Digitization: Is it just about technology and millenials?
To be honest, such articles like me HR Management Digitization and Change in 6 Steps: Wake Up! by Ulrich Jänicke. It is called "HR management", but only technical parameters are given priority. Completely ignored remain, at least as important, soft, human parameters of digitization.
Guideline is always what millenials would expect. The question, however, is how much of a clue Millennials actually have about what digitization means for them in the long term. It's like we're used to dealing with children from a young age, trusting a peaceful future. Older employees and their needs in terms of "digitization" are anyway no longer addressed, they represent the majority.
Employees who can not compete with the rapid development
But what is useful if technically everything fits, but man will no longer be able to master what digitalization has in his influence on his own work performance, his own social environment and, last but not least, his own health (eg sleep deficit) ? We always go so unintentionally that a young "Millenial" of all that has a clue and the older already tells how everything goes.
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
Innovative HR management must aim to accompany employees and managers mentally, emotionally and physically into digitization, and not just to provide tools. This applies to the same extent for appropriate change management in the Company.
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
- 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, the company and ... of the 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 project "Smart Working" at Credit Suisse, once wrote the phrase: "Every employee has to go on their own change management journey". Leaving him alone creates big problems on the way to digitization. But those who understand it will make the future positive.
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