“Continuing education, flexibilization, corporate culture: How the Covid19 pandemic is changing equal opportunities in companies” – this is the (translated from German) title of a study published by “Initiative Chefsache” in March. It shows those who see Corona as an opportunity to finally drive change in the working world at an appropriate pace, that there is still a lot to do. And that, unfortunately, change doesn’t always mean moving forward. The numbers show that the pandemic has had an adverse effect on equal opportunities between men and women. In addition to a lack of flexible working models and a conservative corporate culture, the employees surveyed in the study complain mostly about the lack of up-to-date and appropriate learning and training opportunities.
We have compiled the most important figures from the study and used them as an opportunity to show how things could be improved and how companies can use the pandemic to make learning an integral part of the work culture in the day-to day lives of their employees, break up rigid structures, and promote positive change in terms of equal opportunities. Read more
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When we talk about a good employee experience, we also mean good educational and developmental opportunities for employees within companies. In many areas of business, continuous learning is an integral part of the job profile – at least it should be. The conditions under which organizations operate are constantly changing, sometimes insidiously, sometimes with a bang, as the pandemic has shown. But how do companies create a good learning experience throughout the entire duration of an employee’s stay within the company?
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Listening? – Easy as pie, most people will say. After all, don’t you just have to shut up and let others do the talking? But this is not the kind of listening that counts. Let’s be honest: Do you know how your colleagues are doing right now? I mean: How they are really doing? What they are dealing with? What moves them? What challenges they are facing? What’s going well and where they could use support?
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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HR is, without a doubt, one of the business areas most affected by disruption. That was already the case before the pandemic hit. This development has been further accelerated by Covid-19. In addition to new concepts for remote collaboration between employees, the focus is on personal and professional development of the people in an organization. And just like with the free choice of working hours and location, the emphasis is increasingly on self-determination. The days when middle management had the power to determine the career of the employees are over. Promoting career ownership, meaning that employees are responsible for shaping their own career in a self-determined way (with the manager in the role of a mentor and supporter), is becoming the main task of a future-oriented HR department. Organizations must create the framework for this, a framework of opportunities, if you will. Many large companies are already successfully working with software-based opportunity marketplaces such as the ones we are developing at Tandemploy. Today, we will show you what distinguishes these marketplaces from traditional talent management and why they are becoming more and more relevant. Read more
While others are just starting to address the topic of “digitalization”, employees in 58 countries and 276 cities worldwide are already using the Tandemploy software on a daily basis to network internally for a wide variety of reasons – for mentoring duos, job rotations, project work, onboarding, lunch dates, expert sessions and much more. The SaaS offers a broad range of matching topics to choose from, enabling organizations and their employees to transform into a mobile and vibrant corporate organism. Well-known companies like SAP, Evonik, Haspa, and Lufthansa are just some of the customers (and fans) of the matching software. From their Berlin headquarters, Tandemploy is not only conquering the German economy but is also increasingly gaining traction internationally. In 2020 the “brand eins” magazine listed the software in a row with Google Drive, Github, and Slack. Shortly afterward, America’s most famous morning show “Good Morning America” reported on the “Tinder for Businesses” from Germany. Read more
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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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In our series “Employee Experience” we highlight all critical Touch Points of the “Employee Journey”. Today: Letting go of employees.
Layoffs and terminations are drastic experiences in professional life, in both positive and negative terms, and for everyone involved. How appreciative we really treat each other is revealed when we decide to go separate ways. In an interview, Tandemploy co-founder Jana talks about what she learned from past separations, why it can be a good thing to take the departure of employees personally, why a positive employee experience does not necessarily end with the termination and how knowledge transfer can be successful in this special situation. 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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Many people have experienced the past weeks and months since the beginning of the Corona crisis as an emotional rollercoaster ride. Uncertainty, anger, gratitude, feeling overwhelmed, a spirit of optimism – living and working under completely new circumstances have made the different facets of human emotions visible not only in the personal realm but also between colleagues and superiors. Therefore, leadership in times of Corona requires allowing much more space for feelings. But how much feeling is good in a work context? How much of yourself do you take with you to work? How vulnerable do you want to appear? Should it be ok to show unfiltered feelings at all times? Or only the good ones? And then what to do with the less pleasant ones? Are emotional people possibly even better leaders?
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In our series “Employee Experience” we will highlight all critical touchpoints of the “Employee Journey”. Today: Professional and personal development
“Why Men Don’t Listen and Women Can’t Read Maps”, was the title of a successful guidebook published in the year 1998. And even today, people from the entertainment industry fill huge venues with their stories about shoe-buying women and taciturn men. How simple would the world be if we could just label and categorize everyone. But let’s be honest: it would also be a pretty boring world.
Hence: Cheers to diversity! – Many companies would even sign on to that now – at least if a press representative is nearby. The topic of “diversity” clearly shows the difference between employer branding – meaning how companies would like it to be – and the employee experience – meaning how employees actually experience their work environment. Designing a good employee experience (unlike branding) requires that companies, and especially the people in talent management, really know and understand the individual skills, wishes and needs of their colleagues. Making new experiences and encounters possible, when they are needed and desired, replaces classic career development based on the “Design & Deliver” principle.Read more
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In our series “Employee Experience” we will highlight all critical touchpoints of the “Employee Journey”. Today: Onboarding.
It’s 2008, on a plane to London. On board: an aspiring intern with butterflies in her stomach. Huge anticipation, because getting the position was not easy. She’s really looking forward to giving it her all. The sky’s the limit and so on.
When she finally pushes through the narrow glass door to the offices in the City of London, huge backpack on her back – sweaty but happy – ready for more warmth, a bit of glitter and confetti….nothing happens. Instead of a warm welcome, as the previous email correspondence had led her to expect, her contact person doesn’t even get up from his chair. He is kind of in the middle of something.
She is left standing there and doesn’t know what to do with herself. There is no desk for her. The rom-com she had envisioned in her head of the intern from Berlin that turns the London PR world upside-down is showing first signs of turning into a tragedy.
Will it really turn out to be this terrible?Read more
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Employee Experience begins with empathy. If a company’s talent managers really want to understand what experiences people make in the course of their professional life, they have to try putting themselves in their position as best as possible. To feel what they feel. To understand their needs. Only then can they design products that create positive experiences in connection with working in the company.
Wait a second, “Products”?? But employees aren’t customers! Or are they? Read more
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