The core values of our company espoused in our corporate philosophy are not abstract ideals, but refer specifically to our interaction with each other. We want to be a fair and helpful partner in dealing with our customers, the people in the region, and not least with each other and with our employees, one who makes a positive contribution to the success and development of each individual and the community at large. That's why we do a lot – for the continuous improvement of the services we can provide to our customers, for the economic and social welfare of the region and for the satisfaction of our employees.
In addition to an attractive, performance-related salary, a share in the company's success and our extensive benefits package, health incentives for our employees are also a part of it. You can join a program for smokers wanting to quit or do sports with us. You are invited to join the volleyball players in their weekly training on our own beach volleyball court or become part of the jogging group.
Chamber of Commerce (IHK) "Attractive Employer" seal of approval “
Companies that want to continue to attract a sufficient number of technical, managerial and junior staff will have to prove that they are an attractive employer. It is no longer enough for a company to offer good career prospects and working conditions in order to convince professionals. This is why the Schwarzwald-Baar-Heuberg Chamber of Commerce has developed the "Attractive Employer" seal of approval.
As one of eight companies, MICHELFELDER Group was awarded the IHK Bronze Seal of Approval following a successful audit. But the group can't and won't rest on its laurels. It will now have to undergo the Chamber of Commerce audit every year. The goal of MICHELFELDER Group is to achieve the Silver rating in a next step.
Attractive Employer seal of approval
For us, the systematic development of our personnel is an important part of our corporate strategy. Our challenge is to constantly enhance the skills of our employees and to develop their professional and social skills to enable them to meet new challenges with confidence and motivation. This is why individual development planning is also a part of our annual coaching sessions with all employees. The high degree of specialization in our company opens opportunities for exciting technical careers. Other interesting career opportunities arise from the varied roles of the individual companies within the group – up to international career prospects at our Turkish branch.
The greatest asset and the most important success factor in our company are our employees. This is why the training and development of our employees is of the utmost importance to us. A variety of internal and external opportunities for further training are open to any interested employee. Young skilled workers and novices, for example, benefit from our mentoring system and are challenged and supported in exciting projects. Internal training courses such as English courses are open to anyone on a voluntary basis. We encourage an all-inclusive entrepreneurial thinking in our managers. They meet several times a year with the executive board in a TL group (team leadership) to exchange ideas and jointly make decisions that are relevant to the company.
Our PROGRESS personnel management system
The corporate philosophy of MICHELFELDER Group states: our top priority is the satisfaction of our employees. What this means for us is to reward their skills, commitment and abilities and further motivate them in doing so. With this in mind, we introduced a new personnel management system in our group some time ago which we called PROGRESS. The performance-related pay system consists of various elements of staff development and remuneration.
In an annual employee interview, each employee talks to his/her supervisor about his/her performance over the past months and makes plans for further training. Subject to transparent rules, they jointly discuss whether the employee has reached his/her individual goals for the previous year and formulate goals for the new year. This performance assessment is the basis for determining the variable salary component. In addition, the team leaders meet with their employees several times a year for coaching sessions to coordinate current tasks and challenges, if needed.