Talent management is extremely important to us. We also attach special importance to recognizing the talents of our employees, developing these and putting them to use. Four different career tracks are available. We also invest in various support programs, training programs and networks to help us put employees on the right track.
As employees grow at Infineon, they have four career tracks to embark on their career journey: Individual Contributor career, Management career, Project Management career, and Technical Ladder career.
All four careers are equal, and switching between them is always possible. This allows employees to develop according to their individual preferences, skills and abilities and in alignment with the company’s strategic requirements.
We’ve had a recipe for success for a number of years: set up the organization clearly, divide responsibilities, put the right employees in the right jobs and then invest in them. For me it’s important that we understand leadership in the sense of coaching, so that we can recognize and foster the potential of every employee.
If you want to develop yourself professionally, you need learning opportunities to match it. After all, the company also benefits from employees who are continually expanding their knowledge and skills. Infineon therefore provides a wide range of programs and training.
At Infineon, we have set up our own academies for various business areas in order to bundle and organize the learning. Our 13 academies are dedicated to building professional skills such as in Procurement and Sales, Production and Quality Management. At present there are a total of twelve “functional academies.” These academies are managed by academy heads who coordinate qualification measures and actively promote a self-motivated learning culture.
Increasing digitization allows us to make learning more individual and person-oriented. Learning opportunities are becoming mobile, shorter and faster. It’s the right mix that achieves the best possible learning success.
A first step was to merge the available training in one channel: Before, two separate booking systems for class-room training and online courses existed in parallel. Since the beginning of 2018, employees can book both in a tool called Success Factors Learning.
And there’s more: With Blended Learning we refer to a mix of traditional and new learning formats. This especially supports learning from and with others. Mobile Learning and Learning-on-Demand are in preparation, and Social Learning has already been piloted at some Infineon sites, for example in Bar Camps (see below), Design-Thinking and Working-out-Loud groups. These concepts put collaborative learning in focus and open up completely new opportunities to exchange knowledge and experience. Working-out-Loud for example fosters learning through target-oriented networking and the build-up of digital capabilities.
In a nutshell: We want to offer our employees and executives a broad range of opportunities to meet their respective needs. This means everyone at Infineon can put together a learning and development plan tailored to their personal requirements.
Often it is not theoretical methods and skills that help us advance, but personal experiences instead. So it is very valuable to have a supporter by your side – be it an experienced advisor or a sparring partner. Tutoring, coaching and mentoring are different concepts with which we mutually support, exchange and share knowledge.
Experienced employees support younger or new employees with help and advice and guide them both professionally and with social skills. That’s always helpful – not just when you’ve changed positions.
When external certified trainers come to the rescue, this is called coaching. Both in problem situations and professional challenges, but also in everyday work, they provide support and help the employee with the right tools to expand key skills and competencies.
Mentoring is the bringing together of one experienced and one less experienced person as mentor and mentee. They both work together for a year towards an individual goal within a jointly defined program. It’s about professional issues and it also encourages personality development. In contrast to a coach, a mentor is usually not trained specifically for this role, but has the advantage of greater experience and knowledge. Infineon is committed to this type of support and learning.
How do colleagues from other companies do it? In the case of cross-mentoring, mentors and mentees from different companies meet to exchange ideas, thereby expanding their skills and perspectives. The focus is currently on supporting female executives in Munich who want to develop in their position or career. The feedback from the participants has been very positive, both on the mentor and the mentee side.
In reverse-mentoring by contrast, the mentee briefs the mentor in specific subject areas and thereby builds a bridge between the generations. This is currently taking place in Asia.