Everyone is talking about skills taxonomy as THE next big thing. Why? The Corona crisis has let many companies experience firsthand what is meant by a “rapidly changing environment” and “new framework conditions” to which organizations must be able to respond. Sure, the pandemic is an extreme situation, but in terms of work structures, it has only compressed and accelerated the change that has been in the works for many years. Digitization is not a byproduct of the pandemic, but a profound technological and cultural development of global proportions that is fundamentally changing the way we live and work. Companies that fail to recognize this and neglect to update their work structures and business models will fall by the wayside sooner or later. Most likely sooner. For this update, they need one thing above all: people and all their diverse skills.Read more
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The pragmatic and visionary talk with Yannik from Kienbaum and Anna from Tandemploy
The ethical use of employee data has the potential to make all our (work) lives better – a statement that both the Tandemploy as well as the Kienbaum team would confirm immediately. All the more reason to stick our heads together and continue to push forward the smart use of data in HR. The role models: Trailblazing projects in the area of open data and smart city, such as those being implemented in Finland. These show the innovative power that data can unleash when used boldly, in compliance with the GDPR, and with good intentions. Namely, in a way that people understand that the use of their data benefits them directly and not some invisible “Big Brother”.Read more
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#justgiveitatry, is what we always say. Try things out, see what goes well, learn from mistakes, and consistently expand upon things that were successful. If you will, agile work the way we practice it is a sequence of many small pilot projects that naturally fit into the day-to-day workflow. In order to implement changes in large companies that fundamentally change the way hundreds, thousands, or even hundreds of thousands of employees work, pilot projects are a suitable and effective instrument. They make it possible to test new tools and processes on a manageable scale with little risk and to subsequently assess whether it is worthwhile to introduce them broadly. Read more
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Best Practice: How the “People Advisory Services (PAS)”-Unit of EY uses a digital Talent Marketplace by Tandemploy for its own transformation – Podcast-interview with Christian Vetter (EY)
At the latest since the onset of the Corona crisis, digital transformation has arrived on the radar of those companies that previously preferred to put off the topic until some distant time in the future. Changing established processes and behaviors, introducing remote work options and digital tools, allowing flexible hours, and all this while also dealing with the other crisis-related consequences for the core business is a huge challenge for many. Companies that are unsure how to handle these challenges on their own rely on the services of management consultancies. The major consulting firms, in turn, are also transitioning, triggered by growing digitization and changing needs in the working world. Read more
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Best Practice: This is how the Lufthansa Group leverages its full potential during the crisis
How much potential do companies waste if they do not utilize and promote the hidden talents and skills of their employees? This question is driving more and more organizations, in addition to the need to work in a more connected and flexible way, made even more visible by the crisis. A digital talent marketplace enables both: improved talent management and a collaborative, agile way of working. The Lufthansa Group recognized this and launched its talent marketplace CanDo in the middle of the crisis. In the interview at the end of this article, Tamara Winter, Manager Performance & Potential Management at Lufthansa AG, talks about the motivations, the path to the launch of the marketplace, and her preliminary conclusion after the first few months.Read more
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In part 2 of our mini series “Rock & Role” we are about to share a Tandemploy Best Practice with you. Our colleague Christoph is taking on a new role in the product team these days. In the following interview he tells us how he manages this role next to his role as Digital Marketing Manager, how it changes his daily work routine, and how he deals with role conflicts.
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Role trumps position – this assumption has proven itself at Tandemploy. Although we use job descriptions when searching for new employees, we already evaluate which strengths and competencies the new team member brings along during the onboarding process and where these can be useful outside the defined position. In this way, we raise the awareness from the beginning that no one is stuck within one job forever and signal the following: We want to get to know you – with all your strengths, interests, and wishes regarding your work with us. Over time, this often results in completely new team constellations that help us move forward, but which we did not have in mind at all when we advertised the position.
