Outplacement (eBook)

Incl. Bonus - Personnel restructuring crisis management & communication, conduct termination & employee interviews, improve career motivation resilience & self-confidence & restart

Simone Janson (Autor)

Simone Janson (Herausgeber)

eBook Download: EPUB

2025 | 1. Auflage
C, 180 Seiten
Best of HR – Berufebilder.de® (Verlag)
9783965963870 (ISBN)

Infos

Also in the 8th revised and improved edition, published by a government-funded publisher involved in EU programs and a partner of the Federal Ministry of Education, you receive the concentrated expertise of renowned experts (overview in the book preview), embedded in an integrated knowledge system with premium content and 75% advantage. At the same time, you do good and support sustainable projects.
Because straight in economically difficult times personnel reorganization is an important if also uncomfortable topic. Every manager and every HR manager knows the problems associated with it: identifying weak employees, conducting unpleasant employee interviews, issuing notices of termination, learning to deal with the sometimes angry reaction of employees. But there are alternatives to staff reductions that many do not think of at first: not only outplacement, but also the far less well-known redeployment strategy help to master difficult situations in companies so that everyone involved is satisfied. This book shows you how to master the challenge. Good luck and have fun reading.
Knowledge that makes a difference: With its 'Information on Demand' concept, the publisher was not only involved in an EU-funded program, but also received several awards. So when you buy the book, you are also doing good: The publisher is financially and personally committed to socially relevant projects such as tree planting campaigns, scholarship foundations, sustainable living, and many other innovative ideas.
The goal of providing you with the best possible content on topics such as career, finance, management, recruiting, or psychology goes far beyond the static nature of traditional books: The interactive book not only imparts expert knowledge but also allows you to ask individual questions and receive personal advice.
In doing so, expertise and technical innovation go hand in hand, as we take the responsibility of delivering well-researched and reliable content, as well as the trust you place in us, very seriously. Therefore, all texts are written by experts in their field. Only for better accessibility of information do we rely on AI-supported research results to a limited extent to make information easier to find, which assists you in your search for knowledge.
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Publisher and editor Simone Janson is also a best-selling author, was a columnist for WELT and Wirtschaftswoche, and, according to ZEIT, one of Germany's most bloggers on success - find out more about her on Wikipedia.

Textauszug

Retention management and employee retention: main thing Feelgood?
// By Simone Janson

Finding employees is not difficult to keep good all the more - could be the motto of many companies. But what do companies do to keep their good employees? And which companies are particularly successful?

How does retention management work?

LinkedIn co-founder Konstantin Guericke goes unusual ways to get to know employees and business partners better: He wanders. "Special experiences while hiking or eating together welds together," says Guericke, who worked in various companies after LinkedIn and is now a partner of the Berlin venture capitalist Earlybird. “It's about building trust,” he explains his philosophy, which could be the credo of employee loyalty - and that is urgently needed in the dynamic IT and digital industry. According to a current study by Bitkom, a total of 41.000 IT specialists are lacking in Germany, with 16.500 vacancies in the ITC industry alone. But frequent fluctuation also hinders growth and innovative strength - for example through constant training or because of the bureaucratic effort. For example, companies are obliged to “archive personnel files for 10 years and keep them available at all times”, as Regina Mühlich, data protection officer at AdOrga Solutions explains.

It is therefore not only important for companies to find good employees, but also to retain them in the long term. According to a study by the Leuphana University of Lüneburg, 37% of the companies surveyed rely on financial incentives for retention management, a further 37% on improving corporate culture, and 13% each pay attention to a positive management culture and take care of work-learn-life integration. The study also shows that employees cannot be retained in the long term only through financial incentives. Those companies in which the employees personally identify strongly with their job are more successful.

From start-up to long-established family businesses

Who is better at retaining staff? Startups or long-established family businesses? In my article, I therefore highlight four companies of different sizes and characteristics, which sometimes work with very different strategies for retaining employees:

1. The Berliner Fonpit AG with 64 employees offers quasi fun and benefits in the start-up
2. TravelBird, based in Amsterdam and with German investors (Global Founders Capital by Oliver and Marc Samwer and Fabian Siegel), no longer tries to get its almost 600 employees around one table. Instead, it offers an employee referral program and its own academy for growth.
3. TransferWise, a London-based company founded by two Estonians with Skyp roots, is well-known and has given investors such as the Facebook-Investor Peter Thiel and Virgin founder Richard Branson as well as his European Tech StartUp Award - and extraordinary striptease actions in London and New York.
4. The 80-year-old Munich communication technology specialist Rohde und Schwarz, a family company with around 10.000 employees, ultimately has a fluctuation rate of less than one percent and invests heavily in its employees: in induction (at least 1 year), vocational training (practically all become trainees taken over) and even study financing for trainees who want to go back to university.

Fun and benefits in the startup

Feel Good Management is a current trend that should make this possible. The Berlin-based Fonepit AG with 64 employees has hired a Feel Good Manager to take care of the well-being of the employees. It organizes weekly, often self-prepared lunches that everyone eats together, monthly after-work events, employee parties, joint team building and sports activities and, in cooperation with a health insurance company, also takes care of health management. In order to create additional incentives, there are also rewards for reaching or exceeding the traffic targets, from a daily lunch together to a weekend trip to Mallorca or a new cell phone if a new colleague is successfully recommended.

