Becoming self-employed is popular in Switzerland - but by no means only among young people. The number of start-ups is also increasing in the 50+ age group. The University of Applied Sciences Northwestern Switzerland FHNW now wanted to know who these new senior entrepreneurs are and conducted a survey of companies founded between 2014 and 2019. A key finding of the survey: over the past 20 years, the proportion of founders who were already 50 years old or older when they started their own business has increased steadily. Today, one in four founders is already 50 or older when they become self-employed - twenty years ago, it was only one in six.

Many consulting companies

The greater experience of senior entrepreneurs is also reflected in the fact that they are much less likely to call on support in their environment, such as acquaintances, relatives or reference persons from school and university. On the contrary, many senior entrepreneurs immediately turn their many years of experience and relationships into a business model. The proportion of consulting companies founded by people 50+ is correspondingly high, namely around one third. They usually do this alone, without employees. The companies of the 50+ group are somewhat smaller from the start and grow less strongly in terms of employees than their younger colleagues. Thus, 50% are still one-person companies without employees after 3.5 years, compared to 40% among the younger founders.

Economically welcome trend

An important motive for the 50+ generation to take the step into self-employment is unemployment that has occurred or is imminent. According to the FHNW study, it is not surprising that only 25 % of senior entrepreneurs believe that they will be able to find a job again, compared to 64% of the younger age group.

You can twist and turn it however you want: Every change - which really changes something essential - causes resistance. Or let's say it the other way around: If you don't cause any resistance through the change you are aiming for, it is probably not a real change (but at best a small adjustment).

Some brake, others step on the gas

Every strategy implementation requires change, just as significant changes in processes and also work on the corporate or team culture. In other words, if you want to move forward, you need change, so you will create resistance. The problem: If too many people don't buy into the transformation you're trying to achieve, it's like standing on the brakes while you and others simultaneously step on the gas. The result is smoke, fire, and a breakdown in acceleration. So the question is: how can you release the brakes?

Levers to overcome resistance

The topic is actually extremely relevant, and that's why I'm asked by leaders all the time, "How can I overcome the resistance of my people?" There are many facets to this. Here are what I consider to be the three most important levers for overcoming resistance and driving change faster:

1. The "head cinema" of your people. Only a few people resist out of principle. For most, it is a reaction out of fear, insecurity or bad experiences. The better you know the stories (the "head cinema") that the "resisters" associate with change, the better you can respond to them and reduce resistance. Many are immediately fully on board as soon as they feel that someone is finally really listening to them.
2. Clear why and where. It's a familiar theme: If you and your people don't know why they should change something and where the changes will lead, you will resist or delay activities. Therefore: clarify the why and the target direction. Important: these basics must be relevant and easy to understand for those who are to drive the change. EBIT and sales, for example, are often "much too far away" from daily life.
3. Concrete successes. When change takes too long and doesn't show quick results, we often run out of steam. You know this yourself from efforts to get fit or change eating habits. Therefore: Always ensure quick successes, even if they are small. Momentum often breaks through resistance.

If you apply these three points consistently, you will be able to implement changes more quickly and implement strategies faster. Good luck with this!

To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch

Since the end of May, sales in restaurants, cafes, and bars have been steadily increasing. On May 31, 2021 alone, an increase of 38 % was recorded compared to the previous week. This is shown by an evaluation of the fintech company SumUp, which offers card terminals and a wide range of digital add-on services - in contrast to other service providers without fixed costs and without contract obligations. SumUp's solutions are therefore particularly attractive for small and micro businesses, for example in the hospitality industry.

Doubling of transactions in the hospitality industry

In the first 3 weeks after the reopening of the terraces on April 19, 2021, the number of transactions almost doubled: it increased by 93 %. This positive trend has continued after the reopening of the interiors. The average number of transactions per SumUp merchant is also higher than in 2019 - the year before the pandemic. This is a sign that the hospitality industry can look positively to the future and the upcoming summer season. This is because not only did sales figures increase in the first week after the interiors reopened, but the positive trend continued in the following weeks: on Saturday, June 5, 2021, sales increased by 15 % compared to the previous Saturday (May 29, before the interiors reopened). The sales increases can be explained on the one hand by the additional seating areas as well as the additional consumption due to longer stays in the guest establishments.

