Impulses for organisations – Part 2

by | 05.06.2023

As a social media user, I come across numerous impulses from experts who address different topics within organisations or discuss aspects of work. Since many of these impulses are “elusive” on social media and difficult to find after a short time, I would like to “put individual contributions in the shop window” here on the t2informatik Blog. Part 2 of the series is about different working hours, online communication about the implementation of agility and the position as HR Retention Manager.

Let’s go!

Sirid Boehm¹:

Email signature and working hours

I have adjusted my email signature: “My working hours are not necessarily your working hours. Please do not feel obliged to reply outside your normal working hours.”

If I have an urgent request, I mark it accordingly in the subject line. Conversely, I also find it important to identify less urgent emails as such as well, especially if they are sent outside of others’ regular working hours.

It is now well known that the always-on mentality causes stress. Flexible working has many advantages, but also the downside of constant availability, often accompanied by unclear rules & expectations about when what should be answered.

As a manager, I find it even more important to live up to my responsibility in this position, e.g. by clearly communicating my expectations regarding the availability of others.

Marija Radtke²:

Bashing against agility that is implemented wrongly

The bashing is getting bigger and bigger. #Bashing against agility that is implemented incorrectly.

💥 Against unrealistic expectations behind agile transformations on the part of clients.
💥 Against agilists who only have certificates but too little experience.
💥 Against too big, supposedly constricting agile frameworks – everyone knows someone who hates #SAFe, right?
💥 Bashing against the people who don’t have an agile mindset – how can you?!
💥 At the same time, bashing those who demand that you work on your mindset to become agile. – OMG, how can you!!!

Why does so much bashing happen, so much criticism of people and circumstances?

From the criticiser’s point of view, it can be for emotion regulation. They perceive a situation that is not okay as it is. If they perceive “wrong” agility, different emotions can arise:

◼ Anger at not achieving the goal of real agility, at not being able to reap the benefits of it.
◼ Contempt that the values of true agility are not being upheld.
◼ Fear of agility degenerating into a meaningless term through pseudo-implementations.
◼ Sadness that the opportunity for real agility is being squandered too early and without need.

All understandable! Bashing helps the critic to deal with emotions, to vent one’s anger. To clearly present one’s own values, to point out risks, to prevent something worse. Afterwards, one feels better.

But how can bashing posts affect others? On a person who is responsible for implementing a transformation together with the staff?

In this situation, transformation leaders (and everyone else) need a minimum of vision for the future, of confidence, implementation power, inner security. As well as the feeling that they can do it together with the others.

How much are the bashing posts likely to boost confidence in transformation? To give security? Strengthen a sense of belonging?

In my perception, it rather creates the feeling that no matter how you do it, you can only do it wrong anyway. In all places there are only raised forefingers from guardians of real agility. At worst, you use all the negative comments to decide against a transformation, even though it is long overdue.

The individual motives for bashing posts may well be understandable. It is counterproductive in its effect on the actual goal of “pursuing truly successful agile transformation”.

Yes, transformations are challenging. Everyone wants to hit a punching bag once in a while, but hey guys:

Let’s go back to the important questions after the emotional abreaction:

Where is the journey going and how do we make it easier? How do we stay on track?

Mutual encouragement instead of a raised finger 💪 🙌

Markus Wabnitz³:

When will the HR retention manager boom come?

Employee retention is one of the biggest challenges facing companies today.

Successful employee retention requires more than the previous HR management advice provided by HR officers. It is a multi-faceted task that requires specialised knowledge.

A few years ago, the increased demand for specialised knowledge led to recruiting becoming a separate part from the tasks of HR officers. At the beginning of the year, job offers for “recruiters” reached an all-time high.

Wouldn’t it be consistent that HR Retention Management gets its own position more often? Will there also be a boom here?

The HR Retention Manager is an expert who specialises in developing employee retention strategies and creating a culture of employee satisfaction and development. He or she is visible in the company as a key authority and driver.

Of course, the tasks are already performed by employees in the HR department, but the designation of a specific position as HR Retention Manager would only be consistent in times of a shortage of skilled workers and the importance of individual employee retention for the long-term success of companies.

Impulses and questions

Three different topics, three different experts, three individual impulses. Does it make sense to deliberately emphasise the different working hours in a signature or would it perhaps make more sense to simply send the email with a time delay to the recipient’s working hours? How can an appreciative communication succeed in which people listen to each other, not to answer, but to understand? And does it make sense to employ an explicit role in the company to deal with the issue of employee retention, or would it make more sense to establish a corresponding understanding across the board in an organisation?

Questions upon questions. Perhaps you also have one or two; great! Then Part 2 of “Impulses for Organisations” has achieved its goal.

 

Notes:

If you like the article or want to discuss it, feel free to share it with your network.

[1] Sirid Boehm is Director / Head of Consulting at ACI Diversity Consulting, a company specialising in diversity consulting. Information about Sirid Böhm can be found in her LinkedIn profile, the impulse can be found in its original form on LinkedIn here.
[2] Marija Ratke is a Master Coach for successful transformation and collaboration. nformation about Marija Radtke can be found in her LinkedIn profile, the impulse can be found here in the original on LinkedIn.
[3] Markus Wabnitz has many years of experience in strategic and operational human resources management and deals with decentralised organisational forms, among other things. He works as Head of Human Resources at Raiffeisen Waren GmbH. Information about Markus Wabnitz can be found in his LinkedIn profile, the impulse can be found here in the original on LinkedIn.

Michael Schenkel has published other articles on the t2informatik Blog, including

t2informatik Blog: How do you and organisations learn?

How do you and organisations learn?

t2informatik Blog: What is the most important skill of companies?

What is the most important skill of companies?

t2informatik Blog: Impulses for organisations - Part 1

Impulses for organisations – Part 1

Michael Schenkel
Michael Schenkel

Head of Marketing, t2informatik GmbH

Michael Schenkel has a heart for marketing - so it is fitting that he is responsible for marketing at t2informatik. He likes to blog, likes a change of perspective and tries to offer useful information - e.g. here in the blog - at a time when there is a lot of talk about people's decreasing attention span. If you feel like it, arrange to meet him for a coffee and a piece of cake; he will certainly look forward to it!​