Crisis times – like we are currently experiencing – generate fear. We are left feeling uncertain because we do not know what will await us tomorrow, in a couple of days or weeks. And nonetheless we must learn to deal with this uncertainty because fear is a rather bad constant companion, so to speak.
Agility has now become a focus in all divisions of modern organisations. In truly all divisions? Unfortunately not. Precisely HR functions are oftentimes very passive there although precisely the HR function is supposed to have the mandate for the implementation of agile structures and processes. What is the problem in this case?
The Millennial Survey 2020 from Deloitte shows that: More than 75 % of Austrian Millennials do not feel sufficiently qualified for a digitalised work world. That is astonishing because we have indeed expected something different from this generation. What are we doing wrong?
Crises challenge us and sometimes even overwhelm us. Leadership during these times must be reformulated. How we will come out of the crisis will depend on the efficiency of the crisis management. We must change our routines and, in so doing, learn quickly!
The new world is forcing us to completely rethink many areas. Thus, we must also embark down new paths in recruiting and above all in the onboarding of new employees. In this regard, what must we keep in mind? What will change?
We are experiencing a time right now whereby we cannot yet perceive its ramifications at all. However, due to this situation, we are also finding out the possibilities and limits of the home office. We were not prepared for this. But where will it now take us?
The Oxygen Project links great quantities of employee, team and performance data in order to identify which constellation produces a high-performance team. There are numerous projects of this type, but does this then truly create a people-oriented HR management approach?
We are constantly being bombarded by information and it is becoming more and more difficult for us to be able to concentrate on individual details. In addition, we are constantly changing our roles and thus believe that we are becoming more and more efficient. What do we have to do in order to still avoid burnout?
We have developed a feedback culture which is increasingly being used in an unreflected manner and thus causes more damage to us than benefit for us. There are far better methods for efficiently supporting a behavioural change. We must only learn to utilise them!
My boss is supposed to have rough edges, is supposed to be my trainer, then once again a moderator or a mentor. Are our visions of and wishes for management personnel still even realistic? In this regard, are we then losing our authenticity?