In my environment, I definitely observe a kind of oversaturation of the constant crisis mode. […] This should not be equat with dismissing or ignoring events. It is more about staying “normal” because one could drive oneself crazy in the multitude of global crises. ”
What to do in times of crisis or times of great uncertainty? We ask HR experts about the challenges, strategies and opportunities
(12) … today with: Peter Wilfahrt | Bundesverband Digitale Sicherheit eV
itor’s note
The terminology “smaller companies/organizations” us below primarily refers to startups and SMEs, but also non-profit organizations with up to 50 employees.
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 skype data 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.staffboard: Professor Wald, you look at human resources from a variety of perspectives: you initially held various positions in human resources in the private sector. You have been a university professor of business administration and human resources management for almost 20 years. In this context, you also deal intensively with innovations in HR and offer a platform to HR tech startups.
These were characteriz
by a collection of various crises, some of which occurr one after the other, some in parallel. No sooner had a new, difficult situation been anticipat or somewhat resolv than the next challenge came along with new uncertainties for decision-makers.
How did you perceive this and experience it in the organizations you advise?
Prof. Dr. Peter M. Wald: It was a stressful and challenging time, but it impressively show what is possible. I am thinking here above all of the many opportunities to experiment and the often noticeable mobile lead lack of broad discussions about possible concerns. Very often I got the impression that many questions that were usually postpon in the past were now quickly answer. This primarily concern the use of new organizational solutions such as home offices and the associat use of digital tools for remote collaboration. It has often proven useful to look at the experiences of other actors and discuss solutions to problems. This depends on one’s own openness and flexibility.
Overall
it was a time in which establish relationships and mutual trust were repeatly put to the test and in many cases closeness and trust develop even without personal encounters. Many have mistake lack of personalization if your emails now finally understood that digitally support communication and collaboration is not something extra, but is at the heart Let’s review the of new ways of working. For me, this was not yet New Work, but a first step in that direction.
That’s true, it was obvious how pragmatically people dealt with issues during the crisis that previously often seem difficult to solve and were therefore preferr not to be tackl at all… What do you think : Is this the much-quot “new norma one crisis and challenge after the next? Or will it all be OK at some point?