Finding good skilled workers is not easy these days. In some sectors, the market is virtually empty. Some are even facing a real shortage of skilled workers. If you want to remain competitive, you can't avoid proactively approaching candidates. According to a recruiting study by the job placement platform Monster, one in ten positions is now filled via active sourcing. This article explains how this recruiting method works, what advantages it offers and what needs to be considered.

The concept: actively approaching potential candidates

Active sourcing turns the current recruiting model on its head: it is not the job seeker who applies to a company, but the employer who actively recruits qualified candidates. This approach is not new. Long before the advent of digital media and social networks, companies were gathering information about university graduates and identifying potential employees through headhunters.

The new media have multiplied the possibilities for active personnel acquisition. Offline has been supplemented by online. There are now a large number of channels through which companies themselves actively search for suitable candidates, approach them specifically and establish a personal relationship with potential employees. According to a study by the Institute of German Business, more than half (52 percent) of the companies surveyed use active sourcing to recruit sought-after specialists. Among SMEs, active sourcing is even the second most common recruiting method, with a usage rate of 49 percent (1). Instead of simply placing job ads and waiting for applications to arrive, HR managers approach suitable candidates in a targeted manner in order to win them over for the company.

The "Active Sourcing" Toolbox

Active sourcing basically takes place in two phases. The first phase is primarily concerned with the targeted search for candidates by compiling profiles with suitable qualifications. Once suitable candidates have been identified, the second phase involves establishing contact with the aim of arousing the candidate's interest in the vacant position. The preferred channels and methods vary depending on the size of the company, but also on the industry.

Personal networks

Personal networks are often a first approach to start active sourcing. Every company has contact with potential employees. It is worthwhile to group them together in so-called talent pools. Candidate databases are ideal for active sourcing. The advantage: You already know each other. Talent pools contain, for example, the profiles of former interns, working students, or even applicants who did not make the cut when a previous position was awarded. But even a well-filled talent pool is not inexhaustible.

Therefore, the direct contacts of employees are also a valuable source for active sourcing. Referral sourcing involves acquiring similarly highly qualified contacts for one's own company. This can also be supported by employee-recruitment programs.

Personal contact

Personal contact in active sourcing requires a lot of time and resources, but often leads to promising contract conclusions. In non-pandemic times, therefore, career events for students and recruitment fairs are among the most important active sourcing channels for corporations and large companies. Sympathy for the company is best expressed through the personal contact and establish targeted communication. Visitors to such events are also interested in professional topics and are usually looking for a job. Recruiters can quickly find out people's skills and interests in personal conversations and establish relationships.

Address on the Internet

Furthermore, in the mobile age, direct addressing on the internet is indispensable. Companies are making widespread use of the social media career networks Xing and Linkedin to actively search for candidates. This is because they encounter a particularly large number of potential employees here. The business networks offer the option of filtering user profiles by position, location, industry or specific qualifications. While many HR managers still search for suitable talent manually, active sourcing can also be automated using HR software. The degree of automation is still low, with an upward trend.

Another way to search for suitable candidates is to scour resume databases such as StepStone, Monster or Indeed. An open search via search engines such as Google can also be helpful. Depending on which professionals an employer is looking for, Facebook, hashtag searches on Twitter or, for attracting young people, Snapchat or TikTok platforms are also suitable for contacting potential employees. Messenger channels such as Slack or WhatsApp can also play a role in active recruitment.

Advantages and disadvantages of active sourcing

These are the advantages:

• Active recruitment focuses on the entire market - employees who are looking and employees who may be looking in the future. It makes it possible to address desired candidates directly.
• It binds potential employees and puts the company in the spotlight in the long term. The company can thus fill vacancies more quickly and respond immediately to staff shortages.
• Active sourcing reduces the time and cost of recruiting in the medium term.

These are the disadvantages:

• In order to find the right active sourcing channels for the relevant target group, it first takes a lot of time and research.
• Active sourcers should be trained and educated to ensure the most objective pre-selection and personal approach possible.
• Candidates can also be annoyed by active sourcing if the personal connection and an individual approach are missing, the job to be placed does not match the candidate's qualifications or they are contacted too frequently.

If you want to convince talent as a recruiter, you have to prepare well and address the candidate individually. This starts with the right salutation and the right name, but also with providing all necessary and helpful information. Recruiters should signal genuine interest, be authentic, and if the candidate doesn't get back to them, follow up promptly. Otherwise, potential employees will jump ship and keep the company in bad memory.

For whom is Active Sourcing worthwhile?

If you want to reach passive candidates who are not currently looking for a job, you should supplement your recruiting with active sourcing activities. Active sourcing offers the opportunity to identify and approach qualified and talented personnel at an early stage. Especially when a position is difficult to fill, it is advisable to use active sourcing to search for a suitable candidate. In this way, companies not only increase the number of applicants, but also improve the quality.

In summary: Active sourcing can be a valuable addition to the recruiting strategy for companies. It is an efficient method that ideally complements traditional recruitment. At the same time, the requirements in active sourcing are constantly changing. Therefore, there is no universal procedure with regard to the design of active sourcing. No matter which channels and methods recruiters choose to contact a candidate, the decisive factor is the individual and personal approach. But here, too, caution is called for! Are you still moving within the legal framework with regard to competition law and data protection, for example? Therefore, always observe the data protection guidelines and avoid private networks.

