey, which take place every two years on an alternating basis.
We generally focus on the following goals:
*Realization of the annual employee dialogue for all members of staff, including feedback on cooperation and the discussion of personal/career development prospects and