Category Archive Management

ABO psychologists AMD TÜV

If the boss is the problem – and how I/O psychologists may help

Poor management, a lack of conflict, error and criticism culture can cost a company dearly. Due to the shortage of skilled workers, demographic developments and digitalization, the demand for services related to mental health at the workplace are increasing more and more. I/O psychologists (Industrial and Organizational Psychology), for example, are valuable support for organizations. But exactly this is their job and what are their strengths?

For a long time, the mental health of employees has received little attention. With the increasing density of work, ever higher demands and increasing burdens due to digital availability, mental health has also been the focus of attention for a few years now. By 2018, German health insurers had reported an ever-increasing number of cases of mental illness. They are now the most common cause of early retirement and occupational disability in Germany and, with 15.2 percent, are still the third most common cause of absenteeism. Poor leadership, a lack of conflict, error and criticism culture are sooner or later a business-critical issue that can endanger the continued existence of the organization. Above all, people can be overloaded to the point of burnout if they are only supposed to function on the factual level during change processes and are not heard. Fears, emotions and internal and external conflicts are still far too rarely discussed.

Looking behind the façade and promoting healthy cooperation

Unlike psychotherapists, I/O psychologists are not clinicians but analyze an organization and its actors at all hierarchical levels from a socio-psychological perspective. They look behind the façade of a company and analyze social relationships and interactions. How do individual people feel when, for example, they constantly experience themselves in change situations as a result of digitalization? To what extent do the demands and reality of a company’s social dealings soften and how does this affect the perception and behavior of employees? How does a manager lead and communicate? Are emotional needs addressed in communication in addition to factual issues, especially in change situations? And how does a company deal with conflicts, mistakes, and fears? Does a manager then also address the relationship levels between conflict parties and works up disturbed relationships in such a way that it can then continue on a healthy working level? I/O psychologists need a pronounced communicative and social competence. They must ask the right questions and above all be able to listen. They must moderate conversations and be emphatic and sympathetic to people of all hierarchies. Above all, they must impart knowledge and methods on how healthy cooperation in companies, departments or teams should and can be successful.

High qualification requirements for I/O psychologists

Ambitious providers recruit only graduates of a diploma or master’s degree course in psychology. In Germany, the subject has a numerus clause of 1.0. Other courses of study in psychology often do not fulfill the specialist and methodological knowledge that is ideally available. One recognizes quality providers by the fact that they submit enterprises no run-of-the-mill-offers, instead these can clarify beforehand, where the pain points are, what the enterprise needs and expects as purposeful solutions. Even though there are only a few legal requirements for I/O psychologists, large providers also attach great importance to the qualification of their colleagues along with the methodological and technical developments in corporate psychology research and practice.

Interdisciplinary cooperation

In 2013, the German legislator also recognized that mental health is a high value in a modern, synchronized and digitalized working world with increasingly older employees. It, therefore, included a guideline in the Occupational Health and Safety Act that all employers, regardless of the size of their company, must regularly carry out a risk analysis of psychological stress at the workplace. However, the guidelines for the implementation of the “Joint German Occupational Safety and Health Strategy” do not stipulate that such risk analysis must be prepared by psychologists. For example, at AMD TÜV it has been agreed that the psychologists will be in charge of the process, will advise on the methodology and will play a key role in supporting communication. Occupational physicians and safety specialists must also be involved. The cooperation in prevention teams with occupational medicine, occupational health and safety, occupational health promotion and occupational integration management is necessary in order to deal with the complex issues relating to occupational health and safety in companies.

Blog_TÜV_Rheinland_Academy_personnel_certifications

Why personnel certifications are more important than ever today

A highly engineered and networked society requires the actors to continuously acquire up-to-date knowledge and skills. Fewer and fewer people today are still in a position to survey the current key competencies within an industry, let alone across industries. This is a situation that everyone knows who decides to buy a car or a more complex electrical appliance. More and more consumers are turning to the test reports of TÜV or test portals before buying in order to orient themselves and evaluate the differences between manufacturers. In the field of professional training, the certification of individuals plays a similar role. What it can do and what to look out for when selecting providers.

