Category Archive Change Management

Skilled Worker of India are going to come to Germany

Skilled workers from all over the world: Recruiting made easy for companies

There is a shortage of skilled workers in Germany. The lack already leads to sales losses in many companies. This is why TÜV Rheinland Academy has developed a practice-oriented model with which it is possible to recruit qualified specialists from all over the world on time. The first automotive mechatronics technicians to work at Hyundai dealers in Germany will be coming from India these days. TÜV Rheinland Academy takes over everything that burdens companies. How does the process work?

Hardly any medium-sized company or group is satisfied with the recruitment of skilled workers in Germany. Depending on the study, up to 450,000 well-trained specialists are lacking each year, mainly in the STEM subjects, i.e., Science, Technology, Engineering and Mathematics.

Since other countries in the world are much more consistent in their qualification of STEM, international recruiting is a sensible way for industries and companies to cover the shortage of specialists and to match demand and need perfectly. If only it weren’t for the lack of contacts to suitable applicants, the language barriers, and the associated bureaucracy to allow international specialists to enter the country. Just thinking about it might make some HR departments feel overwhelmed. Even though the law on the immigration of skilled workers has lowered some hurdles, specialized know-how is needed to organize the legal prerequisites for the migration of immigrants into the local labor market.

TÜV Rheinland Academy has now developed a model with which companies can meet their demand for skilled workers in a targeted and timely manner – without having to worry about the associated formalities and the sophisticated recruitment and qualification process – to overcome precisely these hurdles. Above all, they can be sure that the new employees actually meet the desired requirement profile.

The Academy is currently running pilot projects with various partners from the motor vehicle sector. The initial pilot project was launched at the beginning of 2019 to meet the demand for automotive mechatronics technicians at Hyundai Motor Deutschland GmbH. By 2022, TÜV Rheinland Academy is to recruit up to 250 specialists in India. The first 100 have already been won and are currently being prepared with their local colleagues for their deployment in Germany. The new employees commit themselves for at least 36 months. If an employee is absent prematurely, TÜV Rheinland Academy will fill the position again.

Good qualification and motivation
With the new model, the client benefits from the expertise of TÜV Rheinland Academy in the area of competence development and from the internationality of TÜV Rheinland Academy in more than 26 countries. Cooperation within the TÜV Rheinland Group begins with a competent local recruitment process and continues through to integration management in Germany.
In the current case, the Indian branch of TÜV Rheinland Academy identifies suitable candidates on the basis of the requirements profile drawn up by the client. In India, for example, there are seven university degrees that are comparable to the occupational profile and competence profile of the local mechatronics technician. The shortlist will include applicants who speak excellent English and have at least two years of practical work experience. Together with the client’s personnel, TÜV Rheinland Academy conducts the first interviews with applicants. Besides, the candidates are thoroughly prepared both linguistically and technically for the future requirements in Germany. Via language schools and in future also by means of virtual language training, they acquire language level A2 with a certificate and take the B1 examination in the first three months after arrival and are further qualified to B2 if required.
If there is a need for further professional training, the specialists to be placed are trained in the contents by TÜV Rheinland Academy with online learning that has been tried and tested over many years. The complete materials of the dual German vocational training as a mechatronics technician form the basis.

Complex procedures for professional recognition and entry
Once the mechatronics engineers have signed their employment contract, the TÜV Rheinland Academy team in India will continue to guide them through the process. Among other things, it prepares them thoroughly for the cultural and labor law conditions in Germany – supported by the team of TÜV Rheinland Academy in Germany. The German colleagues take care of the recognition of the Indian qualification certificates in this case and the residence regulations. TÜV Rheinland Academy has agreed with the Cologne Chamber of Crafts (HWK) on a procedure for the examination of certificates so that formal recognition by the decentralized HWK can take place quickly. Visas and other proofs, according to the recently passed law on the immigration of skilled workers complete the preparation for entry. By the time the plane takes off for Germany, around 30 documents per person will have to be processed, partially translated, and certified. This effort has already been standardized to such an extent that TÜV Rheinland Academy will be able to bring numerous specialists to Germany every month in the future if required.

It is still a pilot project, but it is starting off so promisingly that it will be extended to other countries in the international TÜV Rheinland network as well as other technical professions and sectors. Numerous other companies from medium-sized businesses and industry have already expressed a great deal of interest. Soon we will report on the progress of this project – the best thing is to come back soon.

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New Work: From profession to competence

If you’re going to remain competitive in the labor market, you have to develop your competencies. If you want to monetize your workforce, you have to be flexible and willing to learn. Hardly anyone works his whole life in the same profession. This applies to both companies and employees. In the USA, sometimes competencies are already more important than the vocational qualification once acquired. Is that the future?

