The world of work is subject to constant change and the challenges for employees are increasing as a result. High time pressure and a lack of appreciation can have a significant impact on employees' well-being. OHM can counteract this trend in a targeted manner by creating structures and processes that strengthen employee health. In the long term, companies benefit from fewer absences, higher productivity and increased attractiveness as employers. The results of the current monitoring of the spread of OHM confirm this trend: the implementation of OHM in companies in Switzerland has remained at a stable level since 2020 and shows a trend towards progress compared to 2016. Overall, over 70 % of companies in Switzerland are actively involved in OHM, with 60 % of the companies surveyed intending to become even more involved in OHM in the future.

Challenges and optimization potential

Although many companies are already implementing OHM, there is still potential for optimization. Only 22 % of the companies systematically implement OHM, while 49 % implement OHM for the most part and 26 % implement it to some extent. There is still a need for action, particularly in the areas of strategic anchoring, conceptual foundations and resources. There is an increasing focus on raising awareness of stress and mental health. 51 % of the companies surveyed see a need for investment here. This figure has risen continuously since 2016 and shows that mental health is becoming increasingly important in the world of work.

Small businesses in focus for the first time

For the first time, companies with 10 to 49 employees were also included in the 2024 survey. The results show: Small companies do not differ fundamentally from other companies when it comes to OHM. They are very similar to companies with 50-99 employees in terms of the degree of implementation, prerequisites and reasons for OHM. These companies tend to implement OHM less systematically, but focus specifically on a health-promoting company and management culture. At the same time, external OHM offerings are less well known in small companies than in larger companies, which shows further potential for raising awareness.

Prevention pays off

Sustainable OHM pays off for companies in several ways: Investing in health-promoting working conditions can reduce the number of sick days in the long term, increase employee satisfaction and boost productivity. Companies that invest in OHM position themselves as attractive employers and secure long-term economic benefits. As many companies are already committed to OHM and want to continue to do so, it is all the more important to follow this trend and maintain and further expand their commitment to OHM. In particular, OHM also serves as a means of positioning oneself as an attractive employer and effectively countering the shortage of skilled workers.

Offers from Health Promotion Switzerland

Health Promotion Switzerland supports companies with a Range of offersto set up or optimize a BGM. The HR Toolbox offers well-founded answers and tools for the most burning questions and topics of HR managers in SMEs. With the Leadership kit people with management responsibility can have a positive impact on the well-being and cooperation in their team. With the Job stress analysis Health Promotion Switzerland offers a scientifically validated, field-tested online survey tool that provides a detailed overview of the stress situation in the organization. Companies that have systematically integrated OHM into their corporate strategy can use the Friendly Work Space" quality label be awarded.

Protecting the climate and strengthening SMEs: This is the motto of the Swiss Climate Foundation, which supports projects by small and medium-sized enterprises (SMEs) that contribute to climate protection. Since its establishment in 2008, the foundation has awarded grants amounting to over 40 million Swiss francs in Switzerland and the Principality of Liechtenstein. Of this, over 20 million francs have been invested in around 200 innovation projects. The Swiss Climate Foundation is charitable and independent. It is under federal supervision and is open to interested companies that want to strengthen climate protection through the efficient and targeted use of the redistribution from the CO2 incentive tax.

The impact of such projects often only becomes apparent years later. Only successful technologies can be scaled up. While the aforementioned 40% market-established innovation projects have a positive impact on the climate and economy, it should be noted that almost a third of the projects were discontinued. The reasons are of a technical, economic or organizational nature. These are the key findings from an impact assessment conducted by the Swiss Climate Foundation 2024. 

Over the past 16 years, more than half of the projects supported have been in the areas of energy production, buildings and construction, food and agriculture. In 2024, the focus of support was on climate innovations in the field of energy production. The climate innovations and solutions are therefore there to strengthen the energy strategy of Switzerland and Liechtenstein as business locations, the Climate Foundation concludes.

