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From job sharing platform to talent marketplace – the story behind the strongest HR-Tech brand in the DACH region

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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New Normal: 5 impulses for a New Normal in organisations

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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EX-it: Why it is good to take layoffs personally

Employee Experience – Touch Point #3:

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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Knowledge, competence, talent – what counts in the end: liquid skills!

So what are skills?

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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X or exit: Three radical theses on the employee experience – and how it can be done differently and better

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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There is no second chance for a good onboarding! – Bring new colleagues on board with these tools

Employee Experience – Touchpoint 1: 

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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“War for Skills”: Get the changemakers out of the isolation of the labs!

In the past few weeks, we have repeatedly been attested war-like circumstances in view of Covid-19. For HR managers nothing new so far. They have been at war for years, the “War for Talents”. This bellicose phrase has become part of the standard vocabulary in the HR field.

There are three main reasons for the tough HR challenges in the talent market:

  • the global competition,
  • the demographic shift,
  • the change in values, especially among young people.

Covid-19 and its aftermath now give the combating parties – companies all over the world – an involuntary cease-fire. The uncertain situation has led to hiring freezes and consequently to free time, which HR staff could and should use to reevaluate whether, over the past years, they have been fighting for the best people with the right “weapons”. Read more

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Don’t mess with your X: Anyone can manage HR! But what about designing HX?

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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Study on knowlegde transfer in companies: Employees want to – but are prevented from doing so by structures

In the summer of 2019, we asked 100 people with and without management responsibility to answer the following questions: How well does knowledge transfer work in your company? What sources do you and your employees use to inform you? How well do you know your colleagues? And would you like to learn more from them? We were particularly interested in whether there were differences between employees with and without management responsibility.

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Study on knowlegde transfer in companies: Employees want to – but are prevented from doing so by structures

In the summer of 2019, we asked 100 people with and without management responsibility to answer the following questions: How well does knowledge transfer work in your company? What sources do you and your employees use to inform you? How well do you know your colleagues? And would you like to learn more from them? We were particularly interested in whether there were differences between employees with and without management responsibility.

Read more
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