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Experts who acquired extensive knowledge and skills through practising and studying over many years, are becoming increasingly important for companies. As in today’s world the products are getting ever more complex and technical driven. Therefore, it is important for Quality functions to have the best experts and develop them that they can actively shape the new product requirements.
The aim of this study is to investigate how to develop and design a Dual Career Ladder in the Q&R organisation in making the case for the HealthTech company Philips. The research intend is to explore the present state of the Dual Career Ladder in the HealthTech industry and recommending how to develop and design a Dual Career Ladder for the Q&R organization at Philips to increase the organisational effectiveness through winning, retain and develop Q&R experts.
The research adopted secondary data from academic journals, books, press articles and study reports. As well as primary data, interviews were undertaken with experts of companies that are operating in industries related to the health-technology industry. Through these succeeding interviews best practice examples could be evaluated. Afterwards the findings were translated into a Dual Career Ladder design for the Q&R function in Philips primary data was analysed and compared with secondary data.
A successful development and design of a Dual Career Ladder is based on a a diverse project team, clear requirements of the different levels of the Dual Career Ladder, definition of the new created roles and how the differentiate. Furthermore, it is important to have clear nomination and promotion procedure that are transparent. A well thought concept can help organizations attracting critical talents and keeping them by offering them development perspectives and attractive jobs.
The conclusion drawn describes possible outcomes for employee’s development and the organisations effectiveness to reach their desired business results. Followed by a recommendation on further action and closing with the limitation of this study
In times of demographic change, globalization, digitalization and change in the coming generations, human resources development with the qualification and further development of executives is becoming increasingly important. The company Adolf Würth GmbH & Co. KG has introduced the new management level of team leader for sales and administration since the beginning of 2021. In addition to the team leaders in sales and administration, there is an unofficial management level in logistics. The team leader level at Adolf Würth GmbH & Co. KG has already existed for several years but has received little attention in terms of development and qualification.
The topic of the paper deals with the importance of the qualification of managers on team leader level in the logistics of Adolf Würth GmbH & Co. KG. Thereby the work deals with the construct of leading, the manager in general and the development measures in a company. A deeper insight is given in this area into the various qualification programs of Adolf Würth GmbH & Co. KG.
The qualitative content analysis according to Mayring is applied for the question to be answered, whether the qualification of the managers on team leader level is attributed an importance and if so, how this is weighted. The results of the interviews indicate that the Würth company attaches great importance to the qualification of managers at team leader level, and thus a high significance. This is made clear by appropriate points, such as the influence on the employees by their shown behavior and actions. Furthermore, this is in direct connection with the leadership styles and leadership behavior, which can be influenced by the development and promotion of competencies.