Public Relations

The digital humanists: Bettina Volkens and Kai Anderson

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Digital Human:
Dr. Bettina Volkens und Kai Anderson in interview

Issue 2018.2019, karriereführer digital / Picture Laslo Dani (Jane Uhlig PR)

Bettina Volkens is Chief Human Resources Officer at Lufthansa, and Kai Anderson is an expert in change management who is much in demand. Together they have written a book which shows routes to human digitisation. In an interview, they explain why emotional intelligence will be more important than ever and that it is essential for the younger generation to maintain their digital lifestyle. André Boße asked the questions.

Ms Volkens, Mr Anderson, what route will we be taking? Will our lives become increasingly digital or will the digital world become more human?

Volkens: Digitisation influences all areas of life. In our private lives and the world of business. The upcoming generations in particular have grown up much more naturally with this trend and have been shaped by it. If we continue to engage with it and we manage to get involved in shaping this trend ourselves, then we will find ourselves on the path of human digitisation, one that is controlled and influenced by us.

Anderson: We cannot halt the digital route we are taking – it is impossible not to be shaped by one’s environment. The question is actually whether and how we choose to influence this path. This starts early on at school and continues throughout our professional life. Education is the key – this is the only way that we can create what we call human digitisation.

Why is digitisation still causing such great uncertainty in companies? What is it that makes this change so special and why do we come across so much concern about it?

Anderson: The term digitisation very quickly sets people’s imaginations running wild: digitisation means automation means rationalisation means a cut in jobs. We experience this equation being reached in many companies, no matter what sector. This reaction is human – for the individual personally but also collectively. It is the expression of a company culture which is not open enough about change. It is also an expression of ignorance: many employees in companies understand too little about the subject, which continues to be the domain of IT. 

Is there a silver bullet for defining and establishing this agile culture in companies?

Anderson: Firstly, there’s no silver bullet; every company has to find its own approach. However, a few years ago, many organisations tried to delegate the digital transformation to digital labs or CDO organisations.
Their expectations were not fulfilled. The awareness that the digital transformation needs to come from within and that each employee should be taken on the journey is becoming increasingly apparent. We are therefore once again on the subject of digital skills for all – that is, a digital culture and leadership as well as the design of the new world of work.

Click here to read the full Article (German Version).

Kai Anderson is one of the most sought-after change experts in Germany. His specialty is the reorientation of HR management in international corporations and organizations.

Bettina Volkens is a doctor of law and a Labor Director of Deutsche Lufthansa AG. As a member of the Executive Board, she is responsible for Human Resources and Legal Affairs.

Best Consultants 2018

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Promerit was awarded by Brand eins and Statista again

brand eins Wissen and Statista have identified the best business consultants in Germany. Promerit has repeatedly made it into the top ranking and has received awards in Human Resources & Coaching as well as Change Management & Transformation.

There are around 19,000 management consultancies in Germany. Through the independent consulting survey, the initiators of the award want to create more transparency in the growing and increasingly confusing consulting market. Around 1,500 executives who provide consulting mandates and 1,800 competitors gave their verdict this year.

“We see digitization as a great opportunity to be realized for the individual, the organization and the society. With structured methods and proper people management, we help organizations to successfully master the digital transformation. The focus is clearly on the human being. We are pleased that our customers have honored this and that we have made it among the best in Germany for the third time in a row, “says Kai Anderson, founding partner and member of the Executive Board of Promerit AG.

The big report can be read in “brand eins Thema Consulting”, Issue 9, April 2018; 9,50 Euro. The complete issue as a magazine is also available in the online kiosk.

Hot off the press: “Digital HR”

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In the newly published book “Digital HR”, leading business experts and scientists shed some light on the personnel management in the age of digital transformation. It becomes clear that Digital HR is more than a 1: 1 transformation. Digital processes or HR portals only form the basis for further transformation. New keywords such as collaborative HR, agility, and new operating systems for collaboration within the organization are not marginalized by the digitization of human resource management, but are suddenly at the heart of the discussion.

