HR management and employees in the digital transformation: taking people with them

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Ulrich Jänicke's Appeal "Wake up at last!”About digitization and HR management reaped Best of HR –® also a lot Criticism: How to take employees in Digital Change?

Best of HR –®

Here writes for you:


Michael Wieden is a book author.


Digitization: Is it just about technology and millenials?

To be honest, they annoy me Article who. HR Management Digitization and Change in 6 Steps: Wake Up! by Ulrich Jänicke. We speak of “HR management”, but only technical parameters are put in the foreground. The soft, human parameters of digitization, which are at least as important to me, remain completely irrelevant.

The guideline is always what millennials would expect. The question arises, however, how much knowledge millennials actually have of what digitalization means for them in the long term. It is like entrusting a peaceful future to children who are used to using weapons from an early age. Older employees and their needs in terms of “digitization” are no longer addressed anyway, and they represent the majority.

Employees who can not compete with the rapid development

But what is of use if everything fits technically, but people will no longer be able to control what digitization has on their work, their own social environment and, last but not least, their own health (e.g. sleep deficit) ? We always assume so unasked that a young “millennial” knows all of this and already tells the elderly how everything works.

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But also the young, digital-afflicted Millenial of today, will perhaps already belong to the old iron in 10 years, because he can not keep up with the speed of the development both physically and mentally. Anyone who has programmed web pages before 15 years is already out today if he has not adapted this speed of development. And the speed increases rapidly. The 15 years of the past may be 5-8 years of the future. And we must not forget, the first representatives of the post-millenials (Generation Z) are already in the starting holes with freshly printed Abi testimony. Wherever the border between these two is drawn.

Technology is the least problem

The change to the digital age is technically the smallest problem. There is an army of consultants who can do more or less well. The biggest problem will be on the one hand creating the link between Millenials and older employees, but on the other hand, it is above all a speed that can be sustained by a human being without being left in the middle of life.

Real HR management should strategically prioritize this aspect in front of all technical elements, if it does not want to struggle with overburdened absenteeism due to burnout, depression, sleep deficit, psychosomatic illnesses and suicide. Millenials have no idea of ​​what's going on in 10-20 years. They go into technology with technology and technology without thinking for a second, which can mean long-term for them, their health and their social ties. The danger that their enthusiasm ultimately becomes firewood for their own lives is now as present as never in history.

Connecting man and technology sensitively

The aim of innovative HR management must be to accompany employees and managers in digitization, human, psychologically and physically, and not just to provide tools. This applies equally to corresponding change management in companies.

In this respect, I raise the first question. Who can make this change? If it is to be implemented in the long term and truly sustainable, then not the craftsmen and technology freaks among the consultants, but

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  • those who can connect people and technology sensitively;
  • those who understand how people (especially young people) are ticking, and who are able to accompany them (not advise) humanely and technically, without presenting a pre-prepared path;
  • those who can also use the brake pad sensitively and do not just turn at the gaspahn;
  • those who understand that the future is not to bend people around digitization / work, but to digitize / work around man.

For the benefit of society, companies and ... people!

Employees in change management

Companies must finally go hand in hand with the individual accompaniment in the case of profound change management. The employee is the best all-inclusive feature. In the medium and long term, it is expected that there will be coaching techniques which will enable such an accompaniment to be very efficient and sustainable, and thus cost-effective, without the need for an army of consultants. They are only barely known.

Michael Wellenzohn, project manager of the “Smart Working” project at Credit Suisse, once coined the phrase: “Every employee must go on their own change management journey”. Leaving him alone creates major problems on the way to digitization. But those who understand it will shape their future positively.

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