“Learning and development aren’t a one-way street”: Natalie Kendzia, Director HR Management and People Development at DB E.C.O. Group on Empowering Ownership and Growth

For Natalie Kendzia, leading people development at DB E.C.O. Group isn’t just about training plans or KPIs. It’s about nurturing a culture where people feel seen, valued, and ready to grow – in ways that shape not just their own careers, but the future of an entire company.

“The most powerful thing we’ve done recently?” she says, smiling. “We called it the ‘You matter to me’ conversation. Because that’s exactly what it is. A space where people can say what they need to thrive – and be heard.”

As she takes the helm of DB E.C.O. Group’s partnership with bbw University of Applied Sciences, Natalie reflects on the changing landscape of work, the role of psychological safety in high-performing teams, and why in today’s world, career development must be personal, flexible, and boldly forward-looking.

Strategic at Heart, Human by Design: Reinventing People Development for 7,000 Employees

At first glance, steering the development of thousands across global offices might seem like a daunting task. But Natalie breaks it down with clarity: “We don’t do development for development’s sake. We align it directly with strategy – both today’s business and tomorrow’s direction.”

Two of the five strategic HR pillars at DB E.C.O. Group are focused entirely on development and retention. “Those two go hand-in-hand,” she says. “If people don’t see growth, they leave. If they grow, they stay – and they lead.”

Her team dives deep into what each discipline truly needs – not just now, but in five years. “Digitization is transforming everything,” Natalie notes. “Just like the internet did 30 years ago. And we’re already asking: What skills will our engineers need to stay ahead?”

From rolling out BIM training to equipping project managers across 60 cohorts, the goal is clear: keep talent relevant, confident, and capable in an evolving market. “It’s not about overwhelming people with content,” Natalie says. “It’s about offering exactly what they need – when they need it.”

Learning That Starts with Listening: Turning Insight Into Action

Behind every initiative is a belief in dialogue. “We don’t guess what our people need,” Natalie says. “We ask them.”

Through the “You matter to us” survey and a follow-up conversation campaign, her team pinpointed what helps people stay – and what might push them away. The result? A measurable drop in turnover in 2024.

“This isn’t just about numbers,” she adds. “It’s about showing people: You’re not just a name on a list. We see you.”

Digital and Human: Blending Tech With Connection

Digital learning isn’t new – but it’s evolving. “E-learning boomed during the pandemic, and now it’s part of daily life,” Natalie explains. “With our Learning Station, we’re expanding that ecosystem.”

From internal DB offerings to LinkedIn Learning in multiple languages, employees have access to continuous, self-paced education. But Natalie is clear: “We’re not replacing people with platforms. Some things still need a human touch.”

That’s why key programs – like leadership development for high-potential project leads – blend virtual training with in-person sessions. “When people meet face-to-face, networks form. That matters,” she says.

Spotting Potential – and Letting It Raise Its Hand

“Talent management is different from performance management,” Natalie says firmly. “Performance is what you’ve done. Talent is what you could do.”

In 2024, Natalie Kendzia’s team refined its system to spot that potential more clearly – whether in leadership, technical mastery, or project roles. “And it’s not just top-down,” she adds. “Employees can nominate themselves. Especially women.”

In fact, a new open call for women aspiring to lead – under the banner “Women @ DB E&C” – drew a powerful response. “It proved what we suspected: The ambition is there. We just need to create space for it.”

Supporting Every Step: For Leaders and Experts Alike

Once talent is identified, support follows. Whether it’s a new team lead preparing for their next big move or a specialist growing their domain expertise, Natalie’s programs are tailored and timely.

“We meet people where they are,” she says. “Sometimes that means change-management training. Other times, it’s shadowing a senior project leader on site.”

Her belief? The best learning happens in motion – on the job, with real responsibility and trusted support.

Leadership That Listens: Rethinking What Makes a Great Leader

“Not every leadership role is the same,” Natalie explains. “That’s why we work with a role-based model. Some leaders need to be entrepreneurs. Others are change agents.”

Each year, leaders are evaluated not just on results, but on how they achieve them. “If you hit your EBIT goals but have low team morale, we dig deeper,” she says. “Because performance without people doesn’t last.”

Diversity in Action: Going Beyond Buzzwords

For Natalie Kendzia, inclusion isn’t about checklists – it’s about understanding.

She shares how DB E.C.O. Group is working across its India, Romania, and Germany teams to foster cultural empathy. “Sometimes, a missed deadline isn’t about competence – it’s about misunderstanding. We teach teams to see that.”

And with targets like 40% women in leadership by 2035, she’s helping pave the way through real action: from the SHE.C.O. network to a new women-focused leadership accelerator launching in 2025.

Empowering Ownership: Why Growth Is Everyone’s Job

Perhaps what defines Natalie’s philosophy best is her insistence on shared responsibility. “Development isn’t something we do to people,” she says. “It’s something we do with them.”

Employees can self-nominate, pursue part-time study, and shape their own path. “We support that mindset – and create the structure to make it work.”

It’s a culture where curiosity is welcome, risk-taking is supported, and people are encouraged to dream forward.

Across Borders, One Culture: Acting Local, Thinking Global

Leading development across diverse regions isn’t about one-size-fits-all. “We think globally – but we act locally,” Natalie says.

With dedicated experts tailoring programs in India, Germany, and beyond, her team ensures that initiatives are culturally relevant and strategically aligned.

One example? Adapting the “You matter to us” campaign for regional contexts. “What works in Berlin might not work in Bangalore. We know that – and plan accordingly.”

Meeting the Talent Challenge: Staying Agile in a Competitive Market

The talent landscape is shifting – and Natalie Kendzia is steering with intention.

“We no longer look for the perfect fit. We look for the right fit – and invest to close the gaps,” she says. From onboarding support to embracing career changers and international recruits, her team is rethinking old models.

“Hiring isn’t about avoiding risk,” she says. “It’s about being willing to grow people – and trusting that they’ll grow with you.”

The Culture That Holds It All: Drive, Safety, and Shared Purpose

What makes DB E.C.O. Group unique, Natalie believes, is a blend of engineering precision and human care.

“We’re entrepreneurial. We want results,” she says. “But we get there through trust. Through psychological safety. Through real conversations.”

It’s a culture built on shared values and constant feedback – measured, refined, and always evolving.

“Our people challenge the status quo because they care,” she says. “And that’s what makes us strong.”