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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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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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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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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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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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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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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Heike Gäbler is the founder of the Female Co-Founders initiative, which strives to promote more diversity in founding teams, especially in the German start-up ecosystem. The focus is on networking opportunities for women and men who are looking for a female co-founder. In regard to our focus topic this week – “Emotional Agility” – we asked Heike about her perspective: What is her opinion on the widespread assumption that women are better able to show and use their emotions in a work context? 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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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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Tandemploy means “think big” – and this also applies to our definition of skills:
”Skill is the infinite potential of people in an organization. It is everything people bring with them and want to contribute.”
(The sky’s the limit and so on.)
When is a skill a skill
If you want to work with skills, the definition should be a bit more specific. Because not only the HR department has clear criteria and classifications, our skill matching software also follows a system that identifies and classifies skills. And: If we want to discuss skills that companies urgently need now and in the future, we need to be clear about what we are talking about. 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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I am in my mid 30s and therefore do not, by definition, belong to the so-called Digital Natives. But even though, digital tools are a natural part of my day. Half of my life is on Trello, I write about topics revolving around the digital transformation and I work remotely with different constellations of people and with a wide variety of sharing tools. I consider myself to be one of the “young and wild”, the digital heads and the like – and then I sit on the metro amongst a group of 12-year-olds and think to myself: I don’t have a clue what they are talking about. ‘Have you seen Lisa’s meme on TikTok – so f*#$% LIT!’ While I inconspicuously search for “Tick Tock” on Ecosia, I catch myself thinking ‘When I was your age, I was playing football outside with my friends, instead of wasting so much time on a smartphone.’
I had always sworn to myself never to say things like “When I was your age…”. Suddenly I feel very old. Not even 20 years separate me from these youngsters. Fifty years separate them from my parents, of which one is still working. I ask myself: How can people, that have been socialized in two completely different worlds, work together? In one company? Towards a common goal?Read more
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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
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(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
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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:
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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
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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
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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
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