The professional training market is characterized by a hardly manageable diversity of more or less well-known or unknown training providers and certifiers. They all issue certificates about the success of their participants in their advanced training courses, which are called certificates, diploma, attendance certificates, etc.. Independent personnel certification bodies such as PersCert TÜV use standardized and transparent test procedures based on internationally stringent standards to determine whether people possess specific knowledge and skills. If these can be objectively established, the personnel certification body shall issue a final certificate. These final certificates do not have unlimited validity, but are renewed after a recertification procedure. The prerequisite for recertification is that the certified person keeps his or her knowledge up to date.

Why personnel certification is worthwhile for both employees and companies

Various occupational groups can be tested and certified. TÜV Rheinland, for example, offers certified qualifications in the areas of production and technology, quality, sustainability, occupational safety and environmental protection, energy, IT and data protection, health services, security, services and sales. With success: Every year, around 30,000 people make use of the more than 750 certification programs of the independent and accredited certification body PersCert TÜV. For a good reason. Employees benefit in many ways:

  • Opportunities for specialization: Personnel certificates make it possible to specialize in a targeted manner, to design one’s own career path to fit precisely and to get step by step closer to one’s dream job.
  • Door opener for attractive jobs: Personnel certificates are a seal of quality.
  • Improved career prospects: Personnel certificates not only illustrate the skills and competencies that a person possesses, they also demonstrate commitment and thus provide important arguments for the next step on the career ladder.

But it is also worthwhile for companies to invest in the personnel certification of their own employees. For the following reasons, among others:

  • Uniform service and production standards
    Personnel certifications help to establish uniform standards throughout the company. In production as well as in quality management.
  • Improved competitive opportunities
    Personnel certifications contribute to improved competitiveness. Customers and partners know that they can rely on the expertise of the employees.
  • International Recognition
    Personnel certification procedures based on DIN EN ISO/IEC 17024 are recognized worldwide. This makes certificates globally comprehensible and comparable. You can make it clear to business partners and customers that your employees are well trained in terms of their competencies. Because personnel certifications by PersCert TÜV are subject to the quality standards “Made in Germany”.
  • Targeted personnel development
    Personnel certifications are a first-class tool in the fight against the increasing shortage of skilled workers.
  • Motivated employees
    With personnel certificates you enable your employees to sharpen their own professional profile in a targeted manner. This contributes to their motivation and increases employee loyalty.

What should be considered when selecting a personnel certification body?

(1) The status of a participant’s certification should be publicly documented and should be available to interested parties for consultation at any time. In this way, doubts about the authenticity of a certificate or its content can be dispelled at any time. At PersCert TÜV, for example, the personnel certificates are documented and available for inspection at www.certipedia.com.

(2) The personnel certification should be carried out according to DIN EN ISO/IEC 17024, as is the case with PersCert TÜV. The DIN EN ISO/IEC 17024 standard specifies internationally recognized requirements for a certification body. It is thus the basis for the high recognition of the certificates in business and administration.

Conclusion: In order to master the rapid progress in an ever more complex world, professional competencies are required. It is essential to know what knowledge and skills these qualifications actually comprise. Ultimately, this scope is decisive for the quality of results of services or products that customers of companies and organizations expect from individuals. Personnel certification makes the scope and timeliness of knowledge measurable. Learn more.

TÜV Rheinland Akademie_XT Technologien_DigitalLearning

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.

TÜV Rheinland Akademie_XT Technologien_DigitalLearning

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

CTA_TÜVRheinlandAcademy_tr-academy.com

TÜVRheinland_Resiliencecheck_OccupationalHealth

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)

 

CTA_TÜVRheinlandAcademy_tr-academy.com

Blog_TÜV_Rheinland_Academy_Traum

Don’t stop dreaming! 

Astronaut, professional soccer player, princess: Do you still remember what you once wanted to become? Not all childhood dreams come true. But sometimes the dream job is still only a stone’s throw away. Let yourself be inspired – by success stories around the globe.