(1) Stippler, Sibylle; Burstedde, Alexander; Hering, Annina T.; Jansen,Anika; Pierenkemper, Sarah (2019) : Wie Unternehmen trotz Fachkräftemangel Mitarbeiterfinden, KOFA-Studie, No. 1/2019, Institut der deutschen Wirtschaft (IW), KompetenzzentrumFachkräftesicherung (KOFA), Cologne, p. 24.

Editor's note: In a previous article we referred to a white paper by Careerplus, which compiles important points of Active Sourcing.

Author:
Matthias Höfer is Managing Director of CLEVIS GmbH. For more than 10 years, he has been advising companies in the DACH region on HR digitization, HR strategy and transformation. www.clevis.de

Even in times of the Corona pandemic, the importance of active process management has continued to grow. A recent process management study by the management consultancies BearingPoint and BPM&O shows the importance of process management in companies. Most of the respondents were companies from Switzerland, Germany and Austria. The study also shows what has changed in the assessment and the associated goals compared to the previous studies in 2012, 2015 and 2017.

83 percent confirm the high importance of process management

The continuing high importance of process management is again confirmed by the companies. Since 2012, the proportion of organizations that consider process management to be very important has actually almost doubled from 19% to 35%. The preoccupation with process management is driven primarily by the continuing focus on cost optimization and efficiency improvements (48 percent) and coping with digital transformation (40 percent). Other drivers such as quality assurance, legal changes and changing customer requirements also play a role, but these vary greatly according to company size and industry.

Matthias Roeser, Partner at BearingPoint: "Process management has gained importance across all industries in Switzerland over the last two years. The focus of process management changed from cost optimization to the realization of digital transformations. Our study shows, for example, that compared to 2012, three times as many companies are satisfied with the digitalization of processes achieved through process management."

Process management study shows reasons why targets are so rarely achieved

In terms of the achievement of objectives through process management, the study notes a clearly positive trend compared with previous surveys, but the targeted cost savings in particular still fall short of expectations. According to the study authors, this is due on the one hand to overly high expectations on the part of the companies with regard to possible cost savings, and on the other hand to a lack of expertise in identifying, quantifying and implementing suitable measures to reduce costs and increase efficiency.

Sven Schnägelberger, Managing Director at BPM&O: "The competence requirements on the topic of process management have changed significantly in recent years. Whereas ten years ago the focus was on process documentation and isolated process optimizations, today process management teams have to deal with organizational development, strategic process management, process controlling, LOW code process automation, robotic process automation and process mining technologies. Therefore, the (further) development of competencies is essential to be able to achieve the set goals."

Added value through process management - increased pressure for measurable results

The pressure to demonstrate measurable results with process management is increasing, the study emphasizes. Qualitative added value, such as greater transparency, better collaboration and a clear understanding of roles and tasks, is usually no longer sufficient to justify the necessary investments. Rather, the added value must be regularly demonstrable through measurable results. According to the study, two-thirds of the survey participants have already recognized the importance of benefit measurement and can usually demonstrate clear benefits. According to the study, 39 percent of the companies see the biggest hurdle for the introduction of benefit measurement of process management in "enforceability in the organization."

Process mining is the trend, but only a few companies dare to use it operationally.

Process mining is currently being promoted on the market as a new innovative option for process analysis, optimization and, in some cases, process automation. According to the study, the vast majority of companies have already dealt with the topic of process mining, but many companies are still in the discovery or evaluation phase in this area. Only a few organizations dare to take the next step toward operational use (18 percent). One reason for this is that many companies are deterred by the high initial investment and cannot yet see the great added value that process mining promises to offer. However, the high level of satisfaction among companies that are already using process mining illustrates the high added value potential of this innovative method.

Source: Bearing Point Switzerland

Without suspecting what the new technology could change in the future, many people had their first point of contact with augmented reality with the advent of the cell phone game "Pokémon Go". In the Pokémon game, cell phone users could catch virtual monsters. Viewed through the smartphone, it appeared as if the characters were in the real environment. The cult game has long since left its hype behind, but a lot has happened in the meantime. Today, augmented reality is not only used in gaming, there are also more and more use cases in marketing, medicine or retail.

Why augmented reality will prevail

Augmented reality applications enrich the user's current environment with virtual information and thus increase his or her scope of action. Simply described, it is a virtual image superimposed on the real world. Augmented reality is often mentioned in the same breath as virtual reality, a related technology. However, virtual reality is a completely virtual image. In order to experience this, equipment such as virtual reality glasses and very powerful servers are required. Experts therefore agree that augmented reality will prevail as a technology for the time being - at least outside the gaming industry.

In purchasing on the part of companies, technology can make significant contributions. For example, it offers the possibility of facilitating product searches. In addition, the technology can be used in the maintenance and repair of machines.

Augmented reality supports the product search

Today, corporate buyers increasingly search for suitable products online, comparing prices, features and ratings. The procurement process is extremely complex, especially for highly specific and technical products. It can be significantly simplified by means of augmented reality applications. One example: Amazon's "Augmented Reality View" app functionality allows potential buyers to project furnishings, electronic devices and much more directly into the real environment via the app. Prospective buyers can thus assess whether the desired item will fit in the home. A similar function is, of course, also conceivable in the B2B sector.

Buyers from companies can benefit from augmented reality if they can get an idea in advance of how a product will later integrate into the real environment. Including all relevant product information such as size or functionalities. In this way, a time and location-independent examination of highly complex procurement objects becomes possible. These applications can develop their full potential in combination with a video-based consultation. Individual functionalities of machines or other products can be demonstrated or explained in detail. Individual product requirements can also be discussed and specified directly on the object. This type of technical support allows buyers to make fully informed purchasing decisions. It thus has the potential to spare buyers many unpleasant surprises in the future that they may previously have experienced when ordering from catalogs.