Small and micro enterprises invest in payment terminals

Businesses, which are often small, have to adapt to the changing payment behavior of customers. Even though cash is still widely used as a means of payment, the use of contactless payment or card payments is increasing. This is reflected in corresponding investments: already one week before the reopening of the terraces on April 19, an increase of 58 % in payment terminals sold was recorded. This positive trend was confirmed before the reopening of the interiors. A week before the reopening, the hospitality industry equipped itself with new payment terminals and the number of payment terminals sold increased again by almost 60 %. The hospitality industry ramped up its infrastructure because the relaxations were associated with positive future prospects.

A positive summer is on the horizon

The sharp rise in sales and increased demand for payment terminals are clear indications that the hospitality industry can expect a pleasing vacation season, with a very strong focus on card payments. "We are sure that it will be a good summer for restaurateurs in Switzerland. We are encouraged that restaurants, cafés, bars and clubs have also recognized this positive trend and are ramping up their infrastructure accordingly," says Vera Pershina, Country Lead DACH at SumUp.

Source: sumup.ch 

With the Export Award, Switzerland Global Enterprise (S-GE) honors successful, internationally active companies whose expansion strategy and consistent implementation are convincing. The Zurich-based start-up Nispera (data solutions for renewable energy systems), the Basel-based telemedicine provider Medgate and the Thurgau-based family business Penergetic (ecological and economical agriculture) have made it to the finals for the Export Award 2021. Which of the three companies will prevail over its competitors will be revealed at the award ceremony on September 30, 2021, when the winning company will receive the trophy from Ruth Metzler-Arnold, Chairman of the Board of Directors of S-GE.

Jury with renowned personalities

The honorary and independent Jury is made up of well-known personalities from the Swiss business, science and media worlds: Ralph Siegl (Jury President), Stefan Barmettler (Editor-in-Chief Handelszeitung), Martin Naville (CEO Swiss-American Chamber of Commerce), Emanuel Probst (CEO JURA Elektroapparate), Winfried Ruigrok (Professor of International Management at the University of St. Gallen HSG), Nicola Thibaudeau (CEO and Delegate of the Board of Directors MPS Micro Precision Systems), Franziska Tschudi Sauber (CEO and Delegate of the Board of Directors Weidmann) and Monika Walser (CEO de Sede).

The award not only provides companies with prestige among customers and partners and increased attention from the Swiss media, but also motivates the workforce and enables them to position themselves as an attractive employer. In addition, the finalists and the winner receive vouchers for export business support from S-GE, for example for a new market entry, a free Gold membership of S-GE for one year, a winner's trophy or certificate, and free tickets to the S-GE Foreign Trade Forum. They may also use the label "Export Award" as well as the image films produced especially for them.

The finalists for the Export Award 2021

• Nispera: Strong growth abroad thanks to targeted planning: Founded in 2015, Nispera provides data solutions for renewable energy plants. The Zurich-based startup's software-as-a-service (SaaS) platform is already in use at more than 150 wind turbines, 250 photovoltaic plants and 20 hydropower plants in over 25 countries. The 15-member international team generates more than 80 % of its revenue abroad. The goal is to develop further markets and increase sales abroad to 97 %. To this end, potential customers are identified by the Global Head of Sales and worked on by the team. Before the corona pandemic, the start-up also participated in relevant events in the target markets. Thanks to its good reputation, it now benefits greatly from recommendations by satisfied customers.
• Medgate: On course for international expansion with telemedicine: Medgate is Europe's leading telemedicine provider. Founded in 1999, the digital healthcare pioneer from Basel offers both patients and health insurers comprehensive and location-independent medical care - around the clock. Thanks to consultations via app, phone, video and chat, unnecessary visits to the doctor can be avoided and the quality of medical care can be kept high. Since 2014, the Basel-based company has been expanding and, in addition to Switzerland, is also present in the UAE, Philippines, India and Germany. As the best-known and most trusted telemedicine brand in Switzerland, it is now time to push ahead with the expansion strategy abroad and open up further markets.
• Penergetic International: export to over 35 countries: Penergetic has developed a technology that enables efficient and optimal use of natural resources in agriculture. This leads to better animal husbandry, high-yield crop cultivation, fertile soil and evaluation of manure and compost. The up-and-coming 20-year-old family business from Thurgau is present in over 35 countries and has an export share of 95 %. The complex local marketing is mostly handled by exclusive sales partners. They have the local know-how and a network in the field of agriculture. The aim is to continue to grow nationally and internationally by increasing sales volumes in existing markets and expanding the partner network.

