However, many of the aspects from the survey also apply to much larger organizations. As part of this series of discussions, we have drawn a “mental limit” at around 250 employees so that everyone understands the same thing when we talk about “smaller companies.” Because from our perspective at staffboard, organizations with 500-1,000 employees are by no means small anymore
Taking stock: “Out of the crisis, into the crisis?”
staffboard
Stefan, you describe yourself as a “colorful character in HR”. We agree, because you are at the cutting ge of HR and have a lot to say: You are the founder and operator of the HR practice portal PERSOBLOGGER.DE and the podcast Klartext HR. For this, among other things, you were nam “Top HR Influencer” in issue 05/22 of the HR magazine. In addition, you are responsible for employer communications at DATEV eG.
Let’s review the last 2.5 years: These were characteriz by a series of various crises, some of which occurr one after the other, some of which occurr in parallel. No sooner had a new, difficult situation been anticipat or resolv to some extent than the next challenge came along with new uncertainties for decision-makers.
How did you perceive this and
Stefan Scheller
I was actually always rather skeptical about the much-quot concept of the VUCA world, as I had experienc a permanent change in the world. But due to the increasingly overlapping crises – which we will soon no longer be able to tell apart because they influence and reinforce each other – I am convinc that the ability to change rcs data must be one of the outstanding characteristics of organizations in order to overcome the challenges of the present and move towards the future.
The companies I meet in my role as a HR blogger are definitely struggling on several levels. There are strategic challenges such as technology changes, dwindling employee loyalty, a deplet job market and often even knowlge deficits in the HR business because developments have accelerat at an exorbitant rate.
In my opinion, one of the main prerequisites for getting through the crisis well is consistent optimism about change. It also helps not to constantly try to negate or fight the radical changes, but to mobile lead accept that more and more areas are experiencing a kind of “loss of control” and the (working) world is becoming increasingly complex. With this attitude, we do not waste valuable energy in a kind of “defensive battle” and can concentrate on new ideas and solutions. But – and I have to admit this – the ne to constantly learn new things is quite demanding!
Okay, that’s an interesting theory
because others would argue that this concept of the VUCA world is rightly a common way of thinking… But what do you think: will it just keep going like this? Is this the oft-quot “new normal”,. one crisis and challenge after the next? Or will it be OK at some point?
The question is what “always” means. We can be sure that the build an sms marketing campaign that drives action Experience it in changes will not stop. But I still believe that there will not be a constant acceleration. Our world, society, economy and we as humans would soon no longer be able to cope with that. There will also be phases in which significantly less radical things happen than in the last two to three years.
“It is critical to success to also focus on the company’s internal aspects and, as a possible alternative to hiring new employees, to develop talent there or to invest in employee health and satisfaction. ”