Talents – Developing your full potential

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.

Four careers to success

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.

  1. The Individual Contributor career is the standard career track at Infineon. It is ideal for employees who contribute to the success of Infineon with their expertise in a specific business area, such as Purchasing or Sales.
  2. The Management career is aimed at managers at Infineon. The focus is on the management and leadership of employees, teams and organizations.
  3. The Project Management career is designed for employees whose jobs require project management and project team leadership.
  4. The Technical Ladder career is aimed at employees who make their contribution through special technical know-how.

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.

Jochen Hanebeck Member of the Management Board
Career Quest was launched by Infineon India as a forum to enable interaction between senior employees having well-established careers with juniors who are in the process of building their respective careers. The idea was to provide an open platform which brings young, ambitious engineers and successful professionals together for open discussions and chats. Conducted in the format of a one hour talk show every quarter, each ‘episode’ features a guest speaker and a host. In its sixth year, the Career Quest continues to receive enthusiastic feedback from both junior and senior participants.

How we shape learning

Im Juli 2018 hat Infineon sein erstes Bar Camp in München gestartet: 90 Teilnehmerinnen und Teilnehmer hielten 40 Sessions an einem Tag! Der Schwerpunkt lag dabei auf Wissensaustausch, informellen Diskussionen und Vernetzung. Mit diesem Social-Learning-Format wollen wir es unseren Mitarbeiterinnen und Mitarbeitern ermöglichen, sich mit der Transformation in die digitale Welt auseinanderzusetzen und diesen Wandel sinnvoll und zielgerichtet zu gestalten. Im Jahr 2019 werden die nächsten Schritte für eine globale Einführung der Bar Camps bei Infineon festgelegt. Denn die Resonanz war überwältigend: „Spannend“, „Intensiv“, „Inspirierend“ und „Bitte wieder“ – so lauteten die Kommentare der äußerst zufriedenen Teilnehmerinnen und Teilnehmer.

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.

And how have our learning opportunities evolved over time?

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 future, we will manage our personal development in a different way: with networked learning experiences. These are primarily promoted through social learning. What does that mean? The world is becoming increasingly digital and this influences the way in which our employees work, learn and interact. Through social learning, we can collate knowledge, maintain our know-how and create an innovative, customer-oriented mindset. There are many forms of social learning. Each format addresses different requirements such as social co-operation, collaborative design, virtual networking, relationship building or crowd knowledge creation.

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.  

Tutoring, coaching and mentoring

Elfriede Wellenzohn from Villach in Austria is Head of Quality Management for PMM DCDC and an enthusiastic mentor: „It is fulfilling for me to see how mentees work on themselves, try out new approaches and leave their own comfort zone.”

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.

Valentin Spinka from Vienna is mentee and currently employed in Transfer and Conversion Management. He finds best-practice sharing, support in tricky situations and identification of personal talents are most important in the mentoring project. He says: “I derive the greatest joy from seeing that solutions developed jointly by mentor and mentee bear fruit, and from the sense of having learned something from the mentor.”

Cross-mentoring and reverse mentoring

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.