Source and further information: Switzerland Global Enterprise S-GE

The global Covid 19 pandemic and the resulting rapid surge in digitization are influencing our working world to an unimagined extent. In order to remain successful in the market, companies must both rethink their business models and establish alternative forms of work. This has direct consequences for personnel recruitment and talent management. Problems that have been hidden by economic success in recent years are now mercilessly coming to light: Succession management of executives is being criminally neglected, according to a long-term study by Transformation Management AG from St. Gallen. And this despite the fact that many millions of well-trained baby boomers are about to retire.

Four levels of maturity

Even in the first stage of the study, in which around 300 companies from the entire DACH region have participated since 2009, there were only halfway usable testimonials for very few companies. However, among the 60 companies that were surveyed again in a follow-up study, hardly any changes can be detected. Numerous names from the top tier were also examined, such as Voestalpine, Deutsche Börse, Migros, EnBW and Bosch. All the companies surveyed again together employ 1.4 million people and achieve a total turnover of 373 billion euros. But for ten years, their average rating in talent management has remained at the second lowest level of maturity.
Four levels of maturity would be possible on the benchmark developed by Transformation Management AG to measure successful talent management. Starting with ad hoc staffing of positions up to future-oriented, strategic action. However, the best maturity level is still not achieved by any single company. Few at least maintain their position in the top group. Dr. Petra Reindl, who is globally responsible for human resources development at Munich Re, is among the top 25 percent with her company. The study enabled her to derive concrete steps for talent management in order to "make internal high potentials visible and bind them to the company with individual, attractive development measures."

If the baby boomers are missing, there is a risk of a rude awakening

However, according to study director Prof. Gerhard Graf, systematic identification and development of high potentials is very rarely seen as an urgent task in companies, even if HR departments rate corresponding packages of measures as very important: "The topic has been on the same spot for ten years!" In 80 percent of the organizations surveyed, no business management indicators are used, nor is the return on investment measured. Employers today have a much greater obligation to be attractive to future employees. However, there is a lack of initiatives to meet the increasing demands of the successor generation.
Instead of systematically working on young talent that is closely aligned with the strategic goals of the organization, those in charge usually see the necessary processes as nothing more than tedious compulsory exercises. "In three to five years at the latest, companies without initiatives in strategic talent and succession management will experience a rude awakening," Graf fears. He sees an urgent need for action in talent management, completely independent of the size of a company or the industry it comes from.

Systematic talent search is needed

The comparison of three values alone, in each case for the bottom and top quarters of all the companies surveyed, makes the relevance of systematic talent search and cultivation visible:

1. Companies with professional talent management show a 15 percent higher employer attractiveness (KUNUNU values, 2021).
2. They are also more successful as entrepreneurs. Sales per employee are 40 percent higher at the top quartile companies than at the bottom quartile companies.
3. At the top, only 25 percent of the positions to be filled are bought in from outside. In the bottom quarter, it is almost exactly the opposite, with a rate of 61 percent. It can be assumed that filling a position internally is financially much more favorable, less risky and more suitable, and is certainly associated with a higher level of loyalty to the company.

Filling the gaps of the baby boomers

In terms of the gender ratio in the pool of future managers, there has been only one woman for every three men for ten years, unchanged.
In recent years, companies have placed too much emphasis primarily on employer branding and invested a lot of money there, Graf explains. That attracts capable and interesting people. However, the promises of training and development opportunities are rarely followed by systematic and enforceable initiatives. Hardly properly trained, these hopeful talents leave the company again after only two to three years. Or as Dr. Reindl from Munich Re puts it: "Employer branding only works if talent and succession management purposefully takes into account the investment in personal development. Simple 'window dressing' does not produce sustainable effects." And that weighs heavily because now the retiring strong cohorts of baby boomers are leaving gaps that are difficult to fill. For now, to be sure, there is a truce in the "war for talent." But it's deceptive. After the Covid-19 crisis, the battle will flare up again with unimagined ferocity. And then the well-prepared organizations will prevail in the market.

