Employer Branding Tool Home Office: 6 Tips for Clear Rules


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Home office and flexible work are at the top of the wish list of many younger employees, making them an increasingly important employer branding tool. In order for it to work in practice, it needs clear rules. 6 Reviews.

Employer branding tool Home Office: 6 tips for clear rules Employer branding tool Home Office: 6 tips for clear rules

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Here writes for you: Axel Praus is Managing Director of ww - working well GmbH. Profile

6 tips for working in the home office

Overview

How modern working in theory works is well-known: Flexible and tailored to the needs of employees, it gives everyone the freedom to decide when and where they work - in the home office, on the road or in the office. And for many employees, this flexibility is becoming increasingly important, as numerous studies and studies show:

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To do in times of demographic change and the increasing shortage of skilled workers Company Good to adapt to the needs of the new generation of workers in order not to fall by the wayside in the "War for Talents". With flexible working models, companies could score points in the Y and Z generations and position themselves on the list of preferred employers for young talents.

1. Behind the ironing board Non-stop accessible?

Overview

In spite of these findings, in practice it often lacks implementation. In many places, the term "home office" for superiors still calls the image of the employee at the chaotic workplace between ironing board and children's toys, which is difficult for the team to reach and the boss is difficult to control.

But there is also uncertainty among employees, many ask themselves: Do I have to be reachable nonstop? How do I manage to switch off at home despite having a home office at home, and do I become an outsider in my team when I am not in the office every day?

2. Clear agreements create trust

Overview

In order to mitigate such uncertainties from the outset, clear rules such as an employment agreement are essential in the introduction of flexible working models. The working hours, the availability of the employee, the equipment of the home office and legal requirements should be precisely defined and recognized by all parties involved.

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This is not about control and rigid structures, but - on the contrary - about trust. Too many question marks in the minds lead all too easily to misunderstandings and uncertainties, which are avoidable.

3. Serious change for all

Overview

In addition, the parties involved must be aware of the fact that this is a serious change for ALL before the introduction of a flexible working model.

On the one hand, executives are particularly challenged: leading to targets instead of attendance, and increased communication requirements to keep the team together are in demand.

4. With change management against the inner pig dog

Overview

On the other hand, the home office is also a major change for the employee: it is not just about the oft-quoted overcoming of the "inner bastard," but an active and conscious responsibility for their own time management and of course for productivity and good teamwork.

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It is therefore advisable for companies that are planning major changes in their workplace concept to accompany this change of change management professionals and to guide them in the right direction.

5. Home Office is not suitable for everyone

Overview

Especially in larger companies, it is essential for the introduction of new structures that all involved parties are involved in the processes right from the start and do not feel that they are being "run over".

And last but not least, the Home Office is not the right way to work for everyone, some employees simply need to have daily exchange with colleagues in order to really feel integrated into their work processes.

6. Reduce reservations

Overview

On the other hand, skeptical employers should be aware that the mere presence of the employee in the office alone is not yet an indicator of productivity:

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It remains a question of trust, without which a good corporate culture will have a long-term existence neither in the traditional nor in the virtual office.


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  1. Thomas Eggert

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    Axel Praus

    via @ berufebilder - Highly recommended WGOEgjsUb8

  2. REGIS GMBH

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    Axel Praus

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  3. Job college

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  4. Simone Janson

    Thanks for the hint. I'll look at you once.

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