The ever shorter half-life of once obtained knowledge has been further shortened with the advent of the computer, rationalization, and automation. Since the 1980s,  it has become increasingly clear that lifelong learning is essential in many occupations. The professional idea, which is based on having undergone a clearly defined education and which has since developed further through real on-the-job training, is becoming more and more defensive. Today, the profession is at best an entrance ticket to the foyer of professional life, which after a few years is hardly suitable as a ticket for the next levels of the career ladder.

New Work in the Age of Digitalization

In the developed economies of the West, further development of the professional idea can already be observed in the nineties. In the USA, labor market researchers and labor ministers such as Robert Reich already recognized in the first Clinton Administration since 1993 that the dependent middle class needed access to the labor market even without a university degree. Inspired by the theses of “New Work”, which the Austrian-American social philosopher Frithjof Bergman founded in the 1980s, employment and education programs were developed that no longer addressed the deficits of the rural unemployed, but rather the existing competence that needed to be developed. Starting from the thesis, which has been refuted today, that the job system is at its end, the freedom of action and independence of people beyond gainful employment must be promoted. After the New Work was discussed a dozen times up and down, the term is now experiencing a renaissance with digitalization, but with different signs. Again, the motive is to open access to the labor market to a detached “working class”. Unlike Bergman, however, it is not a question of the emancipation of the former industrial workers in the “Rust Belt”, as the Democrats call them “White Trash”. Rather, it is digitization and the shortage of skilled workers and the associated lack of digital skills in companies that have led to the emergence of new qualification programs in the USA.

TechHire relies on competencies beyond formal qualification

If you can do the job, you should get the job: Since 2015, the social enterprise TechHire has been expanding in the USA, operating over 200 training facilities in 72 municipalities in social partnership with 1,300 employers. The model is similar to a dual training program according to the German model. The experts use online entrance tests to identify competencies and interests. Discussions with potential employers follow this. After a few months of all-day training, the participants complete an internship in a company. A wide variety of local TechHire companies specialize in qualifications in technology industries. Specifically, they have improved matching between job seekers, employers, teachers, policy-makers and local training groups: the online tool “training finder“, developed by LinkedIn’s business network, links relevant information on competence profiles and income opportunities, skills required, training programs and vacancies for different job advertisements.

Thus even applicants who do not formally have any qualifications, but who have acquired competencies even in self-study, have a chance to specifically promote them in order to get them into jobs. Autodidacts, for example, who work on computers in their spare time also have a chance to get a job as a software tester with 40,000 dollars after a qualification. TechHire’s competence-oriented approach has already enabled companies to fill 4,000 vacancies that would otherwise remain vacant today.

Conclusion: Competence development creates a vocation

TechHire and its partners have thus managed in an unbureaucratic and, above all, intelligent way to make a contribution to reducing the shortage of skilled workers in companies and to imparting new individual perspectives to people by promoting competencies. A mission to which TÜV Rheinland Academy has committed itself, particularly in the field of technical professions. Digitalization is constantly creating new requirement profiles for which it is necessary to establish appropriate competence models that enable people and organizations to remain capable of action and to actively shape both the present and the future. Artificial intelligence, digitization and automation will create many new jobs that will have to be taken over by today’s “skilled workers”. The way there is competence development on the job, actively supported by companies that have recognized the value of lifelong learning. It is also important to lay the right foundations in the field of initial vocational training for young people and to start thinking about tomorrow’s requirements today. Application cases of TÜV Rheinland Academy, which as a partner supports governments in various countries worldwide in establishing competence development via the dual training system according to the German model, close the technical education gap between state schools and degrees and the requirements of the industry. In this way, people and companies are actively enabled to master the challenges of digital transformation. In individual cases, personnel certifications ensure that competencies are always up to date and ensure a uniform quality level of the employees in the company.

 

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How XR boosts technical competence

So-called XR technologies are enjoying great popularity in education. After all, Extended Reality (XR) can be used to convey a wide variety of learning content in an extremely practice-oriented way. But how does this actually work? An overview.

Try it. It’s about studying: That’s why flight simulators have been around for almost as long as the aircraft itself. The first were built more than a hundred years ago and consisted of mobile platforms that could be used to simulate the most important flight movements. A seat, a joystick, a few ball joints: these were the beginnings of pilot training.

