Normally we say goodbye in July and take a well-deserved holiday. But this year, nothing is really normal. Some fearless people will fly off on holidays without changing their plans and thus support the economy of other countries. Others will explore the beauty of their own country this summer and help the local economy. And all of us will be more aware than in previous years that we can enjoy leaving our own four walls and perhaps get a little closer to other people. It may well be a positive side effect of the pandemic that we now value freedom, closeness and contact even more. [Read more…]
Bringing a culture of innovation to life (Part 2)
(Part 1)
Do you remember Klaus, our fictitious employee, who threw in the towel in the last blog post in frustration because his employer’s culture of innovation was not what it was made out to be? Today we’ll accompany him to another fictitious company that actually and truly lives in a culture of innovation. This time it’s a fairy tale with … oops, almost spoiled it!
Scenario 2: Paradise
In the morning Klaus finds a parking space near the entrance of the company. He is in good spirits, and even more so when he reaches the entrance of the building. Everywhere he can see appealing pictures with exciting ideas for the future, partly even painted by children. And now he’s off to the cafeteria to get a nice cup of coffee. [Read more…]
Bringing a culture of innovation to life (Part 1)
What does the term “culture of innovation” actually mean? Two scenarios can be used to illustrate what it’s all about and what is important. Our fictitious employee is Klaus – and the working worlds invented for this story couldn’t be more different…
Scenario 1: A fairy tale
Klaus drives to the company car park. The last free parking space is at the very end of the site. So he quickly parks his car and walks 750 meters back to the entrance. This is where all the parking spaces for board members are, almost all of them are empty – no wonder, seeing as most of them now have their permanent jobs abroad. [Read more…]
A farewell to the annual employee review
At the end of the year, annual employee appraisals take place in many companies. These meetings – which are actually a great opportunity for all involved – are often insufficiently prepared by both sides in the hectic pace of the end of the year. In these meetings HR staff like to work through lists without any emotional interest, while both sides talk more or less constructively and appreciatively about self- and external perception, negotiate target agreements, salary increases, bonuses and other goodies and then agree to meet again in a year.
A year is long…
But what could happen within the space of one year? A host of things can change at an increasingly rapid pace – and accordingly, many agreements will become obsolete not only after a year, but even much earlier. Even more serious is the fact that in a year without any constructive discussions, a gap arises that is often difficult to overcome. This is particularly critical if you want to keep an employee. And that is true even more so in times in which working people no longer assume that they have got a job for life, but dare to take the plunge much earlier.
So how can you recognise employees’ wishes for change in good time? If you keep your eyes and ears open, you’ll know when someone is starting to drift away: There is a lack of willingness to be bound to longer projects. There is more reaction than action. Under certain circumstances there may be open criticism or none at all. Every change in behaviour speaks volumes. As long as you are in regular contact with your employees, you can take countermeasures at an early stage. If you don’t, you – as a supervisor – might be very surprised when promising talents actually submit their resignations.
This is where some rethinking has to be done. Today it’s all about making companies so flexible that valuable employees have the space to develop their talents. After all, why should someone be willing to give in and become streamlined just because the company doesn’t actually allow new ideas that should provide a breath of fresh air?
If it is important for you to always stay in close contact with your employees, and to recognise and realise their ambitions and talents in order to increase your own success too. Just give me a call!
How company strategies affect competence profiles
Every company has a strategy, or at least an idea of what it wants to achieve. If the strategy is precisely defined and communicated, a basic concept of the required resources and competencies can be derived from it. Because, the right employees are actually valuable resources for the success of a company and its strategy – as underlined by the commonly-used term “human resources” . This makes it all the more important to draw up competence profiles prior to recruitment and staff appraisals that cover more than just formal qualifications and further training. After all, companies don’t buy just any machine or software, but one that best fits the requirements.
Example
Let’s take an example: Your strategy is to be a trendsetter in your field and you want to drive this forward through innovation. Then the question is where these innovations will come from. From your own research? From other companies from whom you buy ideas or patents? From young talents? In any case, the path you take will affect the competence profiles of the employees who accompany the process in the company. For example, you will need talented researchers if everything is to come from your own company. Or experienced lawyers and consultants to support you in purchasing innovative products and ideas. Or young people who speak the same language as their peers in start-ups or research projects.
So take enough time to define detailed competence profiles and rethink your organisational structures to make sure everything is consistent. This will enable you to be a leader in your market and not a follower.
If you would like me to define competence profiles and organisational structures for you – I’d be happy to do so!