Recruitment and personnel development
Bayer aims to appeal to the best and most talented people worldwide and to retain employees for long periods by providing good development opportunities, a modern working environment and competitive compensation. In 2011 we again succeeded in attracting a total of more than 5,300 new academically qualified specialists and managers worldwide. More than 40 percent of them were female. We recruited nearly 1,900 university graduates in China alone, some 750 in India, roughly 400 in Germany and more than 250 in the United States.
In 2011 nearly 12,000 new people were hired across all occupations. Women also accounted for more than 40 percent of total new hires. In addition, more than 3,000 challenging internships were awarded to talented young students worldwide to give them pre-graduation insight into the variety of career opportunities at Bayer. Such young people often return to us as employees at a later date. The majority of these internships were completed by young women. Through this and the fact that more than 40 percent of new graduates recruited to the Group are female, we are confident that we will be able to achieve a significant increase in the proportion of female managers in the medium term.
This success in recruiting is partly due to our intensive marketing activities to draw the attention of students, university graduates and young professionals to the interesting entry-level opportunities [ 129 ]
and career prospects at Bayer. An important recruitment tool, alongside the well-known social networks on the internet, is a presence at recruitment fairs and university events. In Italy, India, Singapore and the Philippines we have extended the strong links we already had to universities and supplemented them with further recruiting alliances. In India and Hong Kong, Bayer MaterialScience has established a scholarship and a trainee program for talented university students.
Internationally high standards of vocational and ongoing training
Apart from the hiring of university graduates, the company’s own vocational training programs for young people are among the most important steps taken to guard against a possible shortage of specialists due to demographic change. Once again in 2011 more than 900 young people began training courses in a total of some 50 occupations at our German sites. For the past seven years, Bayer has offered vocational training in excess of its own requirements through the Rhineland Vocational Training Initiative, which accepted 150 school graduates as trainees in 2011. We also train specialists to meet our requirements in other countries. One example is Finland, where 12 production workers have qualified as machine operators on a new vocational training program. For many years now, we have regularly offered a program of theoretical and practical training in different careers for young people in a number of countries in Latin America. In 2011 we had around 100 trainees in Mexico, Colombia, Brazil, Peru and Ecuador, around 12 percent more than in the previous year. They received vocational training to German standards, based on the German curriculum.
We are convinced that the quality and productivity of our employees worldwide are extremely important for Bayer‘s future competitiveness. In 2011 we therefore developed a new broadly based talent management strategy. Its new elements are now gradually being rolled out in the company. The goal is to support employees in the optimal development of their strengths at Bayer so they can contribute to the Group‘s business performance.
Ongoing training of employees has always been another important aspect of human resources policy. In 2011 we maintained our offering of advanced training courses for employees at a high level worldwide, supplementing it with numerous new programs. For example, we again provided nearly 50,000 training sessions throughout the Group in the areas of occupational safety and health protection via our successful “Pegasus” online training program. Overall, we invested more than €123 million in vocational and ongoing training of employees in 2011. In absolute terms, our expenditure on vocational training was slightly down on the previous year. The actual proportion of personnel expenses spent on ongoing training dropped more steeply to 1.4 percent, however, due to a sharp rise in other personnel expenses.
Apart from the acquisition, expansion and retention of specialist knowledge, a further focus of our training programs [ 130 ]
is on improving leadership skills. In 2011 we introduced our standardized Group-wide management seminar “Bayer Leadership Excellence,” already offered in Europe and the United States, in Brazil and countries in the Asia/Pacific region. This extension of our program is supported by last year’s launch of the global Bayer Training Community, an exchange forum for the staff who provide training for Bayer’s managers. In this way, we ensure identical content and quality standards for management training worldwide.
Many programs and initiatives throughout the Group are dedicated to the professional and personal development of employees. In Australia, for instance, we have introduced “One Bayer,” a uniform talent management process for sales and marketing staff there. Since last year, managers and talented employees in Poland have been able to use a new mentoring program to support their development. The “Helping Yourself Succeed” program in the United States comprises an online portal with tips and information on career development, which can be supplemented by workshops and individual coaching.
Last year the 360° feedback program was used by all managers in South Korea with personnel responsibility to help them improve their leadership style. In all, more than 1,800 employees worldwide took part in our established 360° feedback program last year. Another 4,200 used the structured Development Dialogue with their supervisor to drive forward their professional development.
Exchange programs are another talent management tool that offer gifted employees the opportunity to gain experience outside their normal working environment by working on international projects. For example, in 2011 three young marketing managers from Portugal were able to play a part in the global marketing strategy for major medicines at Bayer Pharma’s headquarters in Berlin.
Bayer is a top employer
Prestigious honor for Bayer: the company is one of the world’s top employers in the category “Top Large Companies” according to an internet survey on the “Science Careers” career portal run by the international specialist journal “Science.” Responses to the survey on this portal highlighted high-end research, social responsibility and the loyalty of Bayer employees. The global internet survey of more than 3,700 people was designed to find the 20 companies with the best reputations in the pharmaceutical and biotechnology sectors. More than 3,700 people were surveyed on the internet. Participants were asked which qualities they judged important in a leading employer in these sectors.