It is about dealing with what employees expect and how they experience these offers and services from the HR department. This addresses competencies in the area of ”employee experience”. In the future, the selection of employees should not only be about current competencies, but much more about the potential for their further development. In addition, there is target employee retention, because experience shows that retain employees are more committ, support each other and show a greater willingness to change. When it comes to retention, companies should not only resort to the already known measures to make work more flexible, but also offer more target non-monetary benefits – including job tickets, sports activities or further training – but also measures that take the personal nes of employees into account, such as active support with social and health issues.
What recommendations
Do you have specifically for decision-makers and designers in human resources?
In summary, this means that HR management nes to show more humility. I use the term humility in two ways. In the literal sense, it can be understood as an attitude that takes into account that HR management decisions regularly interfere with the lives of employees and their environment. Are the people involv really always aware of this fact? And is it taken sufficiently into account?
In contrast, I interpret humility literally, which l me to twitter data DEMut . D stands for a strong digital competence, E for empathy and courage for the necessary courage. Digital competence describes the ability to use digital tools in a target manner and to make decisions bas more on facts and figures than before. Empathy means empathy, because this involves decisions about people. Empathy should enable HR managers to consciously act as designers of relationships. And courage means tackling new things in an agile way, experimenting and testing – and being allow to fail. Finally, it also means not constantly justifying yourself, but openly addressing and discussing questions and problems.
What role does it play in the organizations you support?
The role of leadership and managers is changing rapidly. Leadership should provide orientation and must now be understood more as a “polar star” and less as a concrete adviser and pacesetter. New mobile lead forms of leadership such as shar leadership or team leadership promise new impulses and greater involvement of those being l. The increasing use of agile working methods and digital tools enables new power and leadership constellations and innovative working methods, thereby increasing the employer attractiveness of the entire organization.
“Many people have now finally understood that digitally support communication and collaboration is not something additional, but is at the heart of the new ways of working. For me, this was not yet New Work, but a first step in that direction. ”
Topic area: “Mindset, competencies and (influence of) digitalization”
What mindset and skills do (smaller) companies/organizations ne to emerge stronger from crisis situations and to operate successfully under uncertainty?
Even in small companies, there is a clear focus on resigning Now brief testimonial from a satisfied customer let’s turn working conditions in terms of high flexibility in terms of location and time, a good work-life balance and concrete opportunities for personal development. In my opinion, small companies can score points with a special sense of solidarity, the specific atmosphere in their teams and the positive behavior of their managers. It is about more transparency and fairness, as well as about employees feeling more involv and “taken seriously” than before.