Source and further information

Boreout is actually the opposite of burnout and refers to chronic underload. This can also have similarly serious effects on mental well-being as permanent stress. It leads to demotivation, inner resignation and, in the long term, to a loss of productivity and innovation. "Boreout is not an individual deficit, but often the result of structural mismanagement in companies," says Lars Thiele, Managing Director of Emendo Leadership Consultants GmbH in Hamburg. "Where role profiles and skills do not match, a void is created that is not immediately apparent - but the effect is serious. Boreout costs companies money in the long term - not through absenteeism, but through unused capacity, higher staff turnover and declining team dynamics. Not to mention the possible psychological or health effects for those affected themselves."

Motivation needs fit, not just presence

Boreout rarely occurs suddenly. Rather, a feeling of growing irrelevance develops over time - often among employees whose work generates little intellectual or emotional resonance. In addition, the increasing standardization of processes and the high degree of formalization often deprive committed employees of the freedom of action that would be necessary for independent, meaningful work. There is also a strong impact on employees who are in direct contact with customers. Those who work with customers on a daily basis but experience no scope for creativity and always work through the same processes often lose the motivation to get actively involved. Where initiative used to be required, today it is often a case of working through checklists - a breeding ground for boreout behavior, even among committed personalities. In many companies, performance is still primarily defined by physical presence - a view that is outdated and does not do justice to actual productivity. Subtle signals such as withdrawal, cynicism or apparent indifference often go unnoticed as a result. "It's not about maximizing employment, but about creating meaning. People want to be needed, not just kept busy," emphasizes Thiele. A recent Forsa study (1) shows: For 52 percent of employees, a meaningful job counts and 63 percent want good management behavior1. If neither is provided, employers face the threat of sick days and staff turnover. The latest Gallup Engagement Index 2024 (2) also confirms this trend: only 9% of employees in Germany still have a high level of emotional attachment to their employer, while 79% work to rule. The result is a massive loss of motivation, innovative strength and willingness to perform, which damages companies in the long term.

Leadership as a lever against demotivation

However, the responsibility for preventing boreout does not lie solely with HR departments or individual coaching. What is needed is a management culture that systematically links tasks to competencies, opens up perspectives and establishes emotional intelligence as a management tool. "In our training courses, many managers become aware for the first time of how closely the experience of meaning is linked to performance and how crucial their own attitude is," says Thiele. In addition to tools for analyzing potential, the focus is on concrete strategies for action - such as the dynamic design of task profiles, targeted development discussions or the conscious shifting of responsibility to motivating contexts.

At the same time, this attitude paves the way for a new performance culture. Organizations that dismiss boreout as a marginal phenomenon run the risk of losing significant potential - and they do so more quietly than loudly. A modern management culture, on the other hand, measures performance not only in terms of activity, but also in terms of impact, initiative and commitment. "Those who dismiss underperformance as a luxury problem fail to recognize its strategic explosive power," warns Thiele. "Boreout is not a sign of weakness, but an alarm signal for leadership." Precisely because the signals are often quiet, it is all the more important to consciously address the issue. If organizations take this seriously, it not only results in a clear leadership mandate, but also the opportunity to further develop corporate culture for the future.

(1) Forsa study on willingness to switch, 2025
(2) https://www.gallup.com/de/472028/bericht-zum-engagement-index-deutschland-2023.aspx?utm

Source and further information: www.emendo-consultants.de

Apprenticeships are highly valued in Switzerland, as shown by SERI's barometer of apprenticeships last year. 45% of all school leavers opted for basic vocational training in summer 2024. The apprenticeship portal yousty.ch has carried out an evaluation of the most popular apprenticeships. 

The ten most popular apprenticeships

As can be seen from the usage figures, young people have clear preferences when it comes to choosing an apprenticeship. Based on the search queries on yousty.ch in German-speaking Switzerland, these are the most frequently searched apprenticeships compared to the previous year:

Top 10 apprenticeships 2024 & 2025 with descending popularity according to search queries on yousty.ch (01.08.2024 - 31.03.2025)
*GvE = Designing shopping experiences.