Immerse yourself in virtual learning worlds
Today, on the other hand, the first dry runs for young pilots feel much more realistic – not least because airlines are increasingly relying on so-called XR technologies for pilot training. XR stands for Extended Reality and combines different virtual technologies under one roof. In modern flight simulators, for example, virtual reality tools play a major role. This allows challenging situations such as storms or engine failures to be simulated realistically. The advantage: Those who have already familiarized themselves with the imponderables of airspace in a flight simulator will be much more familiar with the first real cross-country flights. To make such realistic experiences possible on the ground, you only need two things: VR glasses and a computer program that generates the desired environment. When the user puts on the VR glasses, he can immerse himself in this artificially generated environment and move freely in it virtually. In contrast to a film or video game, it is no longer an observer, but part of the scenery.

Augmented Reality (AR): adding information to the real world
While VR technologies enable immersion in virtual worlds, augmented reality (AR) enriches reality with artificial elements. In concrete terms, this means that users remain in the real world, where they can perceive not only real information, but also computer-generated information or content. In other words: VR technologies put the user in a virtual environment. AR, on the other hand, brings virtual objects into the real world.

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AR technologies are also used for training purposes. For example, trainees with special glasses can safely work on virtual welding objects, as it is already the case with the training at TÜV Rheinland Academy. With the help of TÜV Rheinland, RWE Power has also simplified training for maintenance work on bucket wheel excavators and other heavy equipment using XR technologies – and can thus relieve operators of large equipment. To this end, maintenance personnel are trained via data goggles so that they can perform their tasks safely for people and the environment and effectively – even if their last assignment was a few months ago. Different levers and switches are visualized through the glasses in the form of holograms, functions of the switching elements in the driver’s cab are explained in detail, work processes are explained step by step. The application is not faded in statically in the image field, but blends seamlessly into the real environment. In the case of RWE, this means that the training of maintenance personnel not only takes place in the “classroom”, but also on the heavy equipment itself. The application, developed by TÜV Rheinland’s Digital Learning team, detects the shovel excavator’s driver’s cab and positions the hologram of each control element exactly where it should be. This enables maintenance personnel to find all the necessary levers and switches in no time at all and to apply the practical knowledge acquired by AR in practice without any problems.

XR – an important trend in the teaching of technical skills
It is not for nothing that XR technologies are regarded as an important future trend in the education sector. They pave the way for location-independent and thus cost-effective training courses, are much more fun than conventional training courses and – most importantly – ensure that the practical transfer of theoretical learning content is successful. Accordingly, TÜV Rheinland Academy is currently consistently expanding its range of XR training solutions, for example in the area of forklift driving licenses or in the area of mobility and engineering. As the Chinese philosopher Confucius says: “Tell me and I will forget, show me and I may remember; involve me and I will understand

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In 48 hours to more employee health

According to the World Health Organization (WHO), stress is one of the greatest health threats of the 21st century. It can hit anyone and cause massive mental and physical problems. For this reason alone, employers should find the right way to deal with stress in the workplace early on and consistently, and support employees as needed. Find out how well this works.

Psychological stress at the workplace is increasing. As a result, the health insurance funds in Germany alone have been recording a steady increase in stress-related sick leave for years. Of about 15 days of absence per capita and year, an average of 2.5 days are currently spent on psychological complaints. According to a recent survey, one in five workers across Europe is under stress every day and one in three is thinking about moving to a less stressful job.

Stress costs the economy billions

Mental illnesses also cost the economy dearly. According to the Organization for Economic Cooperation and Development (OECD), the economic costs of mental illness in the European Union (EU) alone amount to around 600 billion Euros annually. Especially since many countries now even prescribe the risk assessment of psychological stress at the workplace by law. Workplace health management therefore pays off for companies in every respect. But not every professional requirement is detrimental to health. Thus, stress in moderation can also encourage higher performance, promote personal development and give positive impulses for the quality of life and work. It is therefore crucial for companies to recognize at an early stage what strains have negative impacts on the workforce and its motivation.

Facts decide

But how can well-founded insights be gained beyond the subjective statements of employees? With the Resilience Check, TÜV Rheinland for the first time offers a program that objectifies the subjectively felt physical and mental stress of employees on the basis of reliable measured values – from heart health to sleep quality and recovery to general fitness. The resilience check provides companies with an instrument for realistically assessing the physical effects of stress on the workforce – and initiating long-term, needs-based preventive measures. This makes it a useful addition to risk assessment and becomes a valuable element of occupational health and safety and health management.

Determine individual stress factors

On the one hand, the individual employee benefits. After the online questionnaire on the physical condition (e.g. high blood pressure, type 2 diabetes, sleep quality) and psychological condition (work-related behavior and experience pattern) in the context of their work has been completed, a chest strap measurement is carried out. On two ideal working days, different vital data on heart health, sleep quality, stress and physical activity are measured using a sensor that is attached to the skin like a plaster under the breast. A personal health report is automatically delivered at the end of the measurement. On the other hand, the company receives an anonymous company report for the targeted planning of company prevention measures: With simple anonymized comparison values across e.g. departments or locations, focal points for action are prioritized.