Beyond the recruiting process, the need for new or changing roles arises in the day to day business as well. Which roles are needed essentially results from the following three questions: Read more
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Corona is driving a long overdue change in the working world – that seems to be the general consensus throughout the past weeks and months. It is evident that through the lockdown, many companies have made their first significant experiences with remote working. Many of them were surprised how well it works and what a positive effect the elimination of business trips and the proximity to home have on people’s productivity. Managers have come to realize that they can rely on their employees even when they are not physically present at the office. These positive new experiences are an important foundation on which companies can build new forms of collaborations. So, do they still need policies then? Legal regulations that influence certain business decisions? Read more
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Purpose is considered one of the cornerstones of New Work. In “Reinventing Organisations” Frederic Laloux speaks of “Evolutionary Purpose”, that companies of a new type are trying out. At first glance, this may sound a bit esoteric, but it touches upon an essential survival strategy for organizations in a world in which requirements and needs are constantly changing. Because if companies keep returning to their core values, to what drives them, and to WHY they exist, they can always align their actions with these principles, regardless of the external influences they face. Read more
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BPM meets Tandemploy: Since last week the 4.700 members of Bundesverband der Personalmanager (BPM) (Association of HR Managers) can use the Tandemploy Matching-Software to network, find mentoring partners or experts and connect for lunch dates. In our interview, BPM’s Vice President Frank Kohl-Boas and Tandemploy-CEO Jana Tepe share some insights of the collaboration and describe how networking can be an accelerator of change in companies and organizations.Read more
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Is technology the answer? This is – in summary – the central question of a remarkable article recently published by business analyst Den Howlett. The text is based on Siemens’ decision to establish the home office as the standard for more than half of their employees worldwide, thereby transforming their corporate culture. Other large corporations, such as Allianz, have now followed suit with similar announcements.
The discussion about home office is never just about working remotely. The question of how organizations will work after the pandemic has far-reaching consequences – not only for the economy as a whole, but also in terms of a new work-life reality for hundreds of thousands of employees. Read more
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As we all know, normality is a question of perspective. ‘That’s not normal!’ some people might say. Others might ask ‘What is normal?’. And the next group will claim ‘Normal is boring’. And: Who wants to be boring? Don’t we all want to be a little bit different? And don’t we have to be a little different in order to be innovative? But if everyone is different, then what is normal? Does the category “normal” still work in the VUCA world, where things are changing at a rapid pace?
If you’re looking for an easy answer to the question “What is the New Normal”, you will be disappointed. Instead we need to uncover the core values of the organization that we are working for and, from there, pave new paths for collaboration together. The result? – Unknown. And that’s a good thing. Read more
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Nowadays, being in therapy is no longer something to be ashamed of. More and more people openly acknowledge that there are things that they cannot manage on their own. Some might even say it is “en-vogue” to go to therapy. My house, my car, my therapist, and so on. Most likely every development brings its exaggeration with it.
And yet: Perhaps we need some kind of large-scale therapy – in companies! Perhaps a broadly applied cognitive behavioural therapy will finally bring about the much-needed breakthrough in thinking. Maybe only the direct confrontation with the knots in our own heads, which can’t be untied with home remedies, such as the occasional workshop or the diligent consumption of the Tandemploy blog, will help. Read more
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The “Gig Economy” has a bad reputation: the US company Uber is on a suing spree, AirBnB has made it necessary to create new rental laws, delivery services and platforms for creative services are under fire. Ok, hold on, Gig Economy – what was that again? – The analogy to the musical gig actually fits quite well. Similar to artists struggling from performance to performance until the big breakthrough comes, freelancers and self-employed people work themselves from job to job, with the big difference that for them there is no prospect of a big breakthrough. That is because these brokering platforms – Uber, AirBnB, 99designs, etc. – claim these for themselves. They are often worth billions, while the actual workers are working under bad, sometimes even illegal conditions.
So, what exactly is desirable about that? Read more
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Since March of this year, Digital Leadership primarily means Remote Leadership. Companies are discovering that being able to work from any location comes with many advantages, but also with new challenges. Ultimately, they all lead to one big question: How much physical proximity does leadership need?
At Tandemploy we also ask ourselves this question again and again. Our 30-person team has been working in many different locations, not just since Corona. At the same time, we have a strong home base with our Berlin office. However, this is not used by all employees to the same extent. How does that affect the team dynamics? How do team leaders manage to make all employees feel involved? And how can digital communication tools promote good leadership instead of hindering it?
Here we summarize our top 5 learnings from seven years of Tandemploy (and ten weeks of lockdown) for you.Read more
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Simply put, a matching process brings together what belongs together. To each their own or a lid to every pot – or rather, learning needs and know-how or project and skills. And here we are, right in the middle of Skill Matching and the question of what the whole thing has to do with the changing world of work. Read more
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