Digital product presentation combined with online marketing

Professional buyers today have to work efficiently and cost-effectively. That's why online research is playing an increasingly important role. Suppliers who want to use the new possibilities of digital product presentation must thus also always invest in online marketing. What good is the best 3D animation, the most beautiful 360-degree video or the most advanced augmented reality application if the product in question cannot even be found online? Gone are the days when professionally researching procurement professionals pored through catalog books and traveled from trade show to trade show. Trade show trips abroad, which may involve overnight stays, often fall victim to the savings game today.

The Corona pandemic is giving online marketing an additional boost. Because rows of trade shows had to be canceled because of Covid-19, their importance has additionally decreased. During the pandemic, even more people than before have become accustomed to making their purchases online. Private shopping behavior naturally also influences the habits of professional buyers. They want to be able to research and compare appealing product information with easy-to-understand texts, detailed specifications and images on the Internet. In the future, they will be able to view products in a virtual reality display or have them projected into the room by a clever augmented reality application to get a better idea.

Be present on the right platforms

To enable professional buyers to find products on the Internet, it is advantageous for suppliers to be listed on digital platforms such as wlw ("Who supplies what") or Europages are present. This is because the company profiles and products on these platforms can also be found via Google and other general search engines. The wlw and Europages platforms belong to the parent company Visable, which offers additional opportunities to increase reach on the Internet with its online marketing services.

Online marketing combined with digital product presentations simplifies the buying process. For example, a buyer from South America interested in CNC milling machines finds a machine from a Swiss supplier thanks to corresponding product information on wlw and Europages. Thanks to an app from this supplier, the buyer can view the machine in his office down to the smallest detail. In the future, he can save himself a visit to a trade show in Europe, which involves travel costs of several thousand francs and the time involved.

Thanks to augmented and virtual reality, professional buyers can view a desired product from their workplace with just one click and receive detailed information. Trade shows and personal contacts will not be completely replaced, but purchasing decisions will increasingly be initiated online as a first step. For example, if a company wants to buy a large and expensive machine, an online comparison will be followed by discussions with a sales consultant, engineers and perhaps even the managing director. That's where individual advice and personal contact are still important. But the initial research will increasingly only take place online.

Maintenance work on equipment and machines remotely

In addition to product search, there are many other applications of augmented reality in the B2B sector. For example, maintenance and repair work on devices and machines can also be carried out with augmented reality support. With the help of special glasses, technicians can call up a projection of the specific device and thus have the special features of the device literally in front of their eyes. All of this works regardless of location. In this way, technicians can prepare for a specific job and estimate the time and materials required in advance. This saves installers time and possibly unnecessary trips and minimizes the time during which defective equipment is at a standstill.

Digitization of the product range and sales training

Before augmented reality can be used profitably in companies, a number of prerequisites must be met. For example, in order to support the product search, all catalog data from the manufacturers must be available digitally. In addition, it is necessary to train sales staff to be able to conduct virtual sales talks. Augmented reality-supported maintenance work can also only be implemented if the fitters have special glasses that enable corresponding displays. But certain requirements must also be met on the purchasing side. For example, products can of course only be viewed virtually with the appropriate apps or glasses.

What has been tried and tested and used in the consumer business for some time now is currently only gaining tentative acceptance in the B2B sector. Technologies such as augmented reality and virtual reality have the potential to raise the purchasing behavior of professional buyers to a whole new level. Even if companies are only slowly beginning to address the topics of augmented reality and virtual reality, they should still plan for application possibilities as early as possible and begin to digitize their product catalog. Online platforms such as wlw and EUROPAGES can be used optimally for this purpose thanks to their diverse options for product presentation, while also increasing the online accessibility of products.

The present article is published by Visible presents. Visable supports small and medium-sized companies in making their products and services internationally accessible to buyers. As a combination of its own B2B platforms and online marketing services, such as Google Ads and retargeting, tailored specifically to business customers, the company offers a broad digital portfolio for increasing reach on the Internet.

The platforms operated by Visable GmbH include wlw ("Wer liefert was"), today the leading B2B platform in the D-A-CH region with around 620,000 registered companies, and the European B2B platform Europages, on which around 3 million companies are registered. Together, the platforms reach around 4 million B2B buyers a month who are looking for detailed company and product information.

Many companies are currently confronted with the desire of a part of their employees to work in the home office even after the corona-related "lockdown" and are trying to comply with this. As a result, their managers are increasingly faced with the challenge of managing so-called hybrid teams - teams in which one part of the employees continues to work at the company while another part works in the home office or at another location of their choice. That's why the Institute for Executives in the Digital Age (IFIDZ), Frankfurt, decided to dedicate its latest Leadership Trend Barometer to the question: "From your perspective, what are the biggest challenges in leading hybrid teams?" 159 executives took part in the online survey. Already half a year ago, IFIDZ conducted an similar study published, which highlighted changes in leadership culture in the wake of the Corona Pandemei.

Only 16 percent of executives fear loss of control

The first striking aspect of the survey results is that the majority of executives apparently do not fear that team performance will suffer as a result of working in hybrid teams. For example, only 15 percent see a risk that employee motivation will decline as a result, and only 13 percent see a risk that goal orientation at work will suffer as a result. And only 9 percent fear or have experienced that this will have a negative impact on the quality of work. According to Barbara Liebermeister, head of the IFIDZ, most managers seem to be relaxed about the final decision on the extent to which their employees will work in the company or at home in the future - at least when it comes to the performance of their department. This assessment is supported, among other things, by the fact that only 16 percent of executives fear a loss of control when working in hybrid teams.

