Starting point
Employees are the decisive resource of every organisation. Other resources can be obtained or developed, but the right people determine business success.
Challenges included fewer applicants due to demographic change; different motivations across generations; resignations associated with leadership and team climate; diversity in age, qualifications, language and background; gender inequality; and willingness to change jobs.
The original case study cites eight in ten departing employees leaving their manager or team climate, and 42% being open to a new job. These are figures quoted in the dated source, not newly verified statistics.
Traditional recruitment and outsourced searches produced fewer results at greater cost. Lost revenue, customers, overwork, conflict and frustration led to further resignations. The opportunity was a new leadership and team culture based on an appropriate mindset.
Goals
Find, attract and retain the right employees.
Process and content
The development process connected four dimensions: leadership and personality; cooperation, teams and sales; personal innovation and change; and shared innovation and value creation.
Modules included a management kick-off, LeadingX10, Lead & Coach, Fit for Innovation, Welcome and Development Xperience for onboarding, Leading Purpose, CoSpirit and team-building activities. Each programme was tailored to the organisation’s situation and possibilities.
Results
More suitable applicants, shorter recruitment cycles and active recruitment enabled growth. Overtime decreased and people regained time for holidays and recovery. A better working climate encouraged retention, and employees became effective recruiters themselves.
Feedback
“Unsolicited applications are coming in again. I already have a pool of potential future employees.”
“I no longer have to worry whether we have enough people to deliver new orders.”
“Our better working climate makes work enjoyable again. There is more laughter and solution-oriented energy.”
