| Important Links | Modules of our Software | Where does our Software help? | Legal | |
|---|---|---|---|---|
| Book a Demo | Job Sharing | Digitalization | Legal Notice | |
| Pricing | Mentoring | Knowledge Transfer | Privacy | |
| Whitepaper | Projects | Change Management | General Terms for B2B | |
| Shop | Job Rotation | Flexibilization | Terms of use for Job Sharers | |
| Jobs | Working Circles | Innovation |
| Important Links | Book a Demo | Pricing | Whitepaper | Shop | Jobs |
|---|---|---|---|---|---|
| Modules of our Software | Job Sharing | Mentoring | Projects | Job Rotation | Working Circles |
| Where does our Software help? | Digitalization | Knowledge Transfer | Change Management | Flexibilization | Innovation |
| Legal | Legal Notice | Privacy | General Terms for B2B | Terms of use for Job Sharers |
#BigIdeas2020: Forget the hype around “Big Data” – from now on let’s build a hype around “Good Data”!
2020 could be the year in which we consistently start using good data to facilitate good work flows. Good, in the sense of “good for everyone” – for companies and their goals, for employees and for society as a whole. But also for the sake of planetary resources. Because a resource-conserving lifestyle is closely related to a working world that allows for the freedom to engage in a responsible and conscience lifestyle outside of work.
How can this be successful?
The simple answer might be: through digitalization. If machines took over more jobs and human work could be automated, then everyone would have more time, right?
Unfortunately, it isn’t quite as simple as that. Read more
Study on knowlegde transfer in companies: Employees want to – but are prevented from doing so by structures
In the summer of 2019, we asked 100 people with and without management responsibility to answer the following questions: How well does knowledge transfer work in your company? What sources do you and your employees use to inform you? How well do you know your colleagues? And would you like to learn more from them? We were particularly interested in whether there were differences between employees with and without management responsibility.
HR means community building! – How to build and maintain an internal community – or two, or 20.
(Employee Communities – Part 2. Get prepared by reading Part 1 here.)
Innovation comes from the community – this was the experience of the Danish company Lego in the late 1990s. Today, 20 years later, we are all naturally active in communities – in social networks, for example. In coworking spaces, good community management has long been regarded as one of the strongest quality criteria. People with digital mindsets are community minded; they think openly and networked oriented.
And what about companies?
If they want to win these people over, they should do the same and rely on networking! By allowing, enabling and – even better – actively promoting the development of employee communities, they open up completely new opportunities for internal interaction, knowledge transfer, and recruiting. Read more
Employee Communities – Part 1: How professionals with a digital mindset work
Denmark, 1998. Lego Mindstorms, a series of customizable and hardware-controllable robots, hits the market. It doesn’t take long for the first adult Lego fans to hack the software and start customizing the robots to their liking. The results are presented on users’ own websites and forums. Lego has two options:
Lego opts for the latter – and thus, unplanned, initiates a customer community.
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Learning Out Loud: “If you want to learn something, start teaching it!” – Interview with Ellen Herschel of the Edutrainment Company
Learning Out Loud: “If you want to learn something, start teaching it!” – Interview with Ellen Herschel of the Edutrainment Company
Ellen Herschel is a Key Account Manager and Learning Experience Designer at Edutrainment Company GmbH. Together with her colleagues, she designs learning solutions for companies. The aim: to enable employees to implement what they have learned from their everyday work and to keep their desire to learn high. In an interview, she explains how this is achieved, how employees learn in a networked way, and how managers create a good learning environment. Read more
People Analytics: Know your team just as well as your customers!
There are two groups that companies probably know pretty well:
Because they pay a lot of attention to both right from the start: target group analysis, sales pitches, customer journey, competitor analysis, tracking, clustering… and so on. The idea behind it: the product must fit 100%! Then we’ll be successful – and better than the competition.
This thinking certainly has its justification. In 1980. Today, it’s outdated. Read more
„You don’t need to make work your life to do a great job.“ – Interview with Artur Kos from the Blackbird Collective
The Blackbird Collective from Berlin helps startups and medium-sized companies hire the right people. Blackbird was founded in 2015 by Artur Kos. Since then, the Blackbird Collective has grown to 9 employees, who all work 4 days (or fewer) a week, regardless of location and with fixed contracts. We talked with Artur about this special arrangement, new life and work models, and Blackbird’s vision.