Leadership trend barometer highlights challenges of hybrid work

At the same time, however, it is striking that - presumably also due to the experiences of the past year - the majority of managers do not see working in hybrid teams through "rose-colored glasses" at all. Rather, according to Liebermeister, they see the two sides of the coin. Thus, only 9 percent agree with the statement "I see no dangers, only opportunities" in working in hybrid teams. For almost two-thirds of the executives surveyed, this form of collaboration poses the risk, for example, that individual employees will feel isolated. In addition, 54 percent see a risk that identification with the team will decline. One-third of those surveyed can also imagine that a certain front formation will develop in their team between the office and home office employees. In the opinion of the managers, these risks must be counteracted. Communication and mutual information obviously play a central role here, as around half of those surveyed are convinced that working in hybrid teams is definitely associated with the risk of "insufficient communication" (53 percent) and an "insufficient flow of information" (47 percent). This is where they see the greatest need for change.

For more information on the results of the latest IFIDZ Leadership Trendbarometer, please visit the IFIDZ website (www.ifidz.de) in the studies section.

Just a few weeks after the Award of the Prix SVC Central Switzerland 2020 the award ceremony and the presentation of the finalists of the Prix SVC Suisse Romande took place on June 7, organized by the Swiss Venture Club SVC. The event was held at the Swiss Tech Convention Center of EPFL and live streamed.

Willemin-Macodel from Delsberg wins the Prix SVC Suisse Romande 2020

The winning company this year comes from the canton of Jura. Thanks to its technological know-how, Willemin-Macodel offers cutting-edge customized machining solutions for complex parts with high added value, as well as innovative services. Founded in 1974 and still based in Delémont, the family-owned company is present in Switzerland, Europe, the United States and Asia. It is active in the watch, jewelry, medical, dental, aerospace, micromechanical and industrial mold industries. The president of the jury, Isabelle Harsch, was pleased to note: "The real strength of this company is its ability to develop and offer to end users cutting-edge turnkey production solutions, configured and adapted to their requirements."

Richard Mille Group and Infomaniak also on the podium

The second prize went to the Richard Mille Watch Group, founded in 2001 by Richard Mille and Dominique Guenat, owners of Valgine watches in Les Breuleux. Thanks to its innovative, highly technical and exclusive models, this new brand has very quickly established itself in the world of watchmaking.

The third prize winner is Infomaniak, founded in Geneva in 1994. Over the years, the company has specialized in domain name registration and website hosting and has become number one in French-speaking Switzerland. With its know-how and technological independence, the company aims to be a real Swiss alternative to GAFA by already offering its own storage and data transfer services.

Diploma ranks for Groupe Boschung and IMTF

Two other nominees for the Prix SVC Suisse Romande took fourth place: the Boschung Group in Payerne, founded in 1947. The company is a world leader in cleaning and snow removal systems for airports and in electric sweepers. The company also specializes in the construction of snow plows, spreaders, de-icing equipment, multi-purpose vehicles, as well as ice early warning systems and automatic spraying systems. Finally, Givisiez-based IMFT, founded in 1987, develops, distributes and implements software for the financial sector worldwide. The focus is on compliance solutions, anti-money laundering and the automated management of processes and documents.

Examples of the innovative SME world in western Switzerland

"The five finalists of this 9th edition were once again an example of the fantastic know-how of companies in Western Switzerland and their diversity. Often leaders in their field, constantly adapting to new market demands, these companies are the spearhead of our economy. They deserve our recognition and admiration," said Jean-Marie Salina and Michael Willimann, SVC managers for Western Switzerland.

Source: Swiss Venture Club

Lucerne-based software provider Opacc again posted double-digit growth last year and has largely full order books. So there is little sign of a slowing Corona effect. However, the dried-up personnel market is experienced as a major challenge.

Thanks to recruitment campaign to needed specialists

Opacc launched a recruitment campaign that created 29 new positions at its sites in Rothenburg and Münchenstein. In addition, internal training programs are also strongly emphasized. Walter Dettling, the head of OpaccAcademy in Rothenburg states: "Opacc is aware of the challenging circumstances on the personnel market and therefore relies on its own initiative. We have continued our training during the pandemic, both for our customers and internally for our employees. Already in the first wave of the 2020 pandemic, we immediately switched product training to online and intensified it for our own employees. Later, we digitized training for our customers as well." The demand from Opacc customers was high and at the same time a challenge for the instructors, he said. A lot of valuable things were learned in the process, Dettling adds.

9 apprentices in the occupations of EFZ Media Technician EFZ Computer Technician EFZ Platform Development

The company invests in its own specialists as well as in vocational training for media technicians and, as a new addition, IT specialists EFZ platform development. Opacc has been committed to promoting young talent for many years. For Marco Stuber, who is responsible for apprenticeships, the effort pays off: "Training young people in ICT professions is enormously important to counter the shortage of skilled workers." This also includes the long-standing cooperation with the ICT Berufsbildung Zentralschweiz professional association.