Because: "It's not easy for us either to find and keep the right employees," explains HR Manager Claudia Schlüns. "The demands are becoming more differentiated and we also have to cater to individual requests." That is why there are regular employee surveys and discussions as well as further training opportunities: "We are planning German courses for the many foreign colleagues, a dual course of study would also be conceivable because we have had very good experiences with working students," says Schlüns. According to Monika Kraus-Wildegger, this trend is greatly underestimated. She makes companies with a feelgood work culture visible on Goodplace.org and states: “This is not just about fun and sport, but much more about structural changes in which employees want to participate. But not every company is ready for this. "

Referral program and own academy for growth

All employees at one table to strengthen the sense of community while eating is a concept that no longer works for TravelBird. The Amsterdam-based company, whose investors include Oliver and Marc Samwer's Global Founders Capital and Fabian Siegel, grew from 170 to almost 600 employees last year, 70 of them from Germany alone. “Our young employees want to grow with the company; we therefore offer constant opportunities for further development and advancement, ”says Ingrid Leonhardt, who, as one of 14 international recruiters, mainly looks after the German employees and explains:“ The aim is that every employee works in the best place for them. ”

That is why there is a referral program in which employees can find suitable new colleagues - if they prove themselves, there is a bonus. And with its own academy, TravelBird offers leadership or sales training, technical training and creative workshops. "For this we employ five coaches who come from the field and develop tailor-made training courses that can be consulted at any time," explains Leonhardt. On the other hand, the cooperation with universities is still in its infancy at TravelBird: “We work together for events with universities, have already organized hackathons or our employees give lectures”, says the recruiter and adds: “In the long term, however, there are sure to be more Opportunities to establish contacts with potential employees. "

Fun factor for employees must be

But the fun factor is not neglected at TravelBird either: The company offers a virtually free restaurant with healthy food, freshly squeezed juices, smoothies and its own coffee bar as well as a health program with yoga lessons, a masseur twice a week and a boot camp Personal trainer and our own soccer team. “We believe that employees who feel good like to come to work and perform better,” says Leonhardt. The extent to which this is a part of personnel marketing is shown by the bicycles that TravelBird makes available to its employees on a subsidized and discounted basis - with their own branded baskets. According to surveys, such measures are well received by employees.

A look at the company rating platform Glassdoor shows that healthy, free food, sports, but also the relaxed atmosphere are rated particularly positively - in addition to some negative voices criticizing the high school and party atmosphere. This is in line with the results of the Recruiting Trends study conducted by the University of Bamberg and the Monster.de job exchange: 94% of the applicants surveyed consider a good working atmosphere to be important, followed by flexible working time models and good career opportunities. And according to a study by the consulting firm Universum, Google, which is associated with such options, has been the top employer in the IT industry for years.

Employer attractiveness: more than just awareness?

This also shows how important a certain awareness is as an employer, an aspect from which the London-based company TransferWise also benefits: It was founded by Estonians Taavet Hinrikus, formerly first employee at Skype and Kristo Käärmann, investors include Facebook-Investor Peter Thiel and Virgin founder Richard Branson, honored with the European Tech StartUp Award. As if that wasn't enough, the Estonians drew attention to themselves with unusual marketing campaigns in which some of the 300 employees in London and New York undressed on the street and demonstrated against hidden bank charges under the motto “Nothing to Hide”.

Käärmann also sees this as a good method of finding the right employees: “We expect applicants to use our product. And many users also apply because they think the product is cool. " But marketing is not everything, as Jan Kirchner, managing director of the personnel marketing agency Wollmilchsau, explains: “An employer brand is only sustainable if the company lives the employer promises communicated in personnel marketing about career prospects, corporate culture and corporate values ​​in practice. If the promises turn out to be empty phrases in everyday work, the employer himself torpedoes employee loyalty and fuels employee turnover. "

Vocational training and student finance with structure

If you follow the management consultant Anne Schüller, such empty phrases have a direct negative impact: “Who is lacking in the positive, who instead of attention, recognition and respect experiences disinterest, humiliation and disappointment, and who has nothing more to lose migrates to disloyalty ”According to Schüller, disengaged, disloyal employees are the biggest revenue destroyers of a company - not only because they work worse themselves, but also because they drag others along. The danger is greatest where there is no fairness, no closeness and, due to the constant change, there...

Produkt-Details

• Erscheint lt. Verlag: 17.11.2025
• Sprache: englisch
• Themenwelt: Geisteswissenschaften ► Psychologie
• Themenwelt: Recht / Steuern ► Arbeits- / Sozialrecht ► Arbeitsrecht
• Themenwelt: Recht / Steuern ► EU / Internationales Recht
• Schlagworte: Eliminate dismissal protection • Get rid of bad employees • Underperformers
• ISBN-13: 9783965963870 / 9783965963870