A classic win-win situation: employees learn which stress factors particularly motivate or burden them, employers get a holistic picture of the state of health of their own workforce – and can then focus on health prevention. For example, by realigning work processes, planning additional resources or designing offers for occupational health prevention in a target-group-specific manner, whether health advice, planning measures or introducing a holistic occupational health management system. Learn more about how you can optimize your workplace health management:

https://attendee.gotowebinar.com/recording/1667794604145327885 (German only)

 

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9 Tips on how learning to learn!

“Not for school, for life we learn.” The Roman philosopher Seneca already knew that. The logical consequence of this realization is lifelong learning. We will show you how to stay on the ball with the right learning strategy.

App developers, data scientists, Artificial Intelligence experts: Digitization is already creating numerous new job profiles. According to estimates by the World Economic Forum, 65 percent of children attending primary school today will end up in occupations that do not yet exist. On the other hand, traditional craft trades, for example, will increasingly disappear from the scene.

Anyone who wants to gain a foothold in the professional world of tomorrow has to be flexible and open to new ideas. One thing’s for sure: At a time when employees are constantly confronted with changing conditions and requirements, it is important to learn. And not only in studies and training. It’s best to do it for life. Whether education courses, e-learning, webinars, coaching, training or certifications – the offer of possibilities is vast.

Nevertheless, only every second person makes use of it. Some shy away from the effort, others fear to fail because of the learning material. No wonder, after all, it has been several years since many employees last went to school. And some people already had a hard time learning back then. This makes it all the more important to relearn or re-learn the targeted (intentional) or incidental (implicit) acquisition of new skills. With the right learning strategy, nothing can stop the learning success, even for adults. You should consider the following points:

  • Set schedule
    Unstructured and unorganized learning rarely leads to success. Instead, you should define fixed learning times for yourself. It is better to learn an hour every day than to spend the whole weekend studying. Tip: An organizer helps you to prioritize tasks and process them in a targeted manner.
  • Define milestones
    Intermediate goals ensure that the motivation to learn does not diminish over time. So set different sub-goals right from the start – and reward yourself if one of them is achieved. The advantage is that you can easily keep an eye on both the path you have already reached and the path ahead of you.
  • Determine personal learning style
    While some people expand their knowledge through the consumption of specialist books, others learn better through listening, watching or trying out. Find out whether you are a visual, auditory, motor or communicative learner. You can then put together the best learning techniques for yourself.
  • Use suitable tools
    There are a number of different methods for internalizing the teaching material: from the classic index card system, to notes, mind maps and learning posters, to practical experiments and learning groups, help to anchor numbers, data and facts permanently in the brain.
  • Learning with all senses
    The more sensory channels are involved in the learning process, the better what has been learned is internalized. Who only listens during learning, keeps 20 percent of the teaching material, who uses eye and ear, already 50 percent remain in the memory. It is best to bundle visual, auditory, motor and communicative tools. Because then the memory rate even rises up to 90 percent.
  • Creating (free) spaces for learning
    Just insert a short learning unit on the sofa during the TV commercial break? Forget it! Learning requires concentration. The prerequisites for this are a calm atmosphere, a fixed learning location and regular breaks in which the brain can process the information it has acquired.
  • Bringing in a horizon of experience
    Children usually learn faster, while adults benefit from a wealth of knowledge acquired over the years. Use this so-called “crystalline intelligence” and link the subject matter with your personal experiences and insights. This improves your learning success.
  • Keep moving
    Movement activates the motor centers of your brain that are involved in the processing and storage of information. In other words, content is easier to internalize if you move while learning. So when you’re learning, get up from time to time and take a few steps.
  • Practice, practice, practice!
    Practice makes it perfect: regular training enables what has been learned to be permanently anchored in the brain. Never rest on your laurels, but also repeat knowledge that you have already mastered.

 

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7 Myths of leadership – that you should forget

In the context of digital transformation, how can and how should managers and executives ensure with qualified leadership that teams and individual employees remain healthy, qualified and motivated – despite the stress brought on them by change and dynamic working conditions? For example, first of all be self-critical: After all, if things don’t run smoothly in the company, productivity and innovation rates fall short of expectations and the company falls steadily behind in the market, this can be caused by the coexistence of traditional and modern management models. Some executives like to cling to outdated models of staff management – and at the same time hope to somehow manage to survive the change. Dr. Sven Grote, who also talked about the TÜV Rheinland dialog “Human and health”, addresses the most important management myths.Read More

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How does the culture of prevention succeed?

