Relying on home-grown management
Logistics professionals are in short supply on the labour market. Recruiting them is hard work, as well as being expensive and high-risk. That’s why it pays off for Emmi to seek out unusual ways of developing personnel in order to train up as managers the talented people it already has. And since broad experience is in demand at the highest levels, career planning increasingly features in-house job rotations.
In the food industry, logistics is a demanding field to work in. That’s why specialists are hard to come by and managers even more so. Until recently, Emmi had to recruit most of its logistics managers from outside the company – something that cost money and meant a lot of time and effort spent on their induction.
Since 2015, we have been building up systematic career development in our Swiss logistics organisation. Our aim is that this should enable us to recruit most of our new managers from among our own staff in future.
Mapping out the path to a management position
In managing HR for our logistics business unit, we work on the assumption that, in principle, anyone who joins us – whether company staff or vehicle driver – can have a career that takes them to the very top if they go down the right paths and complete the basic and further training required.
With that in mind, we’ve designed transparent career paths that explicitly provide for development through job rotation. Going down these paths calls for flexibility, openness and willingness from company and employees alike. Business units must, for example, be willing to let their “stars” switch to other areas where they can build on their logistics know-how.
Initial doubts about the point and value of developing careers in this way have largely been dispelled – especially since the approach has already started to bear fruit. In 2016 and 2017, for example, several management or technical posts in logistics were filled from within Emmi thanks to these clearly laid-out career development and job rotation arrangements.
Based on our conviction that the development of their own staff to make them sought-after specialists and managers is not just one of line managers’ primary tasks, but also one of the most laudable, we do not doubt that this approach will in future be adopted throughout Emmi.
It was the job rotation rule that enabled me to expand my knowledge of logistics and broaden my experience. Emmi made it possible for me to build on this by working towards a qualification in logistics.
now Head of Logistics at Zollikofen, originally Head of Dispatch Logistics at Suhr