Your opportunities at K+S
The aim of the K+S Group is to fill specialist and managerial positions primarily from our own ranks and enable our employees to have long-term and attractive careers within our company. We therefore do everything in our power to harness and develop the potential of each and every employee in the best possible way. We make great investments in HR development, offer an extensive range of services for continuous development while maintaining a successful talent management program.
Career @ K+S
A career at K+S is the combination of all professional development steps that an employee undertakes over the course of their professional life at K+S. Examples are the expansion of one's area of responsibility and a resulting increase of the job grading of one's position, a side-step to a different corporate or functional area, international assignments or the classical hierarchical vertical development. These career steps require that you bring the necessary qualifications of the respective targeted function to the table and that you are particularly motivated and willing to learn and change in order to act in an entrepreneurial manner as defined by K+S.
Working and learning belong together. During the annual review meetings and employee interviews, employees and their supervisors jointly identify areas in which advanced education could be necessary or helpful. In addition to advanced education activities required by law, K+S also offers vocational, interdisciplinary, IT and language training, as well as special series of seminars for managers. In addition, e-learning courses are increasingly being offered. These are supplemented by new formats such as mentoring, coaching and collegial advice.
The purpose of K+S talent management is to analyze which employees may be qualified to take over additional functions in the future. The most important goal is to identify potential within the K+S employee base as early as possible, to support employees accordingly, and to make them aware of the development options available to them. A secondary goal is to establish a structure of long-term succession planning. When positions become available, there should ideally be enough qualified in-house employees to fill these.
During the annual review meeting, managers and employees jointly agree on focal issues and objectives for the coming year. Employees receive feedback on their performance profile, enabling them to see the contribution their achievements have made to overall success. Furthermore, the employee’s potential is discussed and development activities derived on that basis. The annual review also provides an opportunity to exchange thoughts on the working partnership and to identify possible measures for improvement.
Questions about career opportunities?
I'm looking forward to hearing from you!