Today, VUCA shapes the modern working world: it is subject to volatility, uncertainty, complexity, and ambiguity, that is what we today call digital transformation and the associated disruption. In times of VUCA, what does that mean for the health of workers and the competitiveness of the company?  This central question goes to Prof. Dr. med. Joachim E. Fischer in an interview with tr-academy.com. The Director of the Mannheim Institute for Public Health at the Medical Faculty Mannheim of the University of Heidelberg sees in the “FreuSinn” – joy at work – a central factor for a healthy and motivating Leadership 4.0. In his opinion, the thesis that prevention is better than cure – is more relevant than ever.

In your opinion, how can one reconcile protecting employee health and the competitiveness of a company?

Traditionally, the culture of prevention has been meant: We protected employee health with technical measures designed to reduce exposure to risk. We have achieved an exemplary high standard in this regard. Today, digitalization has taken over the workplace and has increased the amount of knowledge work employees do. The demand for flexible, individualized solutions is increasing, especially in industrial settings. This is changing the kinds of health protection we need to provide. Averting physical risks is taking a back seat and it’s becoming more important to strengthen employees’ ability to cope with challenges. Adding to the complexity is an increasing unpredictability and uncertainty, often even contradictions, which are not exactly diminished by current political upheavals, whether it’s Brexit or American tariffs.

But people need sufficient security in order to tap their potential. The culture of prevention in the sense of using conventional health campaigns such as veggie day in the staff cafeteria, health awareness days, or healthy back training is far too short-sighted. By taking the opportunity to find out what will help employees develop their potential and thus increase the company’s competitiveness is often good for their overall mental health. The aim here is to find the best possible intersections: this is at the heart of the new “culture of prevention.”

You see having a sense of joy (“FreuSinn”) as a central factor of the culture of prevention in the sense of a healthy and motivating Leadership 4.0. What exactly do you mean by this?

Originally, it was out of pure scientific curiosity that we asked more than 20,000 people whether they look forward to going to work in the morning when they wake up and whether their work helps them see their lives as meaningful. We were quite surprised when those employees who could fully agree with both statements were healthier, even down to biological markers, and described themselves as more effective. We decided to name this phenomenon “FreuSinn.” Obviously it is joy, not fun, and experiencing the job as meaningful is vital to these people. It is close to what others have described as “flow.” And we know from neurobiological research that the frontal lobe of the brain is particularly active when these conditions are active. It is in the frontal lobe where we think, decide, invent, judge, plan. In other words, exactly those things today’s knowledge-based economy and society need.

If a company’s ability to create value increasingly depends on employees’ using the frontal lobes of their brains and not shutting that aspect of their humanity down when they cross the entrance gates, then it is up to managers at all levels of the hierarchy to create the conditions for more joy and meaningfulness at work. This does not necessarily make the management task any easier, because there are no simple formulas to follow. Sometimes it might involve simplifying disruptive processes. It might be allowing certain people to work from home or it might involve firing people that are disrupting the team with their poisonous attitudes. An important task in this regard is to cushion the ubiquitous uncertainty credibly, whether it is uncertainty caused by fixed-term contracts (like we have in research) or the uncertainty caused by turbulent markets. And because many people react more irritably under stress and with increasing exhaustion, taking care of the workplace atmosphere day in, day out becomes all the more important.

We recently evaluated data from a representative study conducted by the German Labor Ministry, which included both an internationally used scale for mental well-being and a scale for measuring enthusiasm, commitment, and passion for work. The results showed that 40% of employees are both committed and engaged in their work and also mentally healthy. So a job that keeps you healthy has long been a real possibility. Empirical data from several studies even agree that people who voluntarily work longer and feel useful have longer lives. Managers must therefore ask themselves how they can increase the sense of joy and meaningfulness at work both today and in the future tomorrow from their own strength without extensive training. Whether it’s city cleaning, nursing care for the elderly, working the assembly line, or in an architecture firm. We know companies in every industry that can do this. They have low absenteeism rates, and they generate great added value with their work. Almost nothing has a more lasting effect than genuine sincere recognition for good performance. And not in the form of a bonus payment at the end of the year, but with a grateful handshake immediately.

We have collected our own data to compare the effects of convention health campaigns with that of creating a sense of joy and meaningfulness at work. While 10% healthier behaviors only contribute 1% to employee health and just over half a percent to productivity, 10% more joy and a sense of meaning bring about 5% more productivity. It’s no wonder why SAP’s Business Health Culture Index, where half the questions measure the quality of leadership and support, has become a significant internal key performance indicator for SAP. PWC calculated on SAP’s behalf that a 1% improvement in the Business Health Culture Index translates into €65-75 million more profit. This is no secret; it has been published online in SAP’s annual report. Anyone who thinks conventional health campaigns will be enough will, in the long run, not be able to exploit the full potential of holistic health management.