Still many unfilled apprenticeship positions

The occupation of commercial clerk EFZ is still by far the most searched for occupation, with 1.1 million (out of a total of 6.5 million) search queries. The cantons with the lowest proportion of searches for KV are AI (6.1% less than the national average), NE (-5.0%), VS (-3.7%) and TI (-2.6%)

It is noticeable that there have been no shifts in the top 10 compared to the previous year. The previous year's climbers (FaBe, Fachmann/-frau Apotheke EFZ) were able to maintain their position, while the relegated apprentices were also able to keep their position stable. The vacancy barometer shows that 13% of apprenticeships remained open in the last recruitment year.

There are currently 15115 (as of 28.04.2025) apprenticeships advertised on yousty.ch for 2025. 

More exciting facts

The analysis by yousty.ch also shows that in the home canton of Crypto Valley (Canton Zug), as in the previous year, the occupations of computer scientist EFZ (+3.1%) and ICT specialist (+2.4%) are more popular than anywhere else in Switzerland. The occupation of care specialist EFZ (FaBe) is the least popular in the central Swiss cantons of ZG, OW, LU and NW and the most popular in the western Swiss cantons of FR, VS, NE and VD.

Another interesting detail: the proportion of search queries for the profession of pharmacy specialist EFZ (formerly pharmaceutical assistant) in the canton of BS is in line with the Swiss average. NE and VD top the rankings, while the rural cantons of OW, UR, ZG, AI, GR, LU, NW, JU and SZ have the lowest search rates.

Source and further information: www.yousty.ch

For the best teams and most effective leaders, joy and fun are not a "nice-to-have", but a real productivity factor. They don't work successfully despite ease, but because of it.

Why so serious?

In many companies, the underlying tone is one of tension and seriousness. Meetings are strict, mistakes are dissected, problems are dealt with with a furrowed brow. The result? Pressure. Exhaustion. And even "work to rule".

Winning teams tick differently: they see challenges as a game, not a threat. They don't think: "How are we going to manage this?", but rather: "How can we solve this creatively?" This attitude creates a motivating environment - the basis for top performance.

Joy is contagious. Those who lead with energy and a smile automatically influence the mood of the entire team. This not only increases productivity, but also creativity and resilience.

Three concrete ways to bring more joy into everyday management life

1. Laugh at yourself: Many people have forgotten how to smile about their own mistakes. Yet this is a sign of emotional maturity. If you don't take yourself too seriously, you reduce pressure - for yourself and others. Here's a trick: Imagine your mishap happens to a good friend. Would you criticize him harshly or simply say: "No big deal!"? You can do exactly the same with yourself. Managers who act in this way promote a culture in which mistakes are allowed - and learning is encouraged.

2. Incorporate playful elements: Why is work often so serious when it could be so much more fun? Small competitions, challenges or an internal points system create dynamism and motivation.
   Examples:

• Who can come up with the most creative solution to the current problem?
• Who writes the shortest, most effective e-mail?
• Who will surprise you with the best "fun fact" in the meeting?

  It's not about competition, but about energy and fun in everyday life.

3. Fun do not separate - but integrate them: Too many companies separate work from fun. But real joy is not created by events, but in everyday life - through spontaneous rituals, humor in meetings, celebrating small successes together. Joy should not be an "extra", but an integral part of daily collaboration. Because the best teams combine discipline and lightness.

Conclusion: Fun as a conscious management strategy

Success requires focus, structure and clarity - but all of this works better with fun. Therefore: make fun a conscious management strategy. Laugh at yourself. Encourage playful elements. Integrate lightness into your everyday life. Because cultivating joy not only improves performance - it also turns a good team into a winning team.

To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch

Coaching is not a luxury, but a crucial skill for the future: the importance of professional support and advice was the focus of the second edition of the Swiss Coaching Day. More than 200 experts from the fields of coaching, mentoring, HR and leadership met at this event in the Champions Lounge of the Wankdorf Stadium in Bern to discuss change processes, new working environments and key skills for transformation.

