Sustainable Growth closely linked to well trained staff and potentials.
A cooperative management style, as well as targeted development and continued education programs promote genuine engagement of employees and accommodate the company’s dynamic development.
Sika promotes an operating climate in which employees can develop in accordance with their professional qualifications and personal capacities. A cooperative management style with delegation of responsibility to the lowest possible level favors participation of all employees. Discrimination is not tolerated in any form. Mutual respect and trust in management and colleagues are of central significance. Sika’s dynamic development at the same time requires new forms of collaboration and readiness for change. Important in this are the integration of widely differing people and the advancement and global exchange of knowledge and experience. Line and human resource managers have various platforms and committees at their disposal, e.g. a “Sounding Board” for exchange of so-called Best Demonstrated Practices.
Sika desires that employees experience satisfaction in their work and in the success of the company. The slogan, “Be proud of Sika and let Sika be proud of you!” bears witness to this. Chains of command are clearly ordered, and the principle of farthest possible delegation of responsibility prevails. This management style ensures that employees participate in processes and decision-making. The regional companies conduct detailed analyses of employee satisfaction on a local level. At the global level the employee fluctuation rate serves as an indicator for employee satisfaction. In 2008 this amounted to 15.5% (2007: 13.4%).
Development of individuals
The Sika Performance and Talent Management supports systematic employee succession planning and assists the company in identifying talented individuals for further growth and fostering them intentionally. Various talent pools for different management functions have been created in this way as well as the search for talent regarding management levels below that of senior executive. Employees are subsequently allocated to the talent pools of different business areas in order to prepare them specifically for new responsibilities. Important elements in the development of potential managers: alongside training, further education and new, diverse tasks, experience in other countries and cultures.