This article is part of in the January issue (No. 169) of Human Resources, within the Employer Branding Conference 2025, promoted by Talent Portugal.
Vanessa Brandao – Employer Branding & Staffing Specialist
Adopting a solid strategy, aligned with the company's organizational culture and values, was Bosch's choice to communicate its value proposition as an employer – Work #LikeABosch –, based on the dimensions: “Grow.” – grow in numerous roles and positions; “Enjoy.” – enjoy the benefits of reconciling personal and professional life; and “Inspire” – employees inspire each other in an inclusive environment, says Vanessa Brandão, Employer Branding & Staffing specialist.
Externally, Bosch is present in several communication channels, in addition to investing in strategic partnerships, always focusing on the target audience it wants to reach. Through these actions, the company shares inspiring stories, employee testimonials, innovative projects and initiatives that reflect its mission and the different benefits of working #LikeABosch. Its proximity to the academic world is also relevant, expressed by its participation in job fairs and by holding events at the country's main universities. Bosch is also present at technology events, reinforcing its positioning as an innovative employer, capable of attracting both young talent and experienced professionals.
To better understand the priorities of professionals, especially in highly specialized areas such as IT and engineering, Bosch recently conducted a study that identified the main factors valued: attractive remuneration, recognition for work performed, a respectful and appreciative environment, opportunities for personal and professional development, and flexible working conditions. “Having these insights allows us to continuously adjust our talent attraction strategy, ensuring that our value proposition is aligned with candidates’ expectations and the demands of the labor market,” says Sónia Ferreira, Regional coordinator: Employer Branding, PMKT, Staffing & Training.
Having these insights allows us to continually adjust our talent attraction strategy, ensuring that our value proposition is aligned with candidate expectations and job market demands.
Sonia Ferreira – Regional coordinator: Employer Branding, PMKT, Staffing & Training
At Bosch, the principles of We Are Bosch and We Lead Bosch are reflected in every moment of the employee life cycle, from recruitment to career progression. “From the first contact with candidates, we ensure that our values – such as innovation, sustainability, diversity and inclusion – are evident in the way we communicate and conduct the selection processes”, says Sónia Ferreira.
Right from the onboarding process, they provide a warm welcome to new employees, which includes the support of a buddy, training programs that present the inspiring story of the founder, Robert Bosch, and activities that foster networking and understanding the company's organizational culture. As for career progression, Bosch offers a structured development policy that combines continuous feedback, individual development plans and personalized training. In addition to technical areas (hard skills), they invest in the development of behavioral skills (soft skills) and create programs for employees with high potential, such as mentoring and coaching, to accelerate career progression.
Steady growth
At Bosch, the commitment to growth and development of employees is a fundamental pillar of the organizational culture. Given the vast portfolio of businesses and industries, employees are encouraged to explore new roles, business areas or even locations, and it is even possible to gain international experience by working in other locations within the group, providing a global vision and contact with different cultures. In addition, online and in-person knowledge sharing sessions are regularly held, where employees discuss and share diverse topics, strengthening continuous learning and networking.
Vanessa Brandão adds that, «at Bosch, we believe that success is only sustainable when there is a balance between professional performance and the personal well-being of employees. This involves flexible and hybrid work models, which recognize the importance of integrating personal and professional life in a harmonious way, and allow employees to adjust their schedules and work remotely or in the office, according to their needs and the nature of their duties. In addition to competitive remuneration, they have access to a comprehensive set of benefits, such as health insurance, in-house medical support and access to discounts on products and services.»
Well-being in the workplace is provided through inspiring conditions, in facilities designed to stimulate creativity and collaboration, with modern environments, relaxation areas and innovative spaces. In addition, regular initiatives are held, such as themed events, social moments, active breaks and learning sessions, which reinforce team spirit and contribute to a dynamic and balanced environment.
«Innovation is the driving force behind what we do, and we believe that the most creative ideas emerge when people with different experiences, perspectives and capabilities collaborate in an environment that genuinely values diversity and inclusion. With over 7 employees in Portugal, representing over 50 nationalities and aged between 18 and 71, we cultivate a culture where different points of view are not only accepted, but celebrated,” continues Vanessa Brandão.
Leadership development
More than a strategic priority for Bosch, it is a way to ensure that leaders become agents of transformation, capable of inspiring their teams and achieving exceptional results. This is provided through various solutions, such as Talent Development Program, designed to offer structured training adapted to different levels of leadership, or the program Way2LeaD, which ensures that all leaders, regardless of hierarchical level, use a common language and share the same values. Leading #LikeABosch was created with the aim of reinforcing the continuous commitment to the development of managers, recognizing the importance of keeping them motivated and prepared to lead teams in a context of constant change, both inside and outside the organization.
