From the employer market to the employee market: HR services for SMEs
The "baby boomer" generation is retiring. The consequences: Fewer and fewer people in the "vie active" are active in the labor market. Human capital will shrink significantly over the next few years. The employer market is turning into an employee market. SMEs in particular therefore need more and more HR services.
The classic labor market no longer exists, so to speak: demand is no longer primarily for work, but for manpower. The consequence of this is that employers must have enough properly qualified employees and keep their own junior staff in the company for the long term. Generation Y in particular, people born in the 1990s and 2000s, has different expectations of employers than previous generations.
HR services in demand
In this competition for the best employees, SMEs have to be on a par with large companies. However, the resources for HR management are limited in smaller companies. SMEs are therefore dependent on external HR services. In particular, they need support not only in recruiting employees, but also in developing them internally.
On the other hand, the topic of "demographic shifts in the labor market" is also driving HR specialists. Thus, the partner companies HR First Consulting GmbH (Münsingen), prisca meier consulting (Ittigen BE), GMP AG (Neuendorf), HRgenau GmbH (Wil) and Rindlisbacher HR-Consulting (Zug) recently joined forces to meet this challenge. One of the first results is the newly developed HR concept MAQuA. The participants focus this concept on the two areas of "system" (leadership and organizational development) and "people" (corporate culture and HR policy).
Implement HR concept in two phases
The MAQuA HR concept is being implemented in two concrete phases. In the short term, the first step is to initiate a turnaround. The first step is an "HR stress test" - a systematic basic analysis. This enables a differentiated evaluation of the parameters fluctuation, age structure, etc., taking into account the organizational structure and occupational groups of an organization. The focus is placed on the causes and core problems and then targeted measures are defined, which are then implemented. Together with the companies, quick wins are realized according to the Pareto principle (80/20 rule).
In the long term, the aim is to develop a value-based corporate and leadership culture. Potential analysis and development are used to create prospects for employees. Because only intrinsically motivated employees remain loyal to the company and bring sustainable profit.
More information about the concept and HR services: www.hr-first.ch
