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
https://www.tandemploy.com/en/wp-content/uploads/sites/3/2021/02/Best-Practice-von-Tamara-Winter-1.png450800redaktionhttps://www.tandemploy.com/en/wp-content/uploads/sites/3/2020/03/Logo-Tandemploy-Distance-Corona-300x65.pngredaktion2021-02-01 06:53:492021-02-01 06:57:55How-to: Launch a Talent Marketplace within a company
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.
https://www.tandemploy.com/en/wp-content/uploads/sites/3/2020/12/Tandemploy-Best-Practice4.png450800redaktionhttps://www.tandemploy.com/en/wp-content/uploads/sites/3/2020/03/Logo-Tandemploy-Distance-Corona-300x65.pngredaktion2020-12-18 10:51:012021-01-14 11:41:26Tandemploy Best Practice: “Doing the same tasks over and over again would feel extremely demotivating to me.”
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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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