HR Tech World in Amsterdam

· Events, News

HR Tech World

#Promerit | #HRTechWorld | #UnleashYourPeople | #Amsterdam

“Future of Work” is the motto of the HR Tech World, which is held from the 24th to the 25th of October 2017 in Amsterdam. According to this motto, experts from across the globe will discuss the big topics of HR these days: the global leadership crisis, the 4th industrial revolution and the disruption of new technologies.

Needless to say, Promerit will be on site and our experts from the business units HR Business Transformation, HR Digitalisation as well as our Technical Research & Innovation Center will await you at our exhibition stand No. 124. There we will show you pros and cons of different HR systems from suites to best of breed-solutions. Our consultants are keen to answer your questions concerning digitalisation, process transformation, HR services and HR-IT solutions.

Our understanding of HR digitalisation is strictly user centered, who is often not a systems expert. This has been a key concern for us right from the outset and we have now applied that focus in countless projects and products. The same also applies to the concept of the integration of different systems and applications to enhance efficiency and acceptance. We really looking forward to meet you in Amsterdam and to discuss joint ideas for your challenges.

If you have any questions concerning this event or if you want further information, please feel free to contact:

Agile methods don’t necessarily make an agile company

· News, Research

A study on agility in companies in Germany, Austria and Switzerland

These days, agility is one of the keywords used most often and is considered to be a central feature of successful companies. That is why it is all the more important for us to know how relevant agility really is, what it really is, and how people or organisations become agile.

Together with Professor Heiko Weckmüller at FOM University of Applied Sciences and the media partner Personalmagazin, Promerit and Haufe surveyed more than 1800 employees and around 1000 managers in companies from Germany, Austria and Switzerland in order to investigate the current situation and the development of agility in companies.

The study confirms that the key to an agile organisation lies in strategy and culture, structures and processes, and the competencies of employees and management. But many companies in these countries still have a hard time implementing agility. The results of this representative survey show that there is still much to be done in this area: as far as the level of maturity of agility is concerned, companies are moving in the middle of the spectrum, and dissatisfaction with this situation is increasing. What stands out in particular here is the differing perception of managers and employees with regards to motivating management models and forms of collaboration. The study results confirm the following: change often fails due to people and processes, not technology. The volume of studies “Agilitätsbarometer 2017” [Agility Barometer 2017] gives ideas for making the right decisions to make companies more agile.

You can find the most important results with accompanying practice-based cases from HSE24 and Daimler and the accompanying interview regarding the study results with Kai Anderson, Board member and partner of Promerit AG, and Joachim Rotzinger, managing director of Haufe, in the current issue of Personalmagazin (08/2017).

For further information about the  agile Companies and the research please contact Carolin Englert and Sarah Fritsch:

Armin von Rohrscheidt is the new Board member at Promerit

· News

Frankfurt am Main – Promerit, the corporate consultancy for HR management and transformation, has appointed Armin von Rohrscheidt to its Board. Since April 2015, von Rohrscheidt has been responsible for HR transformation and digitalisation as a partner at the company.

“As a qualified process specialist with extensive experience in HR management and management consulting, Armin von Rohrscheidt is an important interface between the HR technology/process world and the challenges faced in classic HR. This combination makes him an important addition to our Board”, comments Kai Anderson, founding partner and Board member at Promerit AG.

Armin von Rohrscheidt supervises the (re-)organisation of HR management from strategy adjustment to concept creation and effective implementation in stable process and organisational models in international organisations. In his hybrid understanding of his role, he is able to continually keep an eye on HR-IT mapping.

Before he began working for Promerit, von Rohrscheidt was active at a commercial enterprise and in consulting, most recently as head of HR management consulting at MHP – A Porsche company, where he was in charge of global management consulting.

About Promerit AG

Promerit is a highly regarded consultancy specialising in company transformation and HR Management. We make organisations and people more agile, enable their development and unlock their potential.

Mastering change demands new competencies, the right management and a matching corporate culture. At Promerit we support clients’ HR Management and company leadership in leveraging these successfully. Through Business Transformation Consulting we support our clients in the effective and timely implementation of their strategies. We enable HR Transformation through fresh approaches to HR strategy, innovative perspectives and concepts for core HR services, as well as effective HR processes. In the HR Digitalisation business area we are helping to shape the new world of work with our user-friendly Cloud-based systems.

Our unique combination of strategic consultancy and deep implementation competence creates successful solutions that transform. We are passionate about what we do for our clients – and enjoy how we do it.

Hornbach: Attracting the Best Staff with a Premium Recruiting Experience

· News

“Let Siri Do The Selling While People Manage Change” – is the heading of an article in Forbes Magazine, in which the international business magazine reports, how DIY superstore Hornbach manages the growing challenges in recruiting. With Promerit Hornbach implemented SAP® SuccessFactors® Recruiting and not only created a cutting edge recruiting site, but also enabled a much faster recruiting time and lead to a new status as an employer of choice.

New Work: is this all so new!?

· Blog, News

Parts of the New Work debate give the impression that for decades all we have done is develop a complex, ineffective and rigid work environment in organisations that exist without having the slightest regard for the customer. It is amazing that this has worked quite well in many companies so far.

Don’t get me wrong, I am a supporter of the so-called New Work concept. We should just look closely at what is new about this work environment and what we have already known for a long time, without necessarily putting it into practice successfully.

Take the mantra keep it simple, in other words to reduce the complexity of our working reality. It is nothing new and in no way an invitation to think more simply or to trivialise complex issues (which tends to happen nowadays as we are swept along by the tide). Taylorism was a way to reduce the complexity of industrial production, making it all possible. Initially lean management with Kanban was developed in 1947 – an organisational principle with the aim of reducing the increasing complexity of production processes. Overhead cost value analysis, business process redesign – all procedures for reducing complexity, still relevant today, albeit under a new label.

With the increasing dynamics of our global economy, its complexity is growing and we cannot prevent it. It has actually reached a degree of complexity that can no longer be predicted in the long term, as Prof. Singer no less, one of Germany’s most renowned neuroscientists, convincingly asserted. We will not resolve this dilemma by no longer planning. Our planning has been becoming increasingly short-term for the past 20 years. Strategic cycles have halved in this time.

In this time we have also harked back to an organisational principle which is one of the few universal principles that is capable of enabling a successful existence in our VUCA world. Subsidiarity was developed over 400 years ago as a Calvinistic form of community and provides for decisions to be made at the lowest possible level. According to Wikipedia‚ it is ‘a political, economic and social maxim that strives for self-determination, self-responsibility and the development of the abilities of the individual, the family or the community’.

Here it gets exciting: in addition to the family and the community (representative of any other type of organisation), the development of the abilities of individuals is addressed. That certainly sounds a lot like New Work, dear evangelists of the New Work concept. Admittedly, most companies urgently need to act on this point. Even when decentralised, the smallest organisational unit – the human – usually still does not get the freedom required to reach their full potential and thus for their own personal development and that of the organisation. Of course, this freedom goes hand in hand with an open culture and an agile management philosophy. Cause and effect cannot be separated from each other. We have to define the rules and provide the means to ensure this freedom and then rely on the self-regulatory power of the whole system. Provide the tools and get out of the way. But that’s nothing new.

Having the freedom does not necessarily mean using it. This is the responsibility of the individual. Ideally in the form of self-determined individuals who show initiative and keep themselves and the whole system capable of learning. This concept of man is the foundation of the subsidiarity principle – not new, but more up-to-date than ever.