Preparing High Potentials for the Next Step with a Talent Program
Challenge
Rubix DACH,part of Europe’s largest industrial MRO distributor, operates in a market whereskilled professionals are in high demand. To address this, we see it as ourresponsibility - and an opportunity - to develop talent from within. Supportingemployees in their growth is an essential part of being a good employer.
To preparefuture leaders and senior experts, we introduced a talent program designed tohelp high-potential employees progress into leadership or advanced specialistroles. The program focused on fostering collaboration across departments andstrengthening connections between different locations. Participants came fromvarious regions in Germany, which offered both benefits and the need foralignment.
SOLUTION
A talent journey timed to business reality
Rubix launched a 12-month Talent Program that brought high-potential employees together once a month. Three of these gatherings take place at major logistics hubs, where participants tour the facilities to connect their learning to Rubix’s operational heartbeat.
A distinctive aspect of the design was its close alignment with Rubix’s performance-management cycle. For instance, the module “How to Manage Your Manager” was scheduled shortly before the annual review process, which meant that participants could try out the techniques immediately in real conversations with their leaders.
Learning through collaboration and practical application
The monthly sessions create a steady rhythm of learning, reflection and exchange. Participants now form a community that extends across departments and regions, something that had been difficult to achieve in the day-to-day business.
A strategic project, sponsored by Rubix’s C-level leaders, is another central part of the journey and a great addition to the program by the L&D team. Mixed teams work on real business challenges and apply tools such as the SCQ (Situation, Complication, Questions) framework and concise executive-summary communication. This project not only offers visibility to senior leadership but also fosters exactly the cross-functional cooperation Rubix needs in its evolving organisational structure.
Karolin Krech, Head of Culture & Development
“The greatest success of the program, in my view, is that participants quickly apply what they learn in their day-to-day work - and their leaders clearly notice this development. It’s this combination of motivation, practical application, and visible progress that makes the program so effective.”
Challenges Along the Way
Although the program found strong traction, the first months showed that not every tool translated immediately into day-to-day practice. The close partnership between L&D, business leaders and Orange Elephant made it possible to adapt thelearning journey quickly. By tying concepts more closely to ongoing organisational initiatives, participants discovered how to integrate the tools into their routines, which accelerated behavioural change.
Results
Quantitative outcomes are supported bybehavioural shifts
- 9 out of 10 talents would recommend the program to a colleague (NPS).
- Talents rate the relevancy of the content for their daily lives at 4.6 out of 5.
Participants described tangible shifts in how they structured their weeks, made decisionsand communicated with their leaders.
- “Friday Strategy helped me a lot to structure my week. I now do this every Friday and know which topics I am going to work on next week.
- “For me, it has been incredibly helpful to do these sessions every month. This creates a training routine for me.”
- “It was an eye opener for me to think about how I can lead my manager. I have never thought about this before nor received specific questions on it.”
Leaders of the talents confirmed these observations. In interviews, they described noticeable growthin the structuring and communication skills of their talents.
Takeaway
The Talent Program strengthened Rubix DACH’s leadership pipeline at a moment whencohesion, collaboration and readiness for change were essential. By aligning learning with business cycles, grounding sessions in operational reality and enabling participants to apply new tools immediately, Rubix is building a community of high potentials.
Company Profile
Rubix DACH is part of Rubix Group, Europe’s largest supplier of industrial maintenance, repair and overhaul products and technical services. With approximately 1,600 employees in the DACH region, the company supports manufacturers with a broadportfolio ranging from bearings and tools to safety equipment and specialisedtechnical services.