Times are changing. Career desires hardly do: For decades, little boys have dreamed of becoming police officers or pilots, girls usually want a professional career as (veterinary) doctors or teachers. However, Sophia was different: She liked to tinker with technology, even at an early age. Pin toys, Lego robots, computers – she wasn’t satisfied until she knew exactly how something worked. Later, she dreamed of running her own IT company. A dream she realized: Together with two friends, Sophia founded her own Start Up. ” To keep my business growing, I have to keep up with the latest technology,” she says. The instructors at TÜV Rheinland Academy are there to help her. They themselves have practical experience and are dedicated to you with innovations and digitization.

> In this video you can get to know the whole story of Sophia.

Happiness makes you productive

TÜV Rheinland Academy is specialized in training and further education in technical professions and offers companies, graduates and professionals a wide range of opportunities to develop their personal potential. Mohammed from India has also benefited from it. Initially, he wanted to be a racing driver. Today, he works as a mechatronics engineer for an international automotive group. Not least because with the Vocational Training of TÜV Rheinland Academy he experienced exactly the dual vocational training based on the German model, which is the basis for getting an opportunity for a job interview with global players. He made it, although he came from a modest background and lacked the money for education. “The education was financially supported and was outstanding. That’s why I can live my dream today,” he says. Good for his employer! After all, studies show that happy employees are about 20 percent more productive than their dissatisfied colleagues.

> In this video you can get to know the whole story of Mohammed.

There could be more people like Sophia or Mohammed worldwide. According to the Gallup Engagement Index in the USA, just one in three employees (33 percent) still feels emotionally committed to his job. And that is already the world’s top value. In the European Union, only one in ten employees (11 percent) is happy with his or her job, while one in four (25 percent) has already mentally resigned.

Why is that? On the one hand, many companies concentrate exclusively on their day-to-day business and thereby lose sight of employee development. On the other hand, even employees do not pursue their career goals consistently enough. John’s example shows that things can be different: Already as a child, he was very ambitious. Today, he works in his dream job and moves heavy construction frames as a crane operator. It wasn’t always easy to get there. “I started at the bottom, but I always kept an eye on my goal,” John remembers. Then his employer financed his training as a crane operator, and he passed the examination at PersCert TÜV. For him, personnel certification is not just a degree, but a kickoff for a successful international career that offers him many opportunities.

> In this video you can get to know the whole story of John.

Tailor-made e-learning offers for individual careers

So it’s not always the direct route that leads to the dream job, but that’s exactly what you should expect and inform yourself accordingly. Especially the increasing digitalization and automation offers exciting, sometimes undreamed of development possibilities. Today, for example, it is no longer necessary to study computer science to protect companies from hackers, viruses and other threats. Jane can prove this: she decided not to study and instead took tailor-made e-learning courses at TÜV Rheinland Academy. Today, she works as an IT expert and continues to focus on digital training. “Together with TÜV Rheinland Academy, for example, we have developed a customized course on cybersecurity for our company,” she says. “It is working out really well!”

> In this video you can get to know the whole story of Jane.

Paul also opted for a training course at TÜV Rheinland Academy as part of his continuing education program and was very enthusiastic about the practice-oriented courses. Without hesitation, he applied to be a trainer. With success. Today, he shares his expertise with young professionals and executives around the world. “I used to be a great electrical engineer at home. Today, I’m creating new ideas worldwide,” he proudly states. “It’s nice that I can share my dream with so many people and pass on my knowledge myself – so that others may also realize their dream.”

> In this video you can get to know the whole story of Paul.

We hope you haven’t given up dreaming either! Find out more about how the services offered by TÜV Rheinland Academy have supported Sophia, Mohammed, John, Jane and Paul on their career paths, or find out for yourself what opportunities are available to you worldwide through training and further education at TÜV Rheinland Academy. Find out more on www.tuv.com/academy.

myths of leadership_svengrote_tüvrheinland

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

Prevention_TÜV-Rheinland_tr-academycom.jpg

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.

Internal Communication_TUV_Rheinland

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.

How Sport Clubs benefit from TÜV Rheinland

Advanced Training in Professional Sports

Professional German sport clubs learn from Markus Dohm, Executive Vice President Academy & Life Care TÜV Rheinland, how to deal with entrepreneurial challenges on the SPONSORs Clubmanager Summit at BayArena Leverkusen, Germany.

