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?
https://www.tandemploy.com/en/wp-content/uploads/sites/3/2021/03/IMG_6652-1030x579-1.jpg5791030redaktionhttps://www.tandemploy.com/en/wp-content/uploads/sites/3/2020/03/Logo-Tandemploy-Distance-Corona-300x65.pngredaktion2021-03-13 10:37:432021-04-06 12:30:38Work-Learn-Flow: Let employees learn, what and when they want to!
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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Friederike Euwens is an organizational psychologist and, with her company AllesRoger, she facilitates the human side of digitization. As New Work Facilitator, she accompanies organizations through the process of finding their own unique approach to New Work – for instance with agile coaching and sparring offers on the topic of “self-organization”. In her work, she relies, among other things, on effectuation, a method that offers important leeway during the Corona crisis. In the course of our current series on „Resilience“, we asked Friederike how companies can move from shock paralysis into action. Read more
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The change that has been discussed, philosophized, talked about (talked to death even) for years, is suddenly here. And with a force and speed that has surprised many. In a good way, but not only. The realization that from one moment to the next nothing will be the same as before has unsettled many people. Even if they were covertly aware that the world was undergoing a fundamental change, they didn’t fully understand how this change would affect them until now. It’s too late to dodge the bullet.
We all have to say goodbye to routines, to a feeling of security, and to the idea that the others will know what to do – the boss, the colleague, the expert, the board. Regardless of which organizational level you look at: everywhere people are forced to do new things, to try things out, to throw the familiar overboard, and to go new routes without knowing whether they will bring the desired result. 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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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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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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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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