The fight for talent, the effort to keep good people on board is a central task of companies, especially in times of boom and shortage of skilled workers. It is becoming increasingly difficult to procure and retain this important resource. While career opportunities and content were once decisive factors in the choice of the right employer, sustainability criteria are now becoming increasingly important. The so-called Generation Y, to which today’s well qualified specialists belong sociologically, are no longer as career-oriented as the generation before them. Their view of the company is much more value-oriented. What environmental standards does the company have? How does the company position itself on socially relevant issues? How sustainable and fair are the products? Where and how is the company socially committed? Things like “Life-Work-Balance” have also long since become important decision factors. Generation Y first questions everything. And it seeks answers.
We know the factors that contribute to a good employer’s reputation today:
Digital transformation is increasingly challenging entire value chains or parts of them and is increasing the pressure on companies to change.
Unsatisfied employees or a bad corporate culture are quickly shared by the workforce in appropriate forums. And as the No. 1 source of information, the news spreads largely uncontrolled via the Internet.
Employees demand transparent, comprehensible decisions from their managers and want to be included in these decisions. The increasing pressure from the introduction of agile working methods also calls traditional leadership patterns into question.
For companies, this means not only acting in a value-oriented manner, but also linking these activities with the corporate values for internal communication and for recruitment communication. So you have to answer the questions: What does the company stand for? How is this expressed in the company’s activities? And what are the personal benefits for existing and potential employees? The resulting opportunities for companies are two-dimensional. On the one hand they can play off a possible added value against competitors, on the other hand employees are important multipliers who communicate outside the company in social forums.
Since the introduction of the Dow Jones Sustainability Index, sustainability has had a direct influence on the company ratings of analysts and rating agencies. The more committed and successful a company is to sustainability, the higher its value will rise. For companies, inclusion in the index is a great opportunity to further impress analysts and investors.
In various sustainability categories, points can be collected that are reflected in the analysts’ rating of the company value. One of the categories with a high weighting is “Occupational Health and Safety”. What does a company do to protect the health of its employees and make their work safer?
In manufacturing companies, for example, low accident rates are a sign of good occupational safety standards. But in reality it often looks different. Despite a variety of measures and information materials, too many accidents occur. The routine that begins in recurring work processes becomes a problem here. The task of successful occupational safety communication is to break down this routine.
Psychologists know: Occupational safety is an ongoing learning process. This is maintained by the employee through intrinsic motivation, the enjoyment of learning as an end in itself. The basis for this is the feeling of self-determination that can be created through social integration. Combined with interest, i.e. an emotionally positive attitude, it is the best way to anchor safety thinking in everyday working life.
Our experience shows that role models succeed best in making an emotional appeal for one’s own safety and that of colleagues. In this way, the rules are internalized and even ambitious accident prevention goals can be achieved.
In times of increasing globalization, regulation and concentration of markets as well as an increasingly tough competitive environment, entrepreneurial decisions regarding objectives and strategy have to be made ever more quickly and often profoundly. This applies both to the development of new products and services and to the development of new business models. In this environment, it is the task of corporate management to give orientation to its stakeholders – and above all to its employees – and to promote understanding, trust and support for the corporate course.
In practice, a strategic reorientation usually meets with resistance within the workforce. Fear of change and the new challenges are widespread and also human. An effective change management is indispensable in order to be able to swear all employees to the new course. Change Management is always addressed to the people – i.e. to the employees – and aims to implement changes comprehensively, smoothly and permanently.
In concrete terms, this means that managers must enter into a dialogue with their employees. This requires openness and trust as well as the willingness to allow discussions. In practice, many companies want to embark on a new culture of trust, but are often faced with the question: How much discourse can, must and do we want to allow? And how do we manage an orderly communication and discussion process in terms of content and organization?
We offer many years of expertise in change management. As sparring, enabler or implementer, we have the experience, tools and creative ideas for effective change management to ensure the smooth and lasting implementation of your change.