Promoting leadership based on empowerment

The role of coaches and the future of work was highlighted by keynote speaker Prof. Dr. Carsten C. Schermuly, who emphasized the importance of psychological empowerment. It is based on three dimensions: Self-determination, meaning, competence and influence. This
According to the renowned German business psychologist and author, the goal of New Work must be to promote empowerment. He recommends that coaches promote and measure the experience of empowerment in themselves, in consulting and in entire teams. And the leadership that
based on empowerment.

Accompanying change processes

Nathalie Hauenstein, who addressed the generational change in the family business, also spoke in favor of coaching-oriented management. "The future needs origin," explained the Managing Director of the hotel division of the family group of the same name from the Bernese Oberland. It is not necessary to change everything because you have a different opinion. One in three SMEs cannot find a suitable successor, according to Hauenstein, who supports change processes both within the group and externally as a company mentor. She explicitly advises bringing in external advice. "We need advisors and coaches here."

Specialization necessary

Zehra Sirin, who works as a board member and agile coach at various levels, shared her experience of coaching as a management tool in mergers. "Coaching must not be an exception because it is a trend," she appealed. "It must be an integral part of every company today." Nonetheless, coaching is not an end in itself; it is help for self-help for successful leadership, transformation and corporate management. At the same time, she also clearly advocated specialization. Professionals in conflict management and culture are in demand.

Popular congress for the coaching industry and partners

The Swiss Coaching Day was once again organized by the Swiss Coaching Association (SCA) and, in addition to in-depth knowledge, also offered space for encounters - for example on the marketplace or during the concluding discussion over drinks. Workshops on resilience, intervision
and personal development rounded off the day.

"With the Swiss Coaching Day, we have established a format that radiates beyond our association. The openness, curiosity and sense of belonging that can be felt here show that coaching has arrived at the heart of society," said outgoing President Adrian Hässig in his farewell speech. In his place, Nadia Abdelli will lead the association with its 500 members into the future. Adrian Hässig's commitment has sharpened the SCA's profile and strengthened partnerships with educational institutions and companies. His vision of a multi-day event lives on - under new leadership.

www.swisscoachingday.ch

Every year, the Funk Global Risk Consensus summarizes the most important findings of leading risk studies and provides a comprehensive overview of the most pressing challenges for companies. The latest edition does not yet include the current global trade conflict because it has only recently emerged and is therefore not yet included in the underlying study results, which are based on surveys and assessments from the previous year. The Funk Global Risk Consensus is published by the Funk Group, a consultancy firm for risk, pension and insurance management. 

Rank 1: Cyber risks

Cyber risks will continue to be the number one corporate risk in 2025. The increasing cyber risks no longer only affect large corporations, but also medium-sized companies, public authorities and private individuals. The increased use of artificial intelligence and deepfake technologies is making cyber attacks more sophisticated and harder to detect. In particular, ransomware attacks with double extortion, in which stolen data is published, pose a growing threat. Critical infrastructures such as hospitals, water suppliers and energy networks are increasingly being targeted by state-backed cyber groups. States such as Russia, China and North Korea are increasingly using digital attacks and computer-based sabotage as an instrument of geopolitical conflict. In light of these developments, regulatory requirements such as the EU NIS2 Directive are tightening the demands on companies. To meet these challenges, robust security strategies, zero-trust architectures, regular employee training and emergency plans are essential.

Rank 2: Inflation

Although global inflation has eased, it remains a key economic challenge. In 2025, high wage costs, geopolitical uncertainties and volatile monetary policy will continue to influence inflation. Despite substantial interest rate hikes by central banks, inflation will remain high, particularly for food, energy and services. Geopolitical tensions, such as the ongoing war in Ukraine and the conflict in the Middle East, are putting pressure on global supply chains and continuing to drive up commodity prices. Companies are faced with rising production costs and pressure to adapt due to new environmental and ESG requirements. The development of monetary policy remains unclear, as further interest rate cuts could entail risks for inflation.

