GOLDBECK SOLAR Group’s Post

My 𝟑 𝐤𝐞𝐲 𝐭𝐚𝐤𝐞𝐚𝐰𝐚𝐲𝐬 𝐟𝐨𝐫 𝐇𝐑 from the 𝐙𝐮𝐤𝐮𝐧𝐟𝐭𝐬𝐭𝐚𝐠 𝐌𝐢𝐭𝐭𝐞𝐥𝐬𝐭𝐚𝐧𝐝 in Berlin. 𝐖𝐡𝐚𝐭 𝐝𝐨𝐞𝐬 𝐭𝐡𝐞 𝐩𝐫𝐞𝐯𝐚𝐢𝐥𝐢𝐧𝐠 𝐞𝐜𝐨𝐬𝐲𝐬𝐭𝐞𝐦 𝐥𝐨𝐠𝐢𝐜 𝐦𝐞𝐚𝐧 𝐟𝐨𝐫 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬, 𝐚𝐧𝐝 𝐰𝐡𝐚𝐭 𝐝𝐨𝐞𝐬 𝐢𝐭 𝐞𝐧𝐭𝐚𝐢𝐥 𝐟𝐨𝐫 𝐇𝐑 𝐚𝐧𝐝 𝐩𝐞𝐨𝐩𝐥𝐞 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭? 1️⃣ Even more pressure on employer brand and retention strategy Companies will become more permeable, more intertwined with a multitude of partnering organizations. The more co-creation we manage to inspire, the more our people will be exposed to other company cultures and practices on a daily basis. They will compare – and we have to make sure that our culture and practices are inherently attractive to them. Otherwise, we will lose many of our best people to other players within the ecosystem, and we will lose them fast. On the other hand, if we pass the comparison with ecosystem partners, we will gain a higher level of satisfaction among our people: „I am truly glad I work here.“   2️⃣ Partition is not divorce, it can be an opportunity   We are already somewhat used to the fact that employees do not expect to enter companies for life anymore. Now we as HR must take the next step and stop taking partitions personally. People do not divorce us; they are adults who see an opportunity elsewhere. Yes, we need to maintain the practice of exit interviews; and we need to learn from them to improve retention. But also, in an ecosystem logic, chances are high that a parting employee will be a valuable connection to another crucial spot in the system. Moreover, the employee may return a few years later – so we need to make sure that the quality of the exit process matches that of Recruiting and Onboarding. Let us treat parting employees like the valuable ecosystems connections they will probably be.   3️⃣ Respect your own ecosystem: treat external partners as such Let us consider our own ecosystems: HR management usually relies strongly on external partners, be it in Recruiting, Employer Branding, or Consulting of all types. Yes, these partnerships are transactional business relations which must pass any compliance audit at any time. But does ecosystem logic work here as well? It certainly does. External partners, in the same way as internal stakeholders, will typically bring about more value within a cooperative, respectful framework. We want to understand this to drive value within our own ecosystems.   Ecosystem logic is prevailing, and the transformation of the organizational landscape has only just begun. Meanwhile, in her key note on the „Zukunftstag Mittelstand“, Marianne Janik, CEO of Microsoft Germany offered the German medium-sized enterprises access to her Cloud and AI ecosystem. She closed her talk with a call for cautiousness: „Aber wie im persönlichen Leben gilt: Augen auf bei der Partnerwahl!“ - roughly translatable as: „As in your private life, choose wisely with whom you want to partner up“. Well said.

Generation Z calling a spade a spade. Love it! Perhaps Corporate Australia leaders are going to get a lesson in authenticity. Generation Z have heard the corporate horror stories from their Generation X parents. Generation Z are tech-savvy and highly talented. Yet how will corporate leaders attract and retain this talent? Many are taking up lucrative jobs overseas with high six-figure salaries. Watch the brain drain start to evolve over the next 5 years. #generationz #recruitment #talent https://lnkd.in/gsn7dZkP

We always stress the importance of employees leaving gracefully. Absolutely, avoiding burned bridges is wise, but there is something that we often overlook. Shouldn't companies also avoid burning bridges with their staff? Leaving on good terms shouldn't fall solely on the employee's shoulders. Former employees are invaluable for referrals, filling positions, and even returning to the fold as a boomerang. Companies need to build bonds that endure beyond the contract, rather than just expecting employees to part ways amicably. Think about the legacy your company leaves in the hearts and minds of those who venture forward.

