Zukunftsgestalter: Weltspitze in der Provinz: Wie der größte Pharmakonzern Deutschlands seine Führungskräfte entwickelt

The journey to Boehringer Ingelheim's headquarters reveals that potential employees must truly want to join the company. Located 50 kilometers from the airport, the town of Ingelheim is nestled among vineyards by the Rhine. The pharmaceutical giant Boehringer Ingelheim, the largest drug company in Germany, is situated here. The path to the central office is clearly marked at the train station, but newcomers can also follow the many people who walk there every morning. Conversations primarily occur in English.

Despite its modest exterior, Boehringer Ingelheim is a magnet for talent, attracting employees from major competitors for years. The company's success lies in five behaviors that decide candidates' suitability and retention. On average, employees stay with the company for 11 years, nearly double the industry average of six. Boehringer invests around €1,500 per employee annually, more than the industry average of €1,200, in personnel development, a leadership program, and a systematic selection process focusing on the five behaviors.

The company's culture is distinct, with a long-term perspective. Interviewers assess candidates' cultural fit and their ability to work results-oriented in teams, communicate openly and constructively, make quick decisions, and drive innovation. Interviews are serious but not interrogations. Boehringer avoids grilled interviews, as the company isn't a "well-being" firm. Instead, it takes candidates seriously.

Michael Schmelmer, vice chairman of the management board and responsible for personnel, emphasizes that cultural fit is more important than technical competence. The company values respect and long-term thinking. Interviewees are asked probing questions to gauge their suitability. Those who fail the process receive feedback to uphold the company's reputation.

Schmelmer conducts all leadership interviews, moving in when previous interviews have assessed experience and abilities. He evaluates cultural fit and the candidate's ability to work as part of a team, communicate openly, make quick decisions, and drive innovation. Candidates who fail interviews receive feedback to improve their chances in future rounds. The company acknowledges its own cultural challenges and is actively working to improve communication, decision-making, and overall performance.