Rank 3: Interstate conflicts and armed conflicts

Increasing geopolitical tensions and military conflicts, including the war in Ukraine, the situation in the Middle East and tensions between China and Taiwan, are affecting the global economy and supply chains. Sanctions, export bans and attacks on infrastructure are making energy and raw materials more expensive, increasing inflation and uncertainty. Rising defense spending is straining budgets, while hybrid warfare is creating new risks through cyberattacks and disinformation. Companies need to protect themselves through diversified supply chains and forward-looking strategies, as political changes can also lead to economic isolation, trade conflicts and market barriers.

Rank 4: Extreme weather events

Extreme weather events are increasing in frequency and intensity worldwide, causing massive economic and social damage. Record temperatures, droughts and floods are increasingly affecting regions that were previously hardly affected, impacting agriculture, infrastructure and supply systems. Notable disasters included hurricanes Beryl, Helene and Milton in and flooding in Central Europe. Prolonged rainfall last September/October (particularly affecting Germany, Austria, Switzerland and Spain) led to flooding and numerous deaths. Companies are facing increasing risks due to production losses, falling labor productivity and stricter climate protection requirements, which increase costs. Resilient supply chains, sustainable production methods and comprehensive disaster preparedness are essential to minimize climate-related risks.

Rank 5: Changing regulations

Since 2022, changing regulations have once again been among the top 5 corporate risks and present companies with growing challenges. These include, in particular, new environmental and data protection directives in Europe. For example, the EU Supply Chain Directive (CSRD) and the Deforestation Regulation (EUDR) require stricter monitoring of suppliers, as violations can result in severe penalties. Small and medium-sized companies in particular are facing growing challenges here, as they are forced to build up additional resources or staff units that large companies already have at their disposal. At the same time, regulatory uncertainties in the USA and additional trade barriers are increasing costs and delays. Companies must respond to the constantly changing framework conditions with flexible compliance strategies, active monitoring and industry solutions.

Source and further information: Radio group

The economic environment is currently quite unstable: "With macroeconomic uncertainty, rising capital costs and a weaker growth forecast, companies remain concerned about the global economic situation and are reluctant to invest. The reshaping of trade relations and uncertainty over tariffs have contributed to over 90 percent of the economies surveyed recording a decline in their financial confidence index," says Marianne Bregenzer, Country Lead at Dun & Bradstreet Switzerland. In this environment, however, Switzerland is comparatively stable. The Business Confidence Index is close to the global average. The Global Business Financial Confidence Index has fallen by 8 percent. The ESG index also fell slightly by 5 percent.

Swiss companies are comparatively resilient

In an international comparison, the decline in the business climate in Switzerland is less pronounced. While many advanced economies recorded sharp declines, Switzerland's index value is close to the global average. In the Global Business Financial Confidence Index, Switzerland reported a decline of 8 percent - a moderate figure in view of a global average of minus 9 percent and in some cases significantly greater losses in other countries.

Supply chains: Switzerland remains at a comparable level despite global challenges

The Global Supply Chain Continuity Index recovered only slightly worldwide in the second quarter (+1%). In the USA, optimism regarding supply chain continuity fell significantly by 8%. Other European countries such as Norway (-17%) and the United Kingdom (-24%) also recorded sharp declines. With a slight drop of 1%, Switzerland is in a much better position in an international comparison, showing that the situation in this country has at least stabilized at pre-crisis levels.

ESG: Swiss companies stick to their sustainability goals

Commitment to environmental, social and governance issues is declining worldwide - particularly among large and medium-sized companies. The Global Business ESG Index fell by 3% in the first quarter of 2025. In Switzerland, the decline was 5 percent. Nevertheless, it is clear that smaller companies in particular are consistently continuing their commitment to environmental initiatives, which means that the ESG level in Switzerland remains largely constant compared to many other countries.

Source: Dun & Bradstreet

Green is celebrating its 30th anniversary this year and an impressive development: the Internet provider from the very beginning has become a nationwide provider of broadband Internet and hosting services for private and public customers. Company has become. With its four locations, the company is now one of the leading data center providers in Switzerland and plays a central role in the country's digital infrastructure.