 Consequences of digitization on the HR organization in the 3-legged-model of HR

Kai Anderson and Armin von Rohrscheidt, from the board of Promerit AG, focus in their author contribution on the upcoming changes in the role of HR in the digital transformation.

With digitization in its current form, a real transformation of the HR function is imminent. In the past, developments and trends have mainly affected the market or products; Today, however, all divisions are affected.

As employees in the private sector are used to an easy access to services of all kinds, they will increasingly demand the integration of such services in a professional context. This triggers a change in the HR function and thus also a transformation of the three-legged model of HR.

Every transformation is accompanied by a new self-image and significantly changed skills and competencies. Thus, the “new” tools of HR are called “Design Thinking”, “Scrum” and “Customer Experience Journey”. We see them more often – that’s the good news. However, the effect does not yet lead to the extent that is needed to see a real transformation of the HR areas. This is the challenge for the next few years. But changing that should be the future of HR anyway.

Published in March 2018
Publishing company: Haufe Lexware

The authors

Kai Anderson is one of the most sought after change experts in Germany. He accompanies executives in the reorientation and transformation of the company as well as the design of a modern HR management.

Armin von Rohrscheidt is a partner at Promerit and has extensive experience in HR management and management consulting.

Promerit becomes a part of the Mercer Group

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With united power, we accompany organizations on their way to the digital future. With our focus on the human being.

We are proud to be part of the Mercer Group as of January 2018. Mercer’s international presence and Promerit’s innovative power open up new opportunities for our customers preparing for their digital future. Our approach to human-centered digitization has received a lot of positive response lately. People & Digital is the combination that makes organizations successful. This is what enables companies and employees likewise to unlock the opportunities of digitization. Digital culture, digital skills and a new world of work are our contribution.
Promerit and Mercer share passion for people management, the same values ​​and passion for the success of our customers.
We look forward to tackling challenges and creating success with you in the future.

Kai Anderson
Partner & Member of the Board
+49 89 273397-30

Promerit is one of the best consulting companies for SMEs

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Promerit can call itself a TOP CONSULTANT 2017. The company provided impressive proof of its qualities in the scientifically based customer survey conducted by the consultant comparison competition. During the award ceremony at the 4th Deutscher Mittelstands-Summit (“German SME Summit”) on Friday in Essen, TOP CONSULTANT mentor and former German President Christian Wulff congratulated founding partner and Board member Kai Anderson on the company’s success.

The digital transformation is also affecting SMEs. Many entrepreneurs have recognised the need for change and are looking for support from consulting companies. However, small and medium-sized companies have particular needs when it comes to consulting and are deemed particularly critical with respect to external guides. The TOP CONSULTANT Award rewards consultants that have demonstrated outstanding work for their customers and serves as an orientation aid for SMEs. The award makes use of the most important assessment criterion: the verdict of customers.

A total of 30 reference customers of the HR and transformation consulting company Promerit took part in the scientifically conducted survey. Their assessment was that Promerit offers consulting services at eye level with innovative strategies and individual solutions. The consulting company was therefore awarded the title ‘TOP CONSULTANT 2017’ in front of about 1000 guests during the Deutsche Mittelstands-Summit on 23 June in Essen.

‘At Promerit we have a simple mission: we aim to change companies through good people management. We want to support them with strategic challenges and to make them more competitive and agile. For us, people are the focus at all times – and we are delighted to receive proof once again via the TOP CONSULTANT Award that we are on exactly the right track’, comments Kai Anderson, founding partner and Board member at Promerit AG.

Promerit has been helping organisations and people to develop since 1999. Through technology, expertise, and a great deal of passion, around 120 experts at locations in Frankfurt am Main, Munich, Zurich, and Győr support companies and HR departments with the successful digitisation and transformation of business and HR. ‘We believe in people management. As we see it, it is employees’ commitment and enthusiasm that makes it possible to implement digitisation, stay ahead of the competition, and realise agile and effective strategies. This is true irrespective of whether a company has 300 staff in one location or 50,000 spread around the world’, remarks Anderson.