What opportunities do you see in bargaining agreements that can’t be solved by the healthcare system?

The healthcare system is excellent when it comes to treating acute illnesses with clear medical causes and treatment options. However, the healthcare system is not at all equipped to maintain employees’ ability to work and create value. If, for example, employees are so mentally restricted that, although they still function day-to-day and aren’t in need to psychiatric hospitalization, they will no longer be able to work in a way that creates value. We have to define a new culture of prevention. Our healthcare system only offers waiting times and no solutions. So there is a gap between conventional, technical health protection measures and the healthcare system which is yearning for healthcare that includes psycho social aspects. This applies to a wide range of potential offerings aimed at the individual, such as family assistance in problem situations such as caring for relatives, early intervention in cases of pain or psychological complaints, and meaningful attempts at making working hours or locations more flexible.

But this affects especially how we design work, that is, the conditions under which people work. Whereas the focus was once on emissions, noise, dangers, and lighting, it’s the psycho social impact and mental noise that we now need to get under control. What gets forgotten in all these risk assessments is that the mind also benefits from resources that will help it to overcome challenges. So it’s not just a question of reducing burdens and averting dangers. Unlike the technical prevention of risks, the most important thing for the mind is that which strengthens it. You can’t avert the cancer risk from asbestos through your mood. But you can solve a big task together as a team and what remain are the sense of achievement and the certainty and confidence of being able to solve the next problem together again, too.

When I was a child, Esso gas stations used to advertise with the “tiger in the tank.” The “tiger in the tank” for value creation is increasing the experience of joy and meaningfulness at work. The cover story of the current issue of Harvard Business Review is: “When work has meaning: how to turn purpose into performance.”

Professor Fischer, thank you for speaking with us.

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Optimize Internal Communication

In a VUCA world (volatile, uncertain, complex, ambiguous), everything is volatile, uncertain, complex and full of ambivalence. Many managers allegedly lack time to communicate adequately with their employees. But internal communication is becoming increasingly critical to success, especially in large companies with locations worldwide. How can everyone pull together if most people don’t know to what end and for what purpose? Here are a few tips on how to improve internal communication in your organization.

Tip 1: Use sales tools for employees for intensifying internal communication

Webinars are not only excellent tools for sales to tomorrow’s customers. They are also ideal for regular Q&A with the employees. In contrast to static internal newsletters, regular internal questions & answers are interactive and perfect to ensure that everyone has the same level of knowledge and to detect possible misunderstandings or undesirable developments at an early stage and to counteract them. Make sure that the webinars are part of your internal communication and advertised in time via internal channels such as the employee newsletter, Yammer or Slack. Make it clear in advance how employees can participate in this webinar. Consider in advance what questions might come and ask your team to prepare the answers. Be prepared for unpleasant or unexpected aspects to be addressed. Develop a sovereign strategy for this.

Tip 2: Managing resources intelligently

Don’t work harder, work smarter. Management software and platforms can help you manage resources and projects in real time and significantly improve internal communication. They can better delegate responsibilities, make sure your team stays on schedule and can support you when bottlenecks occur. They bridge the communication between management, employees, customers, and suppliers. Examples for this are platforms such as Bitrix24 or Monday (Dapulse) – with group and video chats, document management, cloud service, integrated calendar, email, CRM, HR tools and much more. Set achievable goals and divide them into manageable sections. Attach files and set due dates. Let the software automatically remind you and the team of overdue tasks – if they still exist at all. Automatically learn when milestones are reached and keep up to date with team success in real time.

Tip 3: Switch to real-time communication

SMS and e-mail are old school. How much faster could your employees communicate, make decisions, and even make decisions if they were allowed to use a direct messaging app – just as they do in their private lives? Yammer is a collaboration tool that enables teams to share messages, files, documents or updates quickly and without having to take detours. Slack with both private and public channels is now also at the top of the popularity scale of corporate apps. The app supports Direct Messaging, Drag & Drop for file sharing, document feedback, and comments, and centralizes all notifications. The app also has a search function that allows you to search the content for keywords. By the way – project management tools like Monday allow the integration of direct messengers such as Slack.

Tip 4: Dare to take an anonymous employee survey

Have the courage to use anonymous feedback software such as Custom Insights or Survey Monkey to learn what your employees feel you can do to improve your leadership performance and your internal communication too. Under certain circumstances, the results may be devastating initially. Think of it as an opportunity. Only if you know where the problem areas are you can work to change something for the better. Experience shows: You will be repaid for this courage with employee satisfaction and performance. Yet this can only be the case if you change something and don’t just put the results back in the drawer.