OpaccTaster days - despite pandemic

Every year in spring, the Opacc Software AG apprentices in Rothenburg organize the Opacc taster days. The young professionals launched the "Online Taster Day" so that they could also have a look during Corona. The apprentices themselves are responsible for planning, implementation and review. Opacc has had very good experience with this in recent years. Marco Stuber: "The apprentices have to think about how they want to introduce young people to the ICT profession of mediamatician EFZ and how the taster days should proceed in detail. This includes the application in the social media channels, the welcome, the presentation of the company and, of course, a few motivating ideas, such as a virtual scavenger hunt in the sales office." The concept received a great response and two exciting taster days were recently held, each with 15 young people.

Source: Opacc Software

The IST, Höhere Fachschule für Tourismus was extensively renovated and reopened under the overarching motto "IST reloaded". All rooms now appear open, bright and spacious. The modern and flexibly furnished classrooms meet the hybrid teaching and learning standards of tomorrow. Multifunctional workstations and meeting zones offer staff, lecturers and students space for exchange and also for concentrated work. In the corridors, large screens display "on time" information from the world of tourism.

Prestigious investment of the College of Tourism

A larger six-figure sum was invested in the renovation. "The contemporary infrastructure will accommodate the needs of the students in the best possible way," says Heinz Sommer, Group CEO of the Vantage Education Group, to which IST belongs. "For all those who want to pursue further education in tourism, the renovation and the associated investment are a strong signal. We believe in the future of tourism in Switzerland and in the need to contribute to the industry as an education provider through competent and well-trained people," Sommer said.

Charm offensive for the #Tourism future

Parallel to the reopening, the social media campaign #Tourismuszukunft was launched. Eight well-known personalities from tourism, business and politics as well as three IST alumni share their enthusiasm for tourism via video and send their tips and recommendations for the tourism profession throughout Switzerland. They include Nik Hartmann (TV presenter & producer), Martin Nydegger (CEO Switzerland Tourism), Andrea Gmür (Member of the Council of States), André Lüthi (VRP Globetrotter Group), Berno Stoffel (CEO Cable Cars Switzerland), Stéphanie Portmann (owner Fred Tschanz Group) and Frédéric Füssenich (CEO Rigi Bahnen AG). "At the moment, we sense a slight uncertainty among young people about choosing a career in the tourism industry. We want to counteract this so that there is no vacuum of qualified tourism specialists in the industry in the medium term," says Nicole Diermeier, Managing Director and Overall Head of School at IST, explaining the background to the charm offensive. www.ist-edu.ch

New alumni program strengthens the network

More than ever, networking in the industry is crucial for the professional future. That is why the IST - where to date 1730 students have graduated as "Tourismus-Fachfrau/mann HF" - has now founded its own alumni association. It is intended to provide a platform for networking, excursions and after-work events for students, former students and the trainers from German- and French-speaking Switzerland. Santino Fischli, IST alumnus, Lead Operations Sales at Vögele Reisen AG and president of the association: "To build, establish and maintain a network is an absolute privilege. Our alumni association offers exactly this opportunity and we will experience many unforgettable moments together. I am glad to be able to constantly expand my knowledge and network as part of this community."

Source and further information: www.ist-edu.ch

According to a McKinsey study with more than 500 CEOs, only 11 percent of companies are confident that their leadership development initiatives are producing the desired results. The study "Revamping Leadership Development" by Skillsoft and HR.com confirms this finding. Only one-fifth of employees surveyed said their managers or leaders lead effectively. But how can you tell that it's time to rethink leadership development in your company? Seven tips on what to look for when designing a new program.

1) Lack of results in innovation and business growth.

In today's increasingly digital, fast-paced and competitive business environment, companies are unable to grow or gain competitive advantage without a leadership development plan. Leadership development and learning programs must be aligned with the company's strategy and goals, and ensure that new leaders are prepared to meet the demands and changes.

Tip: Look for courses, programs, learning content, and resources that enable leaders to continuously develop competencies in managing change processes. This should include topics with a focus on innovation, agility, resilience and emotional intelligence.

2) Management newcomers have a hard time

A manager taking on management tasks for the first time is under enormous pressure. Without the right preparation and coaching, she is likely to fail. This, in turn, affects performance goals, employee engagement, productivity and the culture of the work group.

Tip: Don't wait until employees advance to management to build them up as leaders. Developing junior staff is an important factor in retaining employees and equipping them for future roles. Building skills in the context of employee development, teaching responsibilities, entrepreneurial execution, and leveraging emotional intelligence, are critical to the development and success of a rookie manager.

3) Hierarchical structure with command and control

Studies show that there is a shift in leadership competencies in companies and that leadership responsibility is being extended to more employees. Companies are flattening their hierarchies from top to bottom with the help of highly collaborative and cross-functional teams to drive innovation.

Tip: Managers come in many forms. They either preside over a functional area, a team, or just a one-off project in your organization. Empower leaders with learning opportunities that cover qualities like agile working, humility, leading teams, and customer-centric leadership.

4) Leadership development only for a very small group.

An old-school manager who makes all the decisions alone is no longer contemporary or effective. Modern companies are agile and team-oriented. However, leadership training in the past was often very comprehensive, costly, and not related to the context of the learner. Today, the environment in which leadership development takes place has become very transformed and democratized. As a result, future leaders can be supported at different levels of their career journey.

Tip: Provide learning content that supports managers throughout their career path and is specifically tailored to the needs of different leadership types: Novice managers, project managers or subject matter experts, mid-level and senior managers. Making leadership learning content available to all interested individuals democratizes learning and supports an inclusive, continuous learning culture.