Three decades of innovation and growth

Since its foundation, Green has recognized new technologies early on and consistently translated them into solutions for a networked, secure digital future. The internet and hosting business has been continuously expanded through organic growth and targeted acquisitions.

The history of green.ch begins in 1995, when the Swiss Farmers' Union began offering the first Internet access (at local rates) under agri.ch. In 1998, agri.ch became an independent public limited company and was renamed green.ch in 2001 following a change of ownership. In 2008, the company was taken over by Solution 25 AG, based in Central Switzerland, merged with its subsidiary TIC the Internet Company and continued under the name green.ch. In 2002, green.ch entered the forward-looking data center business, which it has been running under Green Datacenter AG since 2010. In 2016, Green becomes fully part of the Luxembourg-based telecoms group Altice, which had already been a shareholder since 2008. Green was subsequently acquired by InfraVia Capital Partners, an investment company specializing in the European infrastructure sector, in February 2018. Since 2021, green.ch AG and Green Datacenter AG have been operating together under the new Green brand.

Further strategic milestones

Green tripled its data center capacity between 2019 and 2024. With the opening of the first high-performance data center for cloud providers (hyperscalers) in Switzerland in 2019 and the subsequent planning of a new campus in Dielsdorf, the company expanded its leading position. The Metro Campus Zurich is a major project with three high-performance data centers and office buildings. The first data center was put into operation at the beginning of 2023, and the start of construction of two further data centers on the campus was announced in autumn 2023.

The recently announced partnership with Salt marked a milestone, as a result of which Green now has unique fiber network coverage. The company offers access to the networks of Swisscom, Salt and over 80 local providers. "We have established a customer- and market-oriented offering with a focus on service quality and customer satisfaction," says CEO Roger Süess. Under the anniversary motto "30 years happy with Green", the company is thanking new and existing customers with promotions and competitions.

Data centers as the foundation of the digital future

The potential of data centers was recognized early on: The first data center spaces were set up as early as 2002. Today, the company operates six high-performance data centers and is the only provider in Switzerland with the internationally recognized M&O Stamp of Approval from the Uptime Institute - the leading standard for the operation and management of mission-critical data centers. "Data centers are the backbone of digitalization: for companies, the economy and society," says Franz Grüter, Chairman of the Board of Directors of Green. The expansion continues: two new data centers are currently being built in Dielsdorf and another in Lupfig. "We are creating the infrastructure on which digital Switzerland can grow," explains Roger Süess, adding: "Digitalization is here to stay - and it requires an infrastructure that is efficient, sustainable and secure."

Source and further information

(The article was updated on April 25, 2025)

Bechtle Switzerland moves into new, modern office space in Basel's Grosspeter Tower. The IT service provider, which specializes in SMEs, large companies and the public sector, is creating an attractive working environment and space for future growth on an entire floor. By merging the previous locations in Basel and Pratteln, the company intends to expand its presence in one of Switzerland's most important economic regions. Moving closer to national and international customers - including both innovative SMEs and leading global corporations - is also part of this strategy.

Modern workplaces for sustainable customer solutions

The new location offers flexible workplace concepts, modern meeting rooms and versatile meeting zones to meet the different requirements of employees and enable creative, interdisciplinary exchange and teamwork. The IT company thus creates ideal conditions for developing future-proof, innovative concepts and solutions for customers in Switzerland. In addition, the central location, excellent transport links and high-quality catering offer added value for employees, customers, partners and suppliers. The new location in the Grosspeter Tower, which opened in 2017, replaces the two offices in Pratteln and Basel, where Bechtle had been based since 2008 and 2015 respectively. With the move, Bechtle in Switzerland is also making a contribution to the implementation of the Group-wide Sustainability Strategy 2030, with which the company combines clear measures such as the reduction of CO₂ emissions and energy consumption. In the Grosspeter Tower, state-of-the-art building technology such as a photovoltaic façade, which produces around 260,000 kilowatt hours of electricity per year, and a geothermal probe field, which enables the efficient use of heating and cooling, contribute to this. "Our new site in Basel combines innovative strength, teamwork and customer proximity. A working environment is being created here in which we are shaping the digital future together with our customers and partners. At the same time, we are investing in an environment that inspires and motivates our employees," says Christian Speck, Vice President, Bechtle Switzerland.

