From the author:
Benchmarking or why do everyone always do the same?
Hardly one Company has been spared. The belief that benchmarking is the guarantor of success has been haunting the management and HR departments for years. There are hardly any textbooks, specialist articles, congresses, seminars or workshops that do without best practice examples - some even only consist of such examples. But beware of the supposedly best - even in personnel marketing benchmarking leads directly into the dead end!
Why this is so, described the business journalist Karl Pilsl in one of his books: “We have too many similar companies that employ similar people with similar training who do similar jobs. They have similar ideas and produce similar products at similar prices and quality. ”
What works elsewhere can not be bad?
Let's look around - he's right. But how has this similarity come about? Quite simply: To be safe, the well-known best practice examples were copied mostly 1: 1. What else has worked so badly can not be so bad. Or is it?
Differentiation with benchmarking? Wrong! This phenomenon can be observed in personal marketing, for example, in job advertisements that are similar to one another. I've already written about it.
Best practice is what the majority does
Obviously, one writes of the other, but this dreary uniformity can not be explained otherwise. Even claims, actually intended as an all-purpose feature, are already copied.
Of course, the best practice method does not stop with social media activities: despite regular shitstorms, the production of videos with singing and dancing employees does not seem to tear.
Best practice is worst practice
Best practice is NOT a successful method to differentiate itself as an attractive employer from others. Best practice is strictly Worst Practice.
With Best Practice, no one comes to the fore, but rather follows in the footsteps of the originals. He always runs behind the original. It also happens that the examples are often not transferable.
Higher, faster, wider or even different with benchmarking?
What was good for the first company seldom fits the imitators. Success can not be copied, it is as unique as the companies themselves.
An example shows why benchmarking is not a successful method. Up until the Olympic Games 1968 in Mexico, the usual technique was the so-called Western Roll. The record was at 1,72 m. The athletes crossed the crossbar.
The courage for the new
Dick Fosbury jumped the crossbar, which was at a record high of 2,24 m, backwards headfirst. Fosbury did everything differently than his colleagues - completely different.
And that's why he was by far the Olympic champion! Before his grandiose victory, the experts made fun of him or advised him against his jump technique.
Do not mind what the others say
Several doctors even argued that one would break his neck in his jump style. Dick Fosbury did not care. He won Olympic gold with the entirely new jump technique developed by him.
An infographics on Pinterest shows the jumping technique of Dick Fosbury.
Think outside the box, copy no!
Of course, it is important to look at what other employers are doing in the competition for the best talents. Even during the development of concepts and procedures or optimization of organizational processes, market observations can help, but copying them too easily leads almost never to the desired result.
It is necessary, however, to know the rules, in order to break them intelligently. Think of Dick Fosbury. He knew exactly what his competitors were doing. He knew the old jumping technique down to the last detail, and then he did it completely differently. With success!
Forget Benchmarking and Best Practice!
Best practice is exactly what the majority of others do. And this is sufficient for mediocrity at best. Do not copy other companies, but develop your own idea. So do not benchmark, but benchbreaking. Make everything different from everyone else!
You should do everything to make applicants say about your company, "I would like to work there!" And that is exactly what you will not achieve if you copy others, rather you should answer the following questions:
- What makes you unique as an employer?
- Why should someone work with you?
- What are the benefits of other companies' answers? For your company, only you can answer these questions yourself.
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German edition: ISBN 9783965960107
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