Effective Management & Transformation of the Corporate Culture: Outgoing?


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The flagship startup Jimdo has dismissed 25 percent of his staff because that Company failed to introduce effective management structures. This could rekindle the discussion on the world of work 4.0 - and at the same time shows how Recruiting 2016 can work as well.

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Simone Janson Simone JansonSimone Janson is publisher, German Top20 blogger and Consultant for HR communication.

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The future of work?

This week was for the New Work: last week we have on the future staff still over new recruiting forms and work 4.0.

On Monday, we talked to a press at Microsoft before the Orgatec new forms of work and the design possibilities of offices. Yesterday, I visited the very playful offices of Trivago (pictured) in Dusseldorf, which for me the Google offices in Hamburg and Dublin to creativity still beat.

Fun culture on the edge?

All the points thus appear to be a beautiful, new, colorful world of work. And now this: The German flagship start-up Jimdo in Hamburg dismisses, as yesterday announced, a quarter of its workforce. The end of the fun culture?

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With the malice that echoes from the social networks this morning, you could think that: “Startup Jimdo: fun culture on the edge”Was the title of Gerhard Kenk on Crosswater Job Guide. One can read out the prejudice that passion and fun are only conditional for one Company are good. Work, especially in Germany, has to be hard and hurt. Or not?

Growth problems at start-ups

This was just the case recently as a result of a study also in BrandEins, which gave the topic of start-up culture with Jimdo and his barefoot CEO as an example a multi-page contribution:

“Starting from a certain size, start-ups are struggling with similar problems to classic companies: What Stefan Kühl has shown for the early New Economy is confirmed by a study by Lead, a think tank of the Mercator Foundation, which is based on interviews with founders. According to the study, the pleasure-driven initiative of the employees and the hierarchy-free cooperation are myths. These companies are also quick to have a tight organization and clear responsibilities, says Markus Baumanns, co-author and head of the Consulting Company Companions. ”

No efficient management structures

What exactly had happened in the eyes of the management, co-founder and CEO Matthias Henze admitted to the founders' scene and confirmed the results of the study:

"We have failed to implement effective management structures and we have grown too quickly in terms of personnel."

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The only question is: What conclusions are drawn from the incident, which quickly turned Twitter on #jimdoquit? New, hip working cultures are not good, much hot air for nothing? That would probably be the wrong conclusion. For who wants to go back to the fun-riddled philistine zone of the old-economy, if he can have beautiful colorful offices?

Needs of employees

However, in spite of all the hippiness and coolness, the exenstial basic needs of employees must not be forgotten: for example, those who have sufficient salary, job security and work-life balance.

One hears that the seemingly modern and hip start-up culture is often used to hide self-exploitation and grievances in the company, according to the motto: "We have a football table, but expect 70 hours of work per week." But studies have shown that young employees are less and less influenced by this.

Greenwashing

Behind this is a system like the Goodplace founder, Monika Krauss-Wildegger in an interview with the example of the new profession of Feelgood Management explained:

“At first glance, the term means that it is all about fun or health. Companies that only emphasize these aspects often do not want any further structural changes at all. ”

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For Krauss-Wildegger, however, Feelgood is an active corporate culture that is driving themes and projects that are important to the colleagues. Significant features are employee involvement through feedback channels, voice on the mind and bosses, who are also behind their democratic system. A little barefoot run is not enough, if not really the desire to meet employees on the same level.

Benefits for companies and employees

In the end, it's a bit like greenwashing in environmental protection: A new corporate culture is great - if it's really lived. Dedicated employees are more motivated, more productive and more loyal.

And: A company is becoming much more attractive to young professionals, not least because employees like to talk about YOUR company. The employees of Jimdo are now also benefiting from this popularity: Under the Twitter hashtag #jimdoquit, many of them are now searching for jobs on Twitter - and are enthusiastically picked up by recruiters from home and abroad, such as Henner boyhood in detail. This is how modern Recruiting 2016 can work!

Employee loyalty as a multi-dimensional concept

But once again back to corporate culture: this form of employee retention is, however, a multi-dimensional concept. And it is important for every company to choose the right and appropriate management measures for their own needs.

For smaller companies they are more playful and there is room for experimentation. The larger and more experienced the company is, the more structured the management will be.

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Must work hurt?

One thing should be clear: in the end, those companies are successful, which show their employees the meaningfulness of their work and offer them optimal development opportunities as well as working conditions.

Whether work, in accordance with the Protestant work ethic, will continue to hurt in the future, and whether efficiency and competition must always be top priorities - that is at least worthy of discussion. Maybe in the working world 4.0 (or whatever) is actually time for a completely new working culture - and maybe we all have to relearn a lot.


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