5) Customer satisfaction declines (CSAT scores)

Managers in a customer-centric corporate culture recognize the special demands and needs of their clientele, understand customer processes and treat them with appreciation. For them, the customer always comes first. When your employees interact with customers, it is an experience for the customer that impacts your company's brand, reputation and revenue. If your employees are ill-prepared or act unhappily in their role, their interactions with customers can be unproductive or even damaging.

Tip: Empower your leaders to listen and deliver the best customer service. Learning solutions on emotional intelligence, coaching, employee development and empathy can mean that leaders who deal directly with customers can lead teams better and increase customer satisfaction.

6) No succession planning

A lack of succession planning can put your company at risk if, for example, one or more managers fail to perform, retire or suddenly leave the company. Successful companies evaluate these plans at regular intervals, train their employees across the board and develop their leadership skills, entrepreneurial knowledge and a holistic understanding of the company.

Tip: Provide a broad-based leadership development training program to develop employees with leadership potential and address any leadership challenges that may arise.

7) Trainings are put on hold

Even during times when business is good, training can be put on hold due to budget constraints, lack of availability of training managers, changing business needs, and more. However, simply switching from classroom training to online instruction is usually not helpful. Rather, the key is to tailor learning content more specifically to target groups and their needs.

Tip: Seek out leadership training that is specifically designed for a digital experience and is appropriate to complement the activities offered by training leaders. Digital leadership content should be able to be integrated multimodally and include hands-on, scenario-based learning.

Democratize leadership development

"With an agile mindset, leaders can build the competencies in their teams to quickly respond to changing situations and requirements, overcome obstacles and thus successfully develop the company even in turbulent times," explains Andreas Rothkamp, VP DACH region at Skillsoft. "To do this, it is essential to democratize leadership development and build competencies among an expanded employee base. Today's digital offerings enable training content to be tailored precisely to the relevant target group and its needs in short, hands-on units."

Source: Skillsoft

It is said that there are quite a few people who regretted the change of job on the very first day. The computer was not set up. The office chair was defective. The access card was missing. IT had forgotten to set up an email account and the supervisor was surprised at the new employee. These are the classics of the first day. Yet it only describes the mandatory program, which many companies already fail at. This article is about the free program that begins afterwards and on which depends, for example, how quickly new sales employees are integrated into the new working environment and how productively they can contribute in the future.

Care instead of haste

Companies strive for optimization and efficiency, and this is often reflected in the onboarding process for new employees. The new employee should become productive as quickly as possible. The shortest path then often leads through the ice-cold water into which new employees are pushed, out of thoughtlessness, out of organizational incompetence, or out of the mistaken idea that this is the first reinforcement test. On the first day, a mug with the company logo, a process manual, a brief introduction to the highly complex CRM system, and tightly scheduled interviews with colleagues and key contacts in other departments. On the second day, product training and on the third day, an initial overview of the sales territory. On the fourth day, two customer appointments with a colleague. The week ends with a team meeting and the team leader asking if you've arrived safely and a warm "We're glad to have you on board. Good luck." How close is this description to the practice in many companies?

Companies are highly complex organisms. Sales is a highly complex activity. Customer relationships are also usually complex. Developing the necessary understanding in these three areas requires time and support, diligence rather than haste. Onboarding is not a catalog of tasks to be completed in a week, but a longer and more time-consuming process, which, however, represents an investment that pays off because new employees are more closely tied to the company, are better networked, and have the information, i.e., the prerequisites are met so that they can really make their skills effective for the company and their customers.

New sales employees: Not at the workplace for the time being

They still exist, the lone wolf organizations, with individual goals, racing lists and other competitive elements, where each individual seeks his fortune in his own way. My sales territory, my customer, my commission. But sales in B2B markets is increasingly becoming an interdisciplinary team effort. Providing customers with satisfactory support at the various points of contact with the company requires a division of labor and cooperation. For a new employee, this means that initially he or she does not belong at his or her workplace, but rather in the various departments with which he or she will be working in the future. Salespeople are internal customer project managers who depend on not only knowing who can help, but also mobilizing and coordinating the support they need. He or she must get to know the way his or her teammates work, understand the mechanisms of cross-functional collaboration, establish personal contacts and network. So that later the small official channels work, the assistance on call, and the right contact person is quickly found to solve a problem for a customer.

Many companies cultivate team rhetoric, preach cooperation and demand thinking beyond departmental boundaries. But the forms of internal collaboration are always a product of active design and carefully developed corporate culture. The best way to get there is to first increase mutual understanding. Who does what and how, with what self-image and with what goals? Where do I get what, and how can I help others improve their contribution to the overall process? The best way to learn this is to have once worked in another area. In keeping with the advice of management mastermind Peter Drucker: "To make knowledge productive, we must learn to see both the forest and the individual tree. We must learn to see connections."

This type of networking not only has the advantage that new employees quickly gain an overview, their ability to organize themselves is improved, and they work more independently, but also their loyalty to the company increases because it naturally also creates a wide range of personal relationships within the company. Of course, this takes time, but the path to a culture of cooperation and a structure of smooth knowledge transfer knows no shortcut.

Really getting to know customers

The journey through the departments has another serious advantage: The new sales employee gets to know different perspectives from which customers are viewed. After all, after the company, the customers are the second major topic of the induction: Who are the customers? What are the customers for us? And what are we to our customers? What are the characteristics of our most loyal customers?

It is not so much a matter of communicating what technically distinguishes one's own products, but rather of demonstrating their benefits for the customer and the added value in comparison with competitor products. It is less about presenting the company's own more or less standardized sales process than about explaining how customers proceed in their purchasing process, what questions customers ask that sales must answer, and in what ways the decision-making and purchasing process can be facilitated. It is less about customer segments, into which customers are divided for better structuring of support, than about the idea of personas that are as tangible as possible, with their problem, interests and work contexts, which sales employees encounter with customers.

