Strategic HR management
People and the organisation are at the heart of our human resources (HR) activities. Highly competent and hard-working managers and employees form the foundation of our success. Long-term qualitative and quantitative personnel planning and development strategies for the entire company have been established in Hamburg. The ongoing development of specialist, management and project careers, and the permeability between different career paths are the central aims of our HR strategy. The numerous options to create a work–life balance according to the employee’s current circumstances and the ongoing development of working-time systems form the cornerstone for long employee service at HHLA. Employee recruitment and retention
HR management is established as a central division at Executive Board level. This organisational structure ensures that strategic HR guidelines can also be implemented throughout the Group. The performance of both specialist staff and managers is systematically enhanced and developed and continuously overseen by the HR management team. The same applies to all organisational development measures.
Fields of activity of the HR strategy
The HR strategy of the German HHLA companies comprises five action fields: “Employer of Choice”, “Develop Further”, “Work Together”, “Resource Management” and “Co-Determination”. The action fields are based on the human resources end-to-end processes:
The strategic HR objectives include key issues such as developing new recruitment strategies and enhancing HHLA as an employer brand. Participation-oriented co-determination processes are also to be further refined in cooperation with co-determination partners, managers and employees, in order to shape the future-proof conditions for HHLA’s business success. Moreover, existing resources in the field of HR are to be optimally aligned in future with the aid of innovative technologies, methods and concepts, and the range of services offered is to be continuously expanded.
The personnel development measures, together with the action fields “Develop Further” and “Work Together”, help to enable HHLA employees perform their roles skillfully as they deal with current and future challenges. Success-critical fields of competence, structural networking and a connective corporate culture are the central focus. In 2022, particular emphasis was placed on strengthening the leadership role and leadership skills with regard to the pending transformations. Challenges posed by digitalisation, pressure to innovate and the transformation of working and general conditions were discussed in the network and measures were derived.
The CTX project is one of the main elements of the transformation process launched für the container terminals in Hamburg in 2021 as part of an efficiency programme. The project also provides for the implementation of socially acceptable personnel measures. These include early retirement, phased early retirement, extensive training opportunities and more flexible staff exchanges.