ITW’s Talent Development Strategy

We strive for all colleagues to reach their full potential and provide them with significant professional development and long-term career growth opportunities. We recognize and reward colleagues who perform well, we have a strong preference for promoting our internal talent, and we celebrate the entrepreneurial spirit of our ITW colleagues.

Developing Great ITW Leaders of Tomorrow

ITW’s long-term success is driven by our ability to develop talent at all levels of our organization and build a long-term sustainable pipeline of Great ITW Leaders.

Great ITW Leaders are expected to:

Be experts in the practice of the ITW Business Model
Make great strategic choices
Deliver great results
Be great talent managers
Provide strong leadership

Great ITW Leaders focus on improving their capabilities to build a diverse talent pipeline and promote a culture that encourages inclusiveness, collaboration and reflects our values.

Internship

Entry-Level

Developing Leader

Senior Leadership Pipeline

Executive Leadership Pipeline

Growing Our Early Career Talent

We leverage internships and educational cooperatives around the world as a key element in our talent pipeline, centered on giving students a breadth of real-world experience and opportunities. We strive to attract a diverse pool of talent that will grow with us from intern to entry-level hire. Interns are challenged with key projects and assignments in their field of study and develop skills and knowledge to prepare them for future entry-level positions.

Our U.S.-based internship program is now in its third year, and it continues to grow, with the placement of approximately 100 interns across core U.S. ITW locations. In 2019, we continued to focus our recruiting efforts on national diversity partnerships, including the Society of Women Engineers and National Society of Black Engineers.

Leadership and Development Opportunities

We encourage ITW colleagues to develop and build critical skills using the 70-20-10 model, which highlights and supports how our colleagues learn and develop best — 70 percent from challenging, on-the-job experiences, 20 percent from hands on coaching and feedback, and 10 percent from formalized training and coursework.

In the spirit of our decentralized culture, we find value in supporting our colleagues based on the needs and challenges of our 84 divisions. We expect colleagues at every level to “own” their careers by leveraging the performance management and development planning resources ITW offers to build the critical skills necessary to meet the needs of their role and beyond.

Developing Talent for the Future

Developing-Talent-for-the-Future

Last year, the Air Flow Management platform within the Automotive segment launched a leadership development program for first time managers. “Talent for the Future” helps ITW colleagues acquire and apply effective management methods and techniques, which are essential to becoming a Great ITW Leader. In addition to multiple learning streams and experiences, participants work on real 80/20 projects over the 15-month training period, which enable them to apply what they learn throughout the program. Three cohorts completed “Talent for the Future” in 2019, with 70 percent of participants earning a promotion to a new management position within ITW.

2019 Downloads

Our People

Talent Development