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Putting the Lid on its Pot: How to Start Active Networking in Your Business
People network all the time: getting advice in online forums, communicating with friends in chats, and sharing information that they find relevant on social networks. At the same time, companies still find networking a hard nut to crack. It’s a shame, because everything they need on the path to become networked organizations is clearly already there: people who know how to network (even if they would not call it that in a private context) and who like to do it – but only if doing so makes sense to them. So, what can companies do to initiate the internal exchange urgently needed to produce innovative solutions? Read more
Sharing is caring: This is how knowledge transfer in the company succeeds
A recent study by management researchers Julian Kawohl and Jonas Wieland from the University of Applied Sciences (HTW) Berlin concludes that 64 of the 80 largest medium-sized companies lack digital experience among top management. The scientists examined the lives of almost all managers of the 80 largest German medium-sized companies, including companies such as Rewe, Bosch, Heraeus and Boehringer Ingelheim.
The study thus provides a starting point for active knowledge transfer in a company in two ways: Read more
#ChangeAgent Sebastian Kolberg – Change through collaboration and trust
Sebastian Kolberg is the Change Manager for Digital Transformation at Bayer AG. In this role he supports people and teams to journey together and shape digital transformation. As a #ChangeAgent, he is particularly interested in promoting collaborations, establishing trusting networks and jointly challenging the status quo with a view toward the customer. Good reasons to introduce him here.
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“Silo-free work at eye level” – HASPA relies on networking
Dr. Elisabeth Keßeböhmer & Nicole Vogler
The world is becoming more complex every day, and organizations are facing the challenge of responding smartly. In particular, the banking industry is strongly affected by change and urgently needs to reorient and innovate. While many banks in Germany appear uncertain and are on the decline, Hamburger Sparkasse relies on good networking and is thus definitely one of the pioneers in the banking industry. With the introduction of the internal Tandemploy software as an internal networking platform (christened “FlexWorkz”), they show how flexibilization and networking can look in a modern working environment. They use Tandemploy software to better network all employees and pave the way for new modes of working. Within HASPA, employees can now easily find job sharing, knowledge sharing (expert knowledge and career tips), reverse mentoring and lunch dating. We talked with Dr. Elisabeth Keßeböhmer (Head of Human Resources) and Nicole Vogler (HR Manager & Project Manager for Tandemploy SaaS at HASPA) about the great importance of networking in the context of digital transformation, their tool “FlexWorkz,” and their first success stories.
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#diversitymatters – “Much more has to happen here.” Interview with Ninia LaGrande
© Simona Bednarek
Ninia “LaGrande” Binias (* 1983) lives and works in Hannover. She writes for various media, hosts events and acts as a slam poet. She moderates her own TV and podcast formats and is a regular guest at cabaret and comedy shows. She also writes columns and articles for various newspapers, magazines and online portals, including RND (RedaktionsNetzwerk Deutschland), Missy Magazine, and leidmedien.de. Additionally, Ninia moderates congresses, events, festivals and numerous other formats live or in front of the camera. She is the managing director of the Büro für Popkultur GmbH (Department for Pop Culture), which was honored in 2017 as the “Creative Pilot of Germany.” She volunteers as the chair of the the Advisory Board on how to promote Hannover to become Capital of Culture 2025. Ninia is also an active feminist and has been working for inclusion for many years. All good reasons to talk with Ninia about diversity in the world of work. Read more
It’s a Match – Why We Need More “Tinder” at Work
We live in a networked world in which everything is interconnected. We have unlimited opportunities to connect with people around the globe, to find like-minded people and an expert for everything. Professional cross-company networks such as Linkedin allow us to make contacts around the world, around the clock. Why are we still so badly networked within companies? And how can internal organizational silos be reduced? Here’s why networking is the key to almost all processes of digital transformation, and what we should all do more of to improve our careers:
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What is job sharing? The most important facts.
Job sharing is a flexible work-time model in which two or more employees share at least one full-time position. They work very closely together as a team and together determine their working hours and tasks for themselves. But how exactly is this different from part time? What variations are available and for which industries is the model suitable? We have summarized the key job sharing facts, how you can apply as a tandem, and which first steps are important.
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New Collar – Working together with all employees to shape digital transformation
Today, all organizations are intensely occupied with digital transformation occupying to at least some degree, and one may assume that it has thus already reached all company areas. However, this is not the case: the debate about digital transformation and New Work is almost exclusively conducted from the perspective of white-collar employees. But what about production areas? Where does this leave blue-collar employees? Are they not also affected by the change – maybe even more than desk and knowledge workers? And doesn’t digital transformation offer the chance to completely redesign and shape the world of work and jobs (new collar!)?