Multichannel strategy

Bechtle started the company's international expansion in Switzerland in 1996. With the nationwide IT providers Bechtle direct and Bechtle Schweiz AG in the German-speaking parts of the country and Bechtle Suisse SA in the French-speaking parts, Bechtle pursues a consistent multichannel strategy in Switzerland. The aim is to optimally serve customers across all channels with IT infrastructure and comprehensive digital solutions. Furthermore, the Group is currently active in the Swiss market with the ERP and CRM specialist Aproda AG and the subsidiaries Solid Solutions AG and SGSolution AG, which specialize in PLM solutions. Bechtle employs around 1,100 people at 14 locations in Switzerland and generated revenue of over 543 million euros in the 2024 financial year.

Source and further information: Bechtle Switzerland AG

Swissmechanic has launched a survey of its member companies after the US government announced a 90-day lifting of tariffs down to a general level of 10 percent (except for China, Canada and Mexico). The results are clear: 95% of the SME-MEMs surveyed are not planning to relocate production to the USA despite the threat of a tariff hammer. Only 5 percent are considering such a move, which corresponds to around 65 companies in the member base of 1,350 SMEs.

Indirectly affected by the US customs hammer

50 percent of Swissmechanic member companies export directly to the USA, but to the tune of 1 to 25 percent of their total volume, depending on the company. For half of the SME-MEMs surveyed, the USA is not a direct market in this sense, and for the other half, the significance ranges from marginal to relevant and does not exceed a quarter of their own turnover.

SMEs in the MEM industries are indirectly affected by US tariffs, particularly as suppliers. For them, relocating production to the USA would be complex, as they do not primarily export directly to the USA.

Swissmechanic President takes a critical view of production relocation

Nicola Roberto Tettamanti, President of Swissmechanic and CEO of Tecnopinz SA, emphasizes: "As an SME association, we see the relocation of production to the USA as a loss of know-how and quality for Switzerland as a business location. Competent specialists are the backbone of our SME-MEM, and we are proud of the quality of our products and the importance of "Swiss Made"."

Swissmechanic sees the billion-euro investments in the USA announced by major Swiss companies as an important negotiating tool. Nicola Tettamanti: "It is understandable and right that the Swiss economy continues to confirm its strength as an important investor in the USA, especially in this complex negotiation phase. However, we hope that Swiss value creation will not suffer as a result and that manufacturing capacities will be maintained.

Source: Swissmechanic

Recent research shows that job seekers are applying en masse: 38 % send out more than 20 applications per week, often with the help of AI tools. As a result, they spend less time on each individual application, write impersonal cover letters and no longer remember exactly where and for which job they applied. 

How can you as an organization prevent candidate ghosting? 

• Keep the application process simple and straightforward: 58 % of applicants abandon a long or cumbersome recruitment process. Provide a clear job advertisement with specific expectations, a short and efficient application form and keep the number of interviews to a minimum. 
• Communicate quickly and transparently: Let applicants know when they can expect a response, what the next steps are and who their contact person is. A quick follow-up creates trust and increases commitment. 
• Make it personal: Job applicants often receive standard messages or no response at all. A personal update or a brief explanation in response to a rejection makes a big difference. It shows respect and strengthens your image as an employer.
• Test motivation with specific questions: During the interview, you can find out how serious an applicant is by asking the right questions. So ask questions such as: "What excites you most about our company, apart from the job content?", "What could your current employer do to make you stay anyway?", "When would you regret this step?" Applicants who can answer these questions well are generally more serious and less likely to drop out. 

Conclusion: Making the difference in communication and speed

It is difficult to avoid ghosting completely. But with a simple, transparent and humane application process, you can significantly reduce the chances. In a tight labor market full of choices for applicants, you gain their trust by making the difference in communication and speed. 

Source: Robert Walters