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Recent Studies
Work Life Balance in the War for Talents
Corporations lack the magical skills of understanding: how to keep expensively bought in talent and then how to turn those talents into revenue for the company. So they struggle along with every kind of tool and system invented by “People Management” experts; about heart, brain and hand. But do they want to be managed? The latest magic mantra is “Work Life Balance”. But, put simply, there’s a big risk that what “Work Life Balance” programmes are supposed to cure will make them worse. A small amount of fun is supposed to counterbalance a lot of frustration. Free acupuncture to soothe away the daily grind. Strengthen your backbone with daily aerobics, or a laundry service for shirts and blouses. Incentives should generate loyalty. A ski week-end in the Swiss Alps may be well intended, but first the boss wants to be thanked for the goodies, and secondly he’s taking away from those invited precisely what they need the most: two days of peace, and relaxation, which just everybody wants to enjoy on their own, or with friends, or with spouse and family. And they need to enjoy it, or the atmosphere at home will get even worse. The balance that’s targeted pitches even more onto the side of corporate life. Behind that pretty idea of Work Life Balance doesn’t there lurk a corporate ambition to define everything in life, even down to your breakfast choice? Is a search for corporate welfare a search for corporate totality? Aren’t these precisely those conditions in which workaholism and burn-out thrive? What are the best strategies in the war of talents? How can corporations create a healthy climate and conditions so that talents flourish, so challenging and encouraging the atmosphere for long-term commitment?
Work Life Balance in the War for Talents
Corporations lack the magical skills of understanding: how to keep expensively bought in talent and then how to turn those talents into revenue for the company. So they struggle along with every kind of tool and system invented by “People Management” experts; about heart, brain and hand. But do they want to be managed? The latest magic mantra is “Work Life Balance”. But, put simply, there’s a big risk that what “Work Life Balance” programmes are supposed to cure will make them worse. A small amount of fun is supposed to counterbalance a lot of frustration. Free acupuncture to soothe away the daily grind. Strengthen your backbone with daily aerobics, or a laundry service for shirts and blouses. Incentives should generate loyalty. A ski week-end in the Swiss Alps may be well intended, but first the boss wants to be thanked for the goodies, and secondly he’s taking away from those invited precisely what they need the most: two days of peace, and relaxation, which just everybody wants to enjoy on their own, or with friends, or with spouse and family. And they need to enjoy it, or the atmosphere at home will get even worse. The balance that’s targeted pitches even more onto the side of corporate life. Behind that pretty idea of Work Life Balance doesn’t there lurk a corporate ambition to define everything in life, even down to your breakfast choice? Is a search for corporate welfare a search for corporate totality? Aren’t these precisely those conditions in which workaholism and burn-out thrive? What are the best strategies in the war of talents? How can corporations create a healthy climate and conditions so that talents flourish, so challenging and encouraging the atmosphere for long-term commitment?
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Top talents don’t just want to
earn a living. They want to live their lives - and have fun.
Pleasure comes out of performance - not out of dependence,
but from independence winning the inner strength to get the best
out of life. We’re working on those strategies both for corporations
and for top management.
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Establishing a Knowledge Management
Process In an organisation that operates globally with strong local units and headquarters in Germany. This process is being managed from a “change-weary” organisation which is characterised by cynicism and exhaustion. “Dramaturgy” is central, not trivial. |
| Generation
X Today’s 30-40 year olds are on the march through today’s businesses. HR people, Management need to get tuned into their aspirations, should they want to benefit from their enthusiasm. Gen X’ers bring new abilities, communicate differently from Baby Boomers and have other needs and demands in the organisation. What concretely does this mean for HR, for Executive Training and Communication? “Total care packages”, “securization”, “staff transfer”, “new careers” are some key words for an international firm targeting Gen X. |
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| Study on Gen Y and Consequences for
HR
This study is being financed by several
international corporations (Financial Services, Pharmaceuticals,
High Tech, Media and Machine Tool Manufacturers both in Germany
and in Switzerland. Wichtige Ergebnisse sind schon da. |