{"id":15613,"date":"2024-10-08T10:47:24","date_gmt":"2024-10-08T13:47:24","guid":{"rendered":"https:\/\/www.pdainternational.net\/15613\/boehringer-ingelheim\/"},"modified":"2024-10-25T10:11:14","modified_gmt":"2024-10-25T13:11:14","slug":"boehringer-ingelheim","status":"publish","type":"casos_de_exito","link":"https:\/\/www.pdainternational.net\/en\/casos_de_exito\/boehringer-ingelheim\/","title":{"rendered":"Boehringer Ingelheim"},"content":{"rendered":"\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tSuccess stories<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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How Boehringer Ingelheim Optimized Selection Time<\/strong> by 40%<\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Boehringer Ingelheim, a German biopharmaceutical company founded in 1885, employs over 52,000 people and operates in more than 130 markets, encompassing human pharmaceuticals, animal health, and biopharmaceutical manufacturing.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Discover the results driven by<\/span> our technology<\/span><\/h2>\t\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Challenge<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Reduce Selection Costs and Improve the Candidate Experience.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Solution <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Implement our Behavioral Assessment and Leadership Matching.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Impact<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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50% Less Time in Selection and 30% Less Employee Turnover.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Context<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The Race Against Time in Talent Acquisition<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The traditional assessment was an obstacle to agility in hiring, generating additional costs for recruitment and training. Moreover, it hindered the identification of candidates with the exact profile required for each position, negatively impacting team performance and the achievement of the organization\u2019s strategic objectives. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Strategy<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Less Time, Better Experience<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The implementation of PDA Assessment and Leadership Matching revolutionized the selection processes at Boehringer. By obtaining accurate behavioral data, hiring was expedited, evaluations were standardized at the regional level, and more objective decisions were made. The self-managed platform facilitated the analysis of candidates, optimizing the entire process. <\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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“They have allowed us to understand PDA in a more holistic way to the people who are part of our processes. PDA gives us insights that, perhaps, in interviews with our candidates we don’t get to know. Our managers like it and ask for it because it allows us to go beyond what we see at first glance.”<\/p>\n

Bernardo Escobar, Regional Talent Acquisiton<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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“They have allowed us to understand PDA in a more holistic way to the people who are part of our processes. PDA gives us insights that, perhaps, in interviews with our candidates we don’t get to know. Our managers like it and ask for it because it allows us to go beyond what we see at first glance.”<\/p>\n