Tip 5: Communicate clearly and appreciatively

Internal communication involve respecting the time of others. This applies to meetings as well as to one-on-one conversations. Do not go on and on, but argue clearly and to the point. Let others have their say and catch them should they go beyond the scope and time budget of others in the meeting. And if a conversation needs a decision at the conclusion, then you decide. Stay respectful and appreciative in your language. Empathy today is often regarded as part of social competence as if it were not innate to us. “I can imagine that this makes you proud” or “This certainly upset you” are good examples of how an executive shows empathy. Clear language, clear head.

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Cooperation between Man and Artificial Intelligence

How can people and artificial intelligence work together in the future?

Artificial intelligence and digitalization produce new headlines every day. The tenor of the report fluctuates between admiration and admonition. How can people and machines work together in the future? Or won’t they work together because machines do the work?

For large parts of the population, the image of artificial intelligence is dominated by boulevard publications and the film industry. If machines learn to defeat the human grandmasters in chess or Go, media satisfaction spreads. Artificial intelligence represents the pinnacle of human inventiveness. In the films The Matrix and Terminator, on the other hand, machines have long since taken control of enslaved humanity. The mood oscillates between fear and admiration. The Handelsblatt, for example, chose the lowest common denominator in a commentary in which AI was described as a curse and a blessing.[1]

AI has come to stay

Highly specialized systems based on machine learning, pattern recognition or robotics are conquering ever larger fields of application. AI systems are used in the insurance industry to uncover cases of fraud or to process claims, they optimize routes and merchandise planning in retail and personalize the way consumers are approached in marketing or create individual dynamic prices. Even in highly specialized areas, AI systems are set to take over people’s tasks. Self-learning systems prepare forecasts and evaluate key figures in controlling.

And the experiences of the first companies to rely on AI are impressively positive. Last year, insurer Zurich caused a sensation when the company reported that it had processed claims in the claims handling area using AI within seconds for which a person needed more than 50 minutes. There is no doubt that artificial intelligence will shape the world of work shortly.

AI creates more sales and new jobs

That sounds like a job-killing technology that brings the destruction of livelihoods. The study “Reworking the Revolution” by Accenture comes to a different conclusion. There is no doubt that AI systems will take over people’s tasks. For example, chatbots will communicate with customers directly over the phone without people noticing that they are talking to a computer. But at the end of the day, the authors of the study assume that companies that rely on AI could increase their sales by up to 38 percent by 2022 and even create more net jobs.

But the tasks of the employees will change. Surprised, Accenture found that few companies have recognized that changing the world of work requires different skills from their employees.

The new world of work requires new skills and competencies

AI systems are IT systems. Competences with complex technical systems and the computer will undoubtedly retain their already great importance. But IT knowledge alone will not be enough in the working world of the future to keep employees firmly in the saddle. The assumption of more complex tasks by the machines enables new forms of cooperation. In industry, employees will probably no longer be responsible for a particular machine or manufacturing step. If machines transfer workpieces to each other and the production of another piece can be started with just a few mouse clicks, the employees have a new role to play. You need to keep an eye on processes, perhaps even communicate directly with suppliers or customers. But they must also be equipped with the necessary skills to do so.

Digitization and the introduction of AI in companies can only succeed if employees are involved from the outset and do not become affected. However, inclusion makes it necessary for employees to recognize the benefits of the technologies. It is not possible without knowledge about one’s own company, current developments in the industry as a whole and an understanding of what the actual business model of the employer is.

Create an atmosphere that encourages learning and the fun of training

While in the past one or the other employers may have only considered the demand for “lifelong learning” as just a phrase and invested accordingly cautiously in further training, demand is becoming more urgent than ever. Because AI systems change at a rapid pace. This is why companies need to create an atmosphere that encourages learning and the fun of training.

As far as can already be seen today, AI systems promote interdisciplinary work and corresponding forms of organization. The employee of the future must, therefore, be able to adapt to changing situations and other people. Such social competencies will be just as necessary as incentives for more creativity. In many cases, AI systems will aggregate data, but the necessary conclusions and the verification of valid hypotheses will continue to be the responsibility of human intelligence.

This is why companies will benefit most from AI, which best combines the benefits of electronic systems with the capabilities of people. And this can only be achieved with solid further training and active management of competencies in a company.

Learn more:

[1] https://www.handelsblatt.com/meinung/kommentare/kommentar-kuenstliche-intelligenz-ist-gleichzeitig-fluch-und-segen/21006486.html?ticket=ST-372739-bwhjlDya4cJUNj71Btba-ap3

Modern Learning Types and Strategies

Overwhelmed, distracted, restless: Regain your employees’ attention!

