Richtig Einsteigen – Weiter KommenStarting the right way – getting on in one‘s career

Report about an ESF-funding Project carrying out by REWE Group

Wilfried MalcherGerman Retail Federation (HDE)

The Framework

• Further training for Employees – A special Programme for Social Partners (2009 – 2014)

• Responsible: BMAS (Federal Ministry of Labour and Social Affairs)• Funding by ESF (EU and Germany)• Main aims of the programme:

• Supporting the acitivities of social partners to strengthen further training (or LLL)• Strengthening the participation of employees and companies in LLL

• Guidance• Finding out the needs for qualification• Transfer of good practice• Better cooperation in LLL• Improve quality and learning from each other

• Social partners had to make a written agreement to enable organisations to use the programme (HDE and Ver.di did it in 2010)

• 140 Mio € (5 years), about 180 Projects, 15 Projects in Retail• Decision making about Projects in a Steering Group (BMAS and social partners, e. g.

HDE and Ver.di)

Main Idea of the REWE-project

• Retail is facing some problems• Customers demand better service and communication• Demografic change: Ageing workforce and population, less school

leavers• parttime and low qualified workers have relatively high fluctuation – and

a lack of motivation for LLL• The Idea

• Strengthening the motivation for LLL for employees with low participation in LLL

• The Concept• Establishing a pool of mentors within the company• Main Task of the mentors: Identifiying and supporting new groups for

LLL• Integrating Personalmanagers and works committee in all phases of the

project

Main objectives of the Mentoring approach in the REWE-Project

• Longterm-Integration of lower qualified Employees with individual qualification activities

• Initialise the engagement of employees with good professional experience

• Cooperation with Human Resource Management and Store management (and with Ver.di and DGB-TrainingCentre)

• Improving the effects of training für lower qualified employees

• Establishing a network „Mentoring“

The actors in the project

Mentee + Mentor = Tandem

Qualified employees

Store manager

Family

Project Management

Human Resource

Management

Strictly confidential

The actions of the project

• Motivating and selecting the mentors, the participants and the qualified employees

• Qualifying and Preparing the three groups• Tandembuilding (Mentee + Mentor)

• Incompany Seminars• Mentors: e. g. Aims of Mentoring, interculturell competence,

teambuilding• Qualified Employees: e.g. Management of absence times,

interculturell competence, communication and conflict management, cooperation, advice and support

• Mentees: e. g. learning to learn, communication, teambuilding, mathematics, working in retail

Why Mentoring?

Mentoring• supports cultural change within the company towards a culture of

learning, confidence and supporting• activates human resources• Creates structures for cooperation, networking and knowledge

management• Reduces costs for eexternal seminars• Supports the longterm integration of employees and there

identification with the company

The results of project

• More than 150 young and low qualified employees were qualified

• About 80 qualified employees were trained specially

• Nearly 80 Mentors were qualified

• Great interest for this very good activity within the company

• The mentoring approach is part of sustainability strategy of REWE-Group and will be transfered into practice

Thanks a lot for listening and your interest!

Are there any questions or remarks?