Bernardo Escobar, Regional Talent Acquisiton<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Want to know all the details of this transformation?<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Access the full success story and discover the impact of PDA.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDownload success story<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Evolve Your Selection Processes<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Our clients use PDA’s behavioral analysis tools to identify the perfect match between candidates and positions, aligning competencies with the role’s needs and enhancing strategic decision-making.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tContact us<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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Keep discovering<\/span> stories like these<\/span><\/h2>\t\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Competency Assessment<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tDeveloping Workplace Competencies: How to Adapt to the Digital Revolution\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Automation has redefined employability. Discover the importance of developing workplace competencies and how behavioral skills drive professional success. <\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tRead More \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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Development<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tInternal Development: Why Are You Still Hiring External Talent When You Already Have It In-House?\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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While you’re searching for talent outside your organization, someone inside your company may already have the potential to fill that role. We\u2019ll explain why you might not be seeing it\u2014and how to change that. <\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tRead More \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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Development<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tThe Missing Ingredient in Your Upskilling Strategy\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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How many upskilling programs end with high completion rates and low real impact? According to HRO Today, only 7% of organizations have made significant progress in strategic upskilling programs that integrate soft, technical, and digital skills. The diagnosis is clear: SHL reveals that 60% of employees don\u2019t have a personalized development plan, and when forced to participate in generic programs, engagement is low and real progress is minimal. Something isn\u2019t working. Is the answer in the program content? Or in the mindset each person brings to the learning experience? The Real Bottleneck What\u2019s behind those numbers? According to PwC, fear of failure and the perception that one\u2019s own skills will become irrelevant are two of the main barriers to active learning \u2014 and neither is solved by a better LMS. They\u2019re solved by a mindset shift. One that\u2019s built by understanding how each person thinks, what they fear, and what they need before they sit down to learn. From \u201cI have to learn\u201d to \u201cI want to grow\u201d The mindset shift in upskilling isn\u2019t a preliminary step to the process: it is the process. And it has three dimensions that L&D leaders need to work on simultaneously. Psychological safety around failure: Learning means not knowing. In cultures where mistakes are penalized \u2014 even implicitly \u2014 people avoid exposing themselves. Creating contexts where getting things wrong is part of the journey isn\u2019t philosophy: it\u2019s a prerequisite for any development program. erceived relevance: People don\u2019t resist learning; they resist learning something that doesn\u2019t connect with their reality, their goals, or their professional identity. When upskilling is presented as an organizational obligation rather than a personal opportunity, commitment becomes superficial. Self-awareness as a starting point: Knowing how you learn best is just as important as knowing what you\u2019re going to learn. Understanding one\u2019s own behavioral profile \u2014 risk tolerance, orientation toward norms, relational style \u2014 allows each person to find their own path to development, rather than adapting to a generic format. The L&D Leader\u2019s Role in This Shift If mindset is the knot, L&D leaders are the ones who need to untangle it before adding any new thread. That means making concrete decisions: Map beliefs before launching programs: A conversation or initial diagnostic can reveal resistance that would otherwise sabotage the process from within. Design personalized experiences, not just scalable content: Personalization isn\u2019t a luxury \u2014 it\u2019s what makes learning relevant to this person, at this point in their career. Involve direct managers: They have the greatest influence over the team\u2019s learning climate and are the first ones who can turn mistakes into development opportunities. Use behavioral data: Behavioral profiles reveal information that performance reviews don\u2019t capture \u2014 how each person learns, what level of uncertainty they tolerate, how they respond to failure. That data doesn\u2019t replace the upskilling program; it calibrates it from the start. Mindset is the Infrastructure The most sophisticated upskilling fails when it tries to change what people know without considering how they see themselves as learners. Technology, content, and platforms are powerful tools \u2014 but they operate on ground that must first be prepared. Tools such as the PDA Assessment enable L&D teams to understand each employee\u2019s behavioral profile: how they approach challenges, what motivates them, and what holds them back. This information makes it possible to design smarter upskilling programs from the outset. At the end of an upskilling program \u2014 how many employees leave with more capabilities, and how many leave with just more credited hours?<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tRead More \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

Optimized hiring time
\nun 40% con la implementaci\u00f3n del Assessment Conductual.<\/p>\n","protected":false},"featured_media":14431,"template":"","categoria_casos_de_exito":[],"class_list":["post-15613","casos_de_exito","type-casos_de_exito","status-publish","has-post-thumbnail","hentry"],"yoast_head":"\nBoehringer Ingelheim - PDA International<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.pdainternational.net\/en\/casos_de_exito\/boehringer-ingelheim\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Boehringer Ingelheim\" \/>\n<meta property=\"og:description\" content=\"Optimized hiring time un 40% con la implementaci\u00f3n del Assessment Conductual.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.pdainternational.net\/en\/casos_de_exito\/boehringer-ingelheim\/\" \/>\n<meta property=\"og:site_name\" content=\"PDA International\" \/>\n<meta property=\"article:published_time\" content=\"2024-10-08T13:47:24+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2024-10-25T13:11:14+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.pdainternational.net\/wp-content\/uploads\/2024\/10\/Caso-Boheringer-1.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"472\" \/>\n\t<meta property=\"og:image:height\" content=\"287\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Silvina Groh\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Silvina Groh\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"2 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/boehringer-ingelheim\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/boehringer-ingelheim\\\/\"},\"author\":{\"name\":\"Silvina Groh\",\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/#\\\/schema\\\/person\\\/e69a20cf59008172368644f7fa3eb486\"},\"headline\":\"Boehringer Ingelheim\",\"datePublished\":\"2024-10-08T13:47:24+00:00\",\"dateModified\":\"2024-10-25T13:11:14+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/boehringer-ingelheim\\\/\"},\"wordCount\":364,\"publisher\":{\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/boehringer-ingelheim\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.pdainternational.net\\\/wp-content\\\/uploads\\\/2024\\\/10\\\/Caso-Boheringer-1.jpg\",\"articleSection\":[\"Sin categorizar\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/boehringer-ingelheim\\\/\",\"url\":\"https:\\\/\\\/www.pdainternational.net\\\/en\\\/casos_de_exito\\\/boehringer-ingelheim\\\/\",\"name\":\"Boehringer Ingelheim - 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