International Junior Management Program

for managers and experts.
Developing and retaining high potentials.
Metallverarbeitung Industrie
Aurubis groß

Aurubis – Metals for progress

Our customer, Aurubis AG, is a leading global supplier of non-ferrous metals and one of the world’s largest copper recyclers. The multi-metal company employs about 7,200 people at production sites in Europe and the USA. Aurubis processes complex metal concentrates, scrap metals and recycling materials into metals of the highest quality, from which it produces a broad portfolio of copper products, precious metals and other metals such as nickel, tin and zinc, as well as various by-products.
  • Industry: Nonferrous metals industry
  • Foundation: 1866
  • Employees: 7,200 in 20 countries

The goals

Development and implementation of an international personnel development program for high potentials within the company.

Since its foundation in 1866 and its IPO in 1998, Aurubis has developed into a globally operating group, in particular through national and international expansions since 2009. When selecting a provider for management development, it was therefore particularly important for the client to have an international focus and industry experience, as well as professional trainers, consultants and coaches with intercultural affinity and knowledge of the business scenario and the challenges of the industry.

Leadership and expert development for junior staff had to be timely and effective.

Aurubis found in us the suitable partner to develop and implement an international, two-year personnel development program for high potentials in the company.

With this program, the topic of promoting young talent was to be given greater attention within the organization and the workforce.

 

The measures

Based on the goals and requirements, we developed the EXPLORE! Program for Aurubis AG:

 

  • In the first 4 runs: per program cycle 6-8 training modules of 3 attendance days each on the topics of self-management, communication, project management, leadership, change – the specific considered questions on the topics were adapted each year.
  • Between the modules there were transfer tasks, which were completed in small groups and with the respective learning buddy. In addition, all participants were coached with regard to their personal (career) development during the program.
  • The 5th run was a blended concept, i.e. virtual joint live online sessions were combined with classroom training and workshops, including self-directed learning units, new project management standards, topics such as social media, virtual collaboration and conflict resolution.

The cooperation

Selection of high potentials in a multi-stage process:

  • Internal high potentials can apply to participate in the program. They submit a motivational letter and must pass a language test in English.
  • This is followed by a competency-based online self-assessment and a biographical, structured interview.
  • In the final development center, including a personal feedback session, the personal development plan is finalized.
  • The development of the participants over the course of the program is continuously monitored.
  • The program is accompanied by project work by the participants.

5 runs between 2010 and 2021

Presence, virtual or blended format

69 Teilnehmende aus 5 Ländern

Germany, USA, Finland, Belgium, Bulgaria

5 runs with 30 to 40 modules

6 to 8 modules per run

The Result

The program has contributed to raising awareness throughout the organization of the need to develop and retain high potentials within the organization. Participants fill “Bench Strengths” for succession planning and further development of strategic positions in the organization.

The program makes valuable potential visible for the entire organization. The Global Talents are open for cross moves regarding function changes, location changes or further hierarchy levels.

  • 80 % of the participants continue their work in the company in now leading positions and in strategically important projects.
  • 80 % of the participants were promoted directly after the program at least one hierarchy level, approx. 40 % of the participants were promoted directly two hierarchy levels.

All business projects that were additionally worked on by participants in small groups as part of the HR development program had internal sponsors and were completed on time with highly relevant findings for strategic follow-up decisions by the Executive Board and then continued down the line.

Former participants today look back with pride on their career boost. They have actively networked with each other and support each other through collegial case consulting. The program has created a pool of high potentials in the company who are involved in strategic project management and help to drive forward the transformation of the organization.

Participants and Clients report

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