Events

SuccessConnect 2019 London

· Events, News

get inspired on HR innovations – SuccessConnect brings together leading minds and influencers in HR management from June 3-5, 2019 to share the latest technologies, strategies and best practices for Human Capital Management in the cloud and Digital Transformation in HR.

We look forward to meeting you in London at our booth (G3) or as part of our presentation “Benchmarking HR Digital Europe 2019 – Is HR still lagging behind in digital transformation?”

Mercer and Promerit invite you to the opening of SuccessConnect for drinks & snacks at Old Mary´s on Monday evening. In the cosy atmosphere of the bar, the participants will learn more about the “Global Talent Trends” and how we can advance the human-centered transformation.

Date: Monday 03 June, 2019
Time: from 21:00 o’clock
Location: Old Mary´s, 24 Craven Terrace, Lancaster Gate, London

We are available to answer your questions about the event and our SAP SuccessFactors services.

Simon Schwarzhaupt
Partner

simon.schwarzhauptpromerit.com

Marcus Reidenbach
Partner

marcus.reidenbachpromerit.com

Unleashing People Analytics beyond HR

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 Join our event “Unleashing People Analytics” in Frankfurt on May 22nd

Today HR can use data from various sources, giving the HR management the opportunity to combine this data and make evidence-based decisions. Our event in Frankfurt will focus on how we can leverage People Analytics beyond HR.

Let’s get together with drinks and snacks to discuss the opportunities People Analytics provides for HR and other business functions.

Unleashing People Analytics

May 22, 2019

Start: 6 pm

Promerit Office Frankfurt

Language: English

AGENDA & SPEAKERS:

18:30-19:00   Opening & Networking

19:00-19:30   Welcome & Introduction from Soumyasanto Sen & Julia Altenburg (Organizers & People Analytics Leaders)

19:30-20:30   How to use Best Practices from Digital Marketing in People Analytics: Interactive Session from Dr. Johannes Fuhr (Predict42 GmbH)

20:30-21:00   Empowering Managers with Real-time Engagement: Insights from Peakon

21:00-21:30    Closing & Networking

 

Register now via meet-up or send us an e-mail at welcomepromerit.com

2019 Global Talent Trends webcasts – Register now!

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We are excited to share the findings of Mercers´ 2019 Global Talent Trends Study in a complimentary global webcast series. Join our upcoming live events to explore this year’s top trends and learn how high performing organizations are building their workforce for the future. See details below and sign up to attend.

This year’s study focuses on the importance of Connectivity in the Human Age. Mindful of the human capital risks associated with constant change, organizations are realizing that people-centered transformation is the key to transferring the shockwaves of disruption into sparks of brilliance.

TRENDS WEBCASTS IN YOUR REGION

Register to attend.

 

UNLEASH CONFERENCE IN AMSTERDAM

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Promerit and Realright @ UNLEASH

Since its start-up in 2011, UNLEASH has become one of the most important events around the future of work and HR technology. Meet our team on October 23rd and 24th in Amsterdam to talk about innovative solutions for tomorrow’s world of work.

Meet us @ our stand

Do you want to find out more about Promerit, Realright and Mercer, and how we can help you on your way to the workforce of the future? Click below to contact us and set an appointment in Amsterdam with one of the team, or just pop by at our stand that we share with Mercer whenever suits you at the conference!

Join us for drinks!

Make sure you stop by our stand #204 at the end of Day 1 to join us for a glass of champagne… or two!

Transformation is not for wimps

· Events, News

 “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.” (Niccolo Machiavelli.)

Is it still possible to quote Machiavelli today? In times, in which we are all so cooperative, in which we no longer have bosses, only colleagues, in which ties waste away glumly in wardrobes?

We can, when his words are so aptly formulated. There are fundamental aspects of human behavior that we will not easily overcome. Among these, if we are being honest, is our way of dealing with renewal. We are not talking about change that comes along in small steps, that we can pretty much just accept. Steps which are not that inconvenient, now that we wear sneakers for work. When we have time in mixed teams to think about how we can be closer to customers (as if we had previously ignored them.)

Let’s talk about real RENEWAL. The type described by Schumpeter as ‘creative destruction.’ Admittedly, he used the term in a macroeconomic context, but if we follow up on his idea and take it into our business reality, we quickly come to where it hurts, where old traditions are abolished and space made for the new.

This is happening on a large scale when business models are changed, something that today is being called disruption. The dismissal of the traditional cigarette is for Philip Morris an act of creative destruction, the outcome of which should excite us. The origins of Bayer lie in the plastics business. The sale of Covestro as an IPO made space for the new – which, in the form of Monsanto brought with it great potential and likewise great risk.

But it can happen on a smaller scale; actually innovation doesn’t necessarily have to be disruptive. When the company Zumtobel now no longer just sells lamps, but lights up whole areas, supplies them with WiFi and charges a fee for this, change comes about more gently.

Disruption, revolution or innovation? Today, we call taking large steps toward the future TRANSFORMATION. Choosing this path and following it consistently is not for the faint-hearted, as the decision makers at Philip Morris, Bayer, or Zumtobel will confirm.

Transformation requires the will to innovate and the courage to destroy, always with a concept of the new, since this alternative to the current status quo needs to be actually implemented. Only with an image of this (better) future will these innovators succeed in winning enough fellow proponents over to the transformation.

An illuminated world was the vision of Thomas A. Edison and the journey toward it was a long one for his team. “There is a better way to do it, find it!” makes it clear how much effort was involved in realizing Edison’s vision. Alongside the courage to innovate and a concept of the goal, there has to be lots of ambition, in order not to be satisfied with too little.

All this must be shared. Convincing people of the need for innovation and finding the way together while encouraging and challenging them can allow a transformation to be successful. There are hardly any other options. At least not if we no longer want to rely on the one genial leader at the top – who are becoming increasingly rare anyway. But let’s be clear about this: executives are a central part of the transformation. There is no revolution bottom-up. Transformation will only work when the management is courageous and consequent about it. Employees are very critical when fine speeches and posters once again proclaim the bright new future. They scrutinize their leadership closely – and if it is not really sincerely forging ahead, they sit back and let it pass them by. Bending is the unofficial technical term for this phenomenon and it kills every transformation.

Working against it requires the most courageous step of all: the step towards changing yourself. Those who take the issue seriously must scrutinize themselves and their own behavior. When the subject of transformation is on the table, ideas quickly emerge about what could be done better in other areas. How others need to change. Everything that needs to happen somewhere else. This is not how it works. More or less well-intentioned suggestions are followed by the reflex “That’s just what we do already…” or tit-for-tat responses without constructive potential.

If, regardless of our function and position, we want genuine transformation, we must begin with ourselves, on a very personal level. “What am I doing today that is incompatible with the future? How should I behave? What is holding me back from this? What is my contribution to change? How consistently am I implementing this?” To answer these questions and to change yourself takes a certain amount of courage. “Walking the talk” is the most difficult part of the transformation, and it really isn’t for wimps.


The author

Kai Anderson

is one of the most sought-after change experts in Germany. He coaches and guides executives in transforming their organization. Kai is author and publisher of the books “The Agile Enterprise” and “Digital Human – The human being at the center of digitization”.