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Flash organizations: matching optimal teams
In this time of social media platforms, a new term comes up every now and then: flash organizations. Very briefly, flash organizations are temporary companies that can be used to quickly and effectively implement complex projects. To do this, optimal teams with the right skills are put together within a very short time. Sounds exciting. It’s reason enough to take a closer look at the “flash organization” model.
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Four-day week and Co. – We work so flexibly!
At our Berlin office, we work with the highest degree of flexibility – and think in terms of tasks, not in fixed positions. We are always trying new forms and formats of work and trying every day to live what we preach to the outside world. In our 30-member team, all colleagues work in flexible work models. Currently we have three job-sharing tandems, four interdisciplinary project teams, five freelancers and 12 colleagues with a four-day week. We want to introduce some of them today and explain why we do what we do.
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When corporate managers and startup founders change the world of work together.
The best software in the world can only change organizations as much as people and culture allow. That is why at Tandemploy we do not only believe in the tandem principle when it comes to our job: through our new partnership with nextexitfuture, we’re changing and guiding companies sustainably – and with their cumulative startup and corporate experience. Together, the 8 founders of nextexitfuture have an impressive 160 years of experience in large companies: in top management, on executive boards and supervisory boards, and as investors. They know big hierarchical constructs, silo mentality, and the “but culture” of some internal stakeholders like the backs of their hands.
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Sustainable work is networked work – Interview with Inga Höltmann
© Axel Kuhlmann
Inga Höltmann is an expert on cultural change in business, New Work and digital leadership. She is the founder of the digital leadership academy “Accelerate Academy,” a platform for New Work and learning, and a trained business journalist. She also writes a popular newsletter and is a podcaster. All good reasons to talk to her about sustainable work and New Work.
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Insights and Inspiration – Job Shadowing at Tandemploy
Livia Freudl is Vice President of HR and Global HR Business Partner Control Products at Siemens. She also works on International Project Management, Talent Management, Team Leadership, Coaching, Change Management, Diversity and Inclusion. Since she’s interested in New Work, Livia job shadowed for two days with Tandemploy in mid-December. We talked with her about her motivations and definition of New Work.
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Trust is the key – Flexible work at Schneider Electric
The Talent Acquisition DACH Team & Jana Classen-Heizmann and Verena Schrahe-Bueth
Schneider Electric is a leader in the digital transformation of power management and automation in homes, buildings, data centers, infrastructure, and the manufacturing industry. This Tandemployer is committed to innovation, sustainability, and diversity. Flexibility also plays a big role. Key components include a flexible workplace, a flexible, integrative work environment, and flexible working hours.
Jana Classen-Heizmann and Verena Schrahe-Bueth planned a classic job share at Schneider Electric in early 2018, but then Verena got pregnant again. Without much ado, things were pragmatically and flexibly rescheduled: Jana took over as Head of Talent Acquisition DACH, while Verena worked very closely with her as a project manager. Until recently, both worked with the Talent Acquisition Team on the ideal “candidate experience” and transformed the recruiting field – part time and with a lot of responsibility. At the moment, Verena is on maternity leave, so we talked with Jana about flexible working, Flex@Work, and the corporate culture at Schneider Electric.
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Leadership in the time of digitalization
Globalization, demographic change, skills shortage, technologization, automation – external factors have changed the demands on companies and thus on managers enormously. But what does that mean for managers? How must leadership look today and in the future? Which leadership do companies need for digital transformation? And what about digital leadership?
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The new Tandemploy format: Yellow Couch Talks
What role do networks play in digitalization? How can the digital transformation be designed effectively and how can employees be helped along the way? What else is there to digitalization apart from the buzzwords? And do we really still need HR?
Every day, we get many exciting visitors at the Tandemploy office. So, we thought we would invite these digitalization experts, role models, New Workers, digital leaders and difference makers to our Yellow Couch and ask them these and other questions. Yellow Couch Talks – our new Tandemploy format for inspiration, questions, and discussions.
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For more diversity in the world of work – The Diversity Charter
We signed the Diversity Charter in September 2018 and are very excited to be part of this wonderful and important initiative. In this article, we explain the goals of the Charter, why we are part of this initiative, and how important diversity is for businesses today. Read more
How-To: Organize Your Everyday Job-Sharing Life
How many hours do you actually work in tandem? Is someone there every day? Are there two e-mail addresses or only one? And business cards? How do we reach agreements? How do we organize our appointments? Many job-sharers ask themselves these or similar questions at the beginning of their tandem work. Therefore, in our how-to article, we cover how to ideally organize tasks, time management, and communication together.
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