Insufficient participation, low commitment, lack of satisfaction: When it comes to in-house training, companies today can find it difficult to motivate their employees to obtain a qualification. Why is that? According to a U.S. Bersin by Deloitte study, the main reason for this is that companies themselves, their employees, and trainees are experiencing rapid changes. This primarily has to do with digital development. Employees worldwide are constantly available, continuously exposed to a flood of information, and often overwhelmed by separating the relevant from the irrelevant. Many personnel development departments have recognized this, but cannot keep up with the corresponding prepared offers. They usually lack a starting point, a clear definition of employee development.

The study aims to clarify who it is that companies are dealing with today. Who are today’s employees? And what do they need to stay up-to-date in their jobs? According to Bersin, five types can be identified.

1. Overwhelmed type

Between receiving and sending countless emails per day – not to mention meetings, telephone conferences, and the irrepressible burden of information overload – there is increasingly less time for “real” work. This leaves many people very little time for formal training and development – on average, only 1 percent of a typical week. What does it look like in your area?

2. Distracted type

Since everyone is connected virtually, employees are now interrupted every 5 minutes – ironically, often with collaboration tools such as emails and instant messages meant to facilitate cooperation with each other. Doesn’t this sound familiar? Many people check their smartphones up to nine times per hour. Such digital “snacking” can lead to superficial information rather than more valuable activities and insights. How often do you look at your smartphone in an hour?

3. Impatient types

Maintaining the attention of adults for more than a quarter of an hour has always been a challenge. Now, however, attention spans and patience are measured in minutes and seconds – especially on laptops, tablets and smartphones. More than 70 percent of trainees turn to search engines to find out immediately what they need to do for their work. How long can you concentrate and when did you have your last flow?

4. Collaborative types

People also want to learn from their colleagues and share what they know. According to the Bersin by Deloitte study, 80 percent of all workplace learning takes place through business interactions with peers, teammates, and managers – often without involved HR developers. The distribution of knowledge is correspondingly uncoordinated and inconsistent. In the best case, this leads to an at least rudimentary applicable half-knowledge. In the worst case, there are blatant gaps that lead to disorientation and lack of productivity. Because if I do not know how to do it right, I would rather not do it at all to avoid making a mistake. Are you familiar with this phenomenon? Are the training groups also gathered around your coffee machine in the break room rather than coordinated in a workshop?

5. Empowered types

Increasingly fewer people have the time, patience, or inclination to learn on a “just in case” basis. They want to know whether what they have to know is really being used in their daily lives. Only then do they have the necessary motivation to really absorb the knowledge. If this is not the case, many skills have a half-life of less than five years. Nothing is permanent, everyone has to keep on learning without knowing where to get “quickly” secured information. A greater number of people are looking for opportunities for themselves for further education. At least 50 percent of the approximately 10 million people enrolling in open online courses are adults who volunteer for further qualification.

What does this mean for the adaptation of learning strategies?

Companies seeking effective training for tomorrow’s work environment should identify the composition of their workforce, learning strategies, and opportunities accordingly. Entertaining and appealing formats that compensate for reduced attention rates are important.

It is obvious that workplace learning is poisonous for types 1 and 2 and will hardly produce any results: both the overwhelmed and the distracted types are not masters in discipline and self-management. You need guidelines and fixed free-time that are reserved exclusively for learning and do not allow excuses, preferably in the form of face-to-face seminars outside the workplace and, if necessary, even a cell phone ban during class time. Attention and concentration can thus be more effectively focused and distractions avoided.
Sending the impatient and empowered types to a moderated external face-to-face seminar with a fixed daily schedule could prove to be a failure. Short, targeted and, above all, self-determined learning units are much better – e.g. in the form of web-based training, training on demand or dialogue simulations with timely user feedback – “which lead to much higher self-effective success with these target groups than analogue half-day formats.
For the collaborative types, interactive webinars and serious games (gamification) are ideal formats; aligning to fixed dates is no problem for them. Webinars usually have live chats, which allows them to make contact and benchmark themselves against others. The social factor is a big plus, especially in serious games: the participants can connect with others, compete against each other, or simply work together and exchange ideas.

Personnel development that wants to keep up with the times should at least know some modern, innovative working and learning methods. It is best if they also apply these to themselves and set a good example. At this level, they achieve more coherent, continuous learning experiences that better meet trainees’ needs and ultimately help their organizations perform better.

So, who actually works for you? And which type are you?

More information is available at: https://akademie.tuv.com/