I fully resonate with the idea that while it's crucial for employees to walk away on good terms, companies also share the responsibility of maintaining positive relationships. In environments with high turnover, it's essential for organizations to recognize the value of former employees. They can serve as valuable referrals, assist in filling positions, and even return as "boomerang" hires 💫 A culture that values mutual respect and understanding can lead to stronger networks and a positive reputation.

“…The larger truth is that professional dreams can be incredibly limiting, particularly at the start of our work lives. When we enter the workplace convinced that we already know what we want to do in a specific field and are committed to it at all costs, we’re saying, in essence, that there is very little left for us to learn, discover or be curious about. That nothing else could make us happy or fulfilled. But we can’t dream what we don’t know, and the world of “I don’t know” is expanding. According to the World Economic Forum, roughly a quarter of all jobs may be “disrupted” in the next five years. This level of change requires us (at any career stage) to be more open to new options, not less. Even the so-called safe routes may not be all that safe… This truth about “follow your dreams” highlights a companion lie and truth: We may be told “know your worth,” but the truth is you need to ‘work on your worth’….” Bonnie Hammer is vice chair at NBCUniversal. This essay is adapted from her new book, “15 Lies Women Are Told at Work: and the Truth We Need to Succeed,” published by Simon & Schuster on May 7.

#ForcedResignation Sometimes, it's not about your performance. Companies, big or small, may find themselves unable to afford you. Instead of addressing the issue directly, they create circumstances that lead you to resign voluntarily. This strategy is more common than you might think, and countless employees have faced financial hardships because of such tactics. Remember, companies prioritize their own interests and often hire and fire in bulk without much regard for individual well-being. The key takeaway? You are replaceable. Don't make your company the center of your universe. Work diligently, but understand your value beyond the confines of your current job. #ForcedResignation #WorkplacePolitics #EmployeeWellbeing #CareerAdvice #JobSecurity #ProfessionalGrowth #WorkLifeBalance #KnowYourWorth #CareerTips #WorkplaceReality #EmploymentIssues #FinancialHealth #CorporateCulture

To achieve success, employers, job seekers, and careerists should prioritize acknowledging our humanity in business interactions. Understanding and respecting human needs, emotions, and aspirations can foster genuine connections, trust, and innovation in the workplace, leading to sustained growth and fulfillment for individuals and organizations alike. #quote #quotes #famousquotes #dailyquotes #wisdomquotes courtesy https://buff.ly/42ubE9v

To achieve success, employers, job seekers, and careerists should prioritize acknowledging our humanity in business interactions. Understanding and respecting human needs, emotions, and aspirations can foster genuine connections, trust, and innovation in the workplace, leading to sustained growth and fulfillment for individuals and organizations alike. #quote #quotes #famousquotes #dailyquotes #wisdomquotes courtesy https://buff.ly/42ubE9v

This article published early last year in the Harvard Business Review made a strong case for the economic return on the investment in tenured employees. Of the two types of experiences employers need there is: 1) “general human capital”, which can be purchased from the labor market; and 2) “firm-specific human capital” that includes knowledge, social networks, mastery, and know-how generated through experience with business partners, stakeholders, customers, processes and co-workers (with retention). This type of human capital cannot be bought in the labor market but is instead built through years of service. The research also concludes that this value is not available through “contract, gig, and platform” workers (temporary or non-employees). These conclusions made sense to me, but now I can now validate the research through experience. My team over the last year has been made up of employees that have been with the company between 6 and 30 years, and the average tenure is over 16 years. The familiarity they have with the brand, the relationships they have developed with our local agents and vendors, the knowledge they bring to their decision making, and the acumen that is behind their judgment – especially where there is high complexity – has made all the difference. In the year I have been working with this fabulous team, every effort made to retain and increase the tenure of has paid dividends to our customers well beyond the investment. https://lnkd.in/gVZH97nr.

Interesting Article.