The clubs in German professional sports constantly need to establish more professional structures. Only this way, they can increase their sales and meet the demands of the fans, the media and sponsors. Under the motto “From Clubs for Clubs” innovative marketing approaches and pioneering changes in the organization of clubs, leagues and associations were discussed at SPONSORs Clubmanager Summit.

Thus, Markus Dohm held a lecture about the success factor personnel competence on the summit at BayArena Leverkusen, Germany in November 2015. He taught managers of the national soccer league and leaders in German basketball, ice hockey and handball how dynamic and practice-oriented advanced training in professional sports can master entrepreneurial challenges.

Being the leading platform for information exchange in sports business for market players, SPONSORs chose the topics most recent concepts in CRM, working with young talents, quality management and innovative marketing approaches for the SPONSORs Clubmanager Summit.

New TÜV Rheinland Standard
“Certified Service Quality-Sports”

For the satisfaction of stadium visitors and viewers TÜV Rheinland has developed certification procedures by which the quality of sports clubs can be tested professionally and efficiently. From ticket ordering to visiting a sports event all service aspects such as catering for instance are being examined closely. The internationally recognized TÜV Rheinland standard “Certified Service Quality-Sports” aims at professional clubs as well as amateur clubs and covers all sports.

FC Bayern Munich was the first professional sports club in Germany to become a customer end of May 2015. “With our presence at this industry summit, we highlighted our significance as experts in the fields of advanced training and occupational health management, to open doors with decision makers for future collaborations in professional sports,” said Dohm.

Find out more:

TÜV Rheinland innovation conference in Cologne

Innovation Conference of TÜV Rheinland

Education and Employment 4.0

High-quality cast symposium discussed at the Innovation Conference impact of digitalization on the working environment of the future / Exemplary innovation projects demonstrate how to use technology

On 22 October this year, Markus Dohm, Executive Vice President Academy & Lifecare Germany at TÜV Rheinland AG invited to an ‘Expedition into the future of our working environment’ more than 200 experts from business, science and politics at Flora Köln, Germany. Under the heading ‘Education and Employment 4.0’ high-quality speakers discussed major trends related to the digitization of the economy and its impact on the future of work. Among the participants were in addition to numerous company representatives also CEO of TÜV Rheinland AG Dr. Michael Fübi, TÜV Rheinland CHRO Thomas Biedermann and Professor Dr. Bruno O. Braun, Chairman of the Board of TÜV Rheinland AG. The event was held under the patronage of Federal Minister Andrea Nahles, whose Ministry published a ‘Green Paper’ on the subject (German language).

Among the prominent speakers was the Archbishop of Cologne, Cardinal Rainer Woelki. He stressed in his welcoming speech the importance of education, particularly with regard to the integration of the many refugees and called on the participants to accept more ‘alternative educational biographies’ in the company.

Numerous experts, including Prof. Dr. Jutta Rump, Director of the Institute for Employment and Employability at Ludwigshafen University, and Prof. Dr. Torsten Oltmanns of Roland Berger Strategy Consultants, showed that the digitalization will affect much more our working environment and jobs as currently already noticed. Intensive discussions between speakers and participants made clear that the uncertainty about the further development in many companies is huge. A conclusion: The continuous training of their employees and a high flexibility are becoming increasingly important for companies considering the changes. At the same time, ‘social innovations’ are needed beside the technical ones to exploit the potential of technology usefully and employee-friendly.

How digitization may now be used in everyday business, innovative projects presented on market stalls. Examples were the use of virtual reality in construction projects, new learning concepts for apprentices or new opportunities for ‘social business’ via platforms that bring together employees, customers and partners. TÜV Rheinland also presented the own solutions in the field of Workplace Learning Solutions.

‘We took the participants of the event on an expedition into the still new terrain of the digitalized working environment to give them the so important suggestions and impulses on this future issue. In this way, we have managed to raise our profile in front of proven experts as a leading service provider of further education and occupational health management’ says Markus Dohm.

Further information on:
www.tuv.com/innovationstagung (German language)