The most important perspective is, of course, that of the customers themselves, which is why the familiarization phase also includes as many contacts and discussions with customers as possible. In this context, the opportunity to exchange ideas with long-standing customers is particularly important, because they are best able to explain why they buy the products or services from their own company and not from others. Even if new employees come from the same industry or even from a direct competitor, this does not mean that they therefore have a precise understanding of the special interaction between product benefits and customer needs at their new employer.

The tandem for new sales employees

Getting a foothold in a new company is not always easy. An employee should not be left alone, but ideally be assigned a mentor. The mentor does not necessarily have to have already celebrated 10 years with the company in order to have sufficient experience, in-depth knowledge of informal structures and a widespread network. It can also make sense to recruit employees for this task whose own induction was not so long ago and who therefore still know quite freshly and from their own experience what is important and what problems and challenges can arise. Even more important, however, are their attitudes and communication skills. Mentors should be people who embody the corporate culture that is to be conveyed, who are interested in sharing their experience, passing on their knowledge, taking time to listen, and who can perhaps even take on the role of a coach. A mentor is a guide, advisor, confidant and sparring partner. But he should not be a supervisor. In a way, he fulfills the same tasks as a salesperson in accompanying customers on their buying journey.

Onboarding as a mutual learning process

An onboarding process therefore needs a structure, time and defined roles, such as a mentor and area managers who take on new employees for a period of time, as well as the actual supervisor who seeks regular exchange with the newcomers and closely monitors the progress and development during the onboarding process. However, there is still one important aspect missing and that relates to the expectations and goals associated with the onboarding process. It makes a difference whether the induction process is seen mainly as an unproductive transitional period and a cost factor, where the aim is to make new employees productive as quickly as possible - whatever that means exactly. Mostly, this means the impression of being able to assign them specific tasks and impose goals.

In contrast, the induction process can also be viewed as a parallel employee and corporate development process. The starting point would then not be the question: What can this person not yet do and what information still needs to be provided? Although that is certainly one component of the onboarding process. However, it becomes more interesting when the question is also turned around: What can I learn from new employees? An onboarding process is always also a test for a company, with new employees as testers. How convincing is the sales strategy? How good are the processes? Are there elaborated personas? Is there a clear and consistent understanding of the customer value of products? How open and team-oriented are other departments? How customer-oriented is the company from an external perspective? A new employee is therefore an important source of information from day one, as long as companies are able to use it, encourage critical thinking, personal responsibility and customer orientation from the start and ask for their feedback. You can start with onboarding itself, which, like any other success-critical process, should be continuously improved.

Author:
Dr. Udo Kords is a lecturer in sales management at the FOM - Hochschule für Oekonomie und Management, Hamburg.

The Kursaal Bern Group is a traditional Swiss company with three business segments: Congress Center, Hotel & Catering and Casino. The versatile offer consists of professional congress services with state-of-the-art digital technology incl. streaming studio and 28 flexibly usable rooms for presence events up to 1,500 persons as well as online events. Furthermore, the group has the newly designed Swissôtel Kursaal Bern (4-star superior) with 171 rooms and suites, which is integrated into the international Accor Group.

Annual General Meeting approves IPO

The Annual General Meeting of Kursaal Bern AG on June 7, 2021 approved all proposals of the Board of Directors. In particular, the total revision of the Articles of Association and the creation of authorized capital were approved. Following the General Meeting, the Board of Directors of Kursaal Bern AG decided to carry out the authorized capital increase and to issue a maximum of 40,781 registered shares of Kursaal Bern AG with a nominal value of CHF 50.00 each. The new shares carry full voting and dividend rights as of the 2021 financial year and are equal in all respects to the existing registered shares.

40,781 registered shares on offer

The offer consists of a subscription right for existing shareholders and a public offer in Switzerland. It comprises a maximum of 40,781 new registered shares. The price range has been set at CHF 350 to CHF 380 per registered share. Assuming an offer price in the middle of the offer price range, the Company expects net proceeds from the issuance of the new registered shares to amount to approximately CHF 13.8 million. This amount is based on the assumption that shareholders either exercise their subscription rights in full or that all offered new registered shares for which subscription rights have not been exercised are placed with shareholders and/or investors. The so-called bookbuilding process will start on June 11, 2021 and end on June 25, 2021 at 12:00 noon CEST. The final offer price is expected to be published on June 28, 2021. The listing of the registered shares of Kursaal Bern AG on BX Swiss and the first trading day are planned for June 29, 2021.

Kursaal Bern AG wants to grow further

The net proceeds from the sale of the new registered shares are to be used to strengthen the market position of the Kursaal Bern Group and to promote its expansion into a major Swiss congress, hotel & gastronomy and casino group, as well as to realize further organic and external development opportunities in the longer term. The Board of Directors, the Executive Board as well as the anchor shareholders of the company welcome the transaction and are by a large majority prepared to exercise their subscription rights as well as to partially subscribe for the shares.
to subscribe for additional new registered shares which are not subscribed by existing shareholders. In addition, other well-known investors have declared their willingness to purchase a significant number of unsubscribed new registered shares. In connection with the IPO, a lock-up period of twelve months after the first trading day for the Company and members of the Board of Directors and the Executive Board and six months after the first trading day for the Company and members of the Board of Directors and the Executive Board has been agreed.
trading day agreed for certain anchor shareholders.

