Reebok 2006 Annual Report Download - page 71

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Corporate Functions ›» Employees
Nurturing Emerging Employees
We strive to provide our emerging employees (i.e. apprentices,
interns and trainees) with the best possible start into our
workforce. To this end, we have set up clearly defined and tar-
geted programs which allow us to support them in their quest
for knowledge and experience while learning more about
their strengths and potential for next possible career oppor-
tunities within the adidas Group. Our business administration
and retail apprenticeship programs in Germany offer young
people who want to join our Group straight out of high school
with the opportunity to gain relevant business experience in
a three-year rotation program. The goal of our global intern-
ship program is to provide university students with a chal-
lenging and interesting four to six months work experience
period within the adidas Group. With our “Re-Bound” Pro-
gram, we want to attract our former “best-of-class” interns
to remain in contact with the adidas Group after finishing the
original internship and to become future employees. In addi-
tion to our apprenticeship and internship programs, we offer
students with an international background and excellent edu-
cational credentials the opportunity to start their career with
the adidas Group in our 12- to 18-month functional trainee
program. On top of this functional program, we have imple-
mented an international cross-functional and cross-brand
“Business Management Program”, hiring 10 top talents and
training and developing them to take over management posi-
tions in the future.
Employee Development Based On Three Success Drivers
Just like athletes, our Group’s employees need a training plan
to build on their strengths, overcome their own challenges
and improve their technique to achieve their goals. In 2006,
we further extended our development program. This incorpo-
rates behavioral, managerial, technical and language training
for different target groups. We base our efforts on three suc-
cess drivers:
» Leadership Excellence: All members of senior and middle
management are encouraged to instill a performance culture
in our teams by acting as role models.
» Performance Management: Evaluation tools such as PEP
(“Performance Evaluation and Planning”) which are part of
our Global Salary Management System measure employees’
current performance based on job and competency require-
ments and link performance levels directly to compensation.
» Talent Management: With specifically designed talent
management tools and processes, we identify employees at
all levels who have the potential to become leaders in the
business. In order to prepare them for new and more com-
plex future roles, they participate in targeted development
programs for various levels within the organization. In 2006,
we rolled out a new Management Development Program and
Executive Development Program to actively support the long-
term employability and retention of our top talents.
Performance Culture
Actual
Performance
Performance
Management
Leadership
Excellence
Talent
Management
adidas Group Personnel Development