Source and more Information

Higher technical colleges (HE) have an important key position in Switzerland due to our education system. The higher professional examination enjoys great popularity, and the numbers have increased significantly. Comparing Switzerland with Europe, our country is clearly in the lead here. By 2045, the current proportion of about 35 percent could rise to 60 percent. But: the participation costs for a higher technical college are relatively high - for example in comparison to the Bachelor, the internationality of the degrees is not recognized, the federal title and the visa or the logo from the federal government are missing on the diplomas. The individual courses are recognized, but not the HF as an institution. The brand "HF" is therefore unprotected - this must change.

What will the teaching of the future look like?

Added to this tension of economic or "economic perspectives" and the question of the future of continuing vocational training in general are new developments triggered by the Corona pandemic. It has become clear that "Internet teaching" in education is trend-setting. It is particularly noticeable in the tertiary sector and increasingly demands new competencies for teaching. Learners are becoming increasingly flexible and independent. They increasingly decide where, when and how often they devote themselves to the learning material. The sfb symposium on September 15, 2021 is intended to highlight current, economic and educational policy requirements for the teaching of the future, in the competitive environment of the CH education landscape.

Renowned expert speakers at the sfb Symposium

The sfb Symposium is aimed at companies (SMEs), alumni and other interested parties; at educational institutions and political bodies such as professional associations, schools (Sek II/Tertiär B), ODAS, the SERI and cooperation partners of the sfb. The conference venue is the Gottlieb Duttweiler Institute (GDI) in 8803 Rüschlikon (ZH). Speakers will include Robert Heinzer, head of HR at Victorinox AG, Dr. David Bosshart, CEO of the GDI, Prof. Dr. Andreas Frey, rector of the HdBA - University of Applied Sciences of the Federal Employment Agency Mannheim, and Chantal Galladé, educationalist and politician. The event will be moderated by Hugo Bigi.

Registrations until July 31, 2021 at sfb.ch/symposium

During the Corona crisis, demands for digital skills by employers have become louder, as more and more jobs require sound digital skills and know-how. The targeted qualification and further training of the workforce represent decisive factors for a future-oriented, sustainably resilient Swiss economy, as the Avenir-Suisse study "Further training, but in a targeted manner - answers to structural change in the labor market" from April of this year. Demand for workers in high-growth industries where successful digitization is essential is expected to continue to rise in the future.

Need for new skills

For these reasons, Google launches the training offer in Switzerland Google Career Certificates. In cooperation with local partners, such as the Regional Placement Centers (RAV) of the Office for Economy and Labor of the Canton of Zurich (AWA Zurich) and the Impact Hub Switzerlandand the non-profit organizations INCO Academy and Jobs4refugees, free access to Google's IT-related online courses will be distributed to applicants in Switzerland selected by the partners. "We are launching this additional offer for certified professional qualifications with a clear goal: to further strengthen Switzerland on the global labor market and as an IT location," says Patrick Warnking, Country Director of Google Switzerland.

Edgar Spieler, Head of Labor Market at the Office for Economy and Labor of the Canton of Zurich, adds: "Promoting digital skills, new forms of learning and lifelong learning are also key objectives for the RAV. In Google, we have found a strong, innovative partner who supports us in this and strengthens the opportunities of our job seekers in the labor market." Luzia Schuler, Managing Director Programs & Partnerships at Impact Hub Zurich, is also positive about Google's commitment as a partner: "The Google Scholarships for Coursera enable entrepreneurs from our network throughout Switzerland to receive targeted digital training. We would particularly like to give participants who work in the sustainability sector, as well as people from marginalized groups or those who benefit from a career change, access to this interesting offer. Especially for people without a tech background, the courses are an interesting opportunity for professional development - not least against the backdrop of the current pandemic - and without fixed schedules and attendance requirements."

Teaching digital skills online

The online courses are designed to help participants acquire the necessary professional skills in the four high-demand areas of IT support, project management, data analysis, and UX design. The courses are available via the learning platform Coursera.org available online and are completed in self-study. No university education or relevant work experience is required. Upon successful completion of the course, which can be achieved in less than 6 months, the participant receives a course certificate that can be shared on LinkedIn or listed on a resume and other relevant documents.

Through the partners Impact Hub Switzerland and AWA-RAV, several hundred Google scholarships are to be awarded to applicants in Switzerland, thus providing assistance with professional reorientation or retraining. The aim is to strengthen individual profiles and increase their chances on the labor market by providing them with in-depth skills in the course focus areas. Further Google.org scholarships are also available through the non-profit organizations INCO Academy and Jobs4refugees awarded to people who have more difficult access to education and the labor market.

The course offerings at a glance

• IT Support - This course introduces the field of IT in general. Graduates of the course will acquire knowledge of various aspects of IT, including the basics of modern network technologies and protocols, the use of the most common operating systems or systems management.
• Project Management - The course focuses on the fundamentals of traditional project management, but also introduces agile project management, as innovative techniques originated in software development and are now used in a variety of industries and functions.
• Data Analysis - The course aims to teach the skills of effective data analysis. Data analysts know how to ask questions correctly, prepare and analyze data in order to make concrete recommendations based on this information. Graduates of the course develop their skills in using various data analysis tools and platforms through hands-on assignments and projects.
• UX Design - UX designers focus on user interaction with products such as websites, applications, and physical objects. Graduates of the course learn about the world of UX design through hands-on exercises developed by Google.

Source: Google Switzerland