Software alone does not provide a solution

Many companies are trying to cope with the talent problem that is rolling towards them by using HR software. For Graf, this is the wrong approach: "The need for action cannot be replaced by purchasing software. Without individual integration into the company strategy, an IT deployment with homogeneous software solutions that tend to be inflexible will only lead to a technical cementing of previous management mistakes."
Energie Steiermark AG shows how succession management is done systematically. "By 2030, around 30 percent of our 1,800 employees will retire. This is not the only reason why the topic of 'strategic talent management' is a focal point of our personnel development," emphasize board members Christian Purrer and Martin Graf: "We were able to derive valuable measures from an initial status survey of the Talent Management Index: From new internal personnel development programs, the focused promotion of women's careers and the establishment of our e-campus to the redesign of our employer branding. Talent management is firmly anchored in our corporate strategy."

Source and further information: Transformation Management AG

Suva reports a positive operating result of 241 million Swiss francs for the year 2020. The accident insurer was thus also solidly on track in the year marked by Corona, as it announced on the occasion of its balance sheet media conference. All insurance lines are financially in balance, the insurer announced. For all future benefits from all accidents and occupational diseases that have already occurred, there are provisions in line with requirements, Suva added. Due to special effects, Suva's insured will benefit from historically low premiums in 2022.

Positive investment result

Despite a challenging environment and an ongoing Corona pandemic, Suva achieved a good investment result for 2020. The investment performance reached 5.3 percent. The largest contribution to this result came from equity investments. After the turbulence in the first quarter, the equity markets showed a strong recovery in 2020. Thanks to its long-term investment strategy, Suva is able to invest significant portions of its assets in equities, real estate and alternative investments. This enabled it to achieve a positive result despite money market investments, which continued to suffer from negative interest rates. The good investment result allows for a refund of excess investment income amounting to CHF 526 million, or 15 percent of net premiums in occupational and non-occupational accident insurance for all Suva-insured companies, for 2022. The solvency ratio rose from 171 to 182 percent. Suva thus has sufficient solvency to meet legal requirements even in times of crisis. Suva's assets are fully earmarked. They cover Suva's obligations for around 82,000 pensions as well as future medical costs and daily allowances from accidents that have already occurred.

COVID-19 effect: extraordinary surplus

The number of accidents fell sharply, particularly during the lockdown from mid-March 2020. The second wave from October onwards also led to a decline once again. In total, Suva recorded 431,827 reported accidents and occupational illnesses. This is 10.0 percent less than in 2019. In terms of occupational accidents, it is apparent that the industries were affected differently by the Corona measures. While in some industries operations could be maintained despite restrictions, in others work was greatly reduced. The strongest decrease in occupational accidents was reported by the aviation industry with -54 percent. Suva registered a total of 161,468 occupational accidents. This is 10.8 percent less than in the previous year. The development of figures in non-occupational accident insurance was also characterized by a decline due to reduced leisure activities. In particular, the accident figures for team sports were down sharply. For example, Suva recorded 37 percent fewer football accidents. Leisure accidents fell by 10.9 percent overall.

Nevertheless: Higher accident costs

Accident costs, on the other hand, did not decrease to the same extent as the number of accidents, because the average costs per accident increased. Average medical costs per case rose by 3.6 percent and daily allowance costs per case by 6.3 percent.

The increase in costs per case is due to a disproportionate decline in minor accidents with short absences and thus a short duration of daily allowances. The main drivers were changes in accident patterns (e.g. fewer soccer accidents, which tend to result in shorter absences, but more bicycle accidents with older accident victims and longer absences) and restrictions in treatment options. The number of new pensions also continued to decline, with 1141 new pensions for disability cases. However, the costs per new pension increased significantly due to the reduction in the technical interest rate.

Overall, COVID-19 resulted in an extraordinary surplus of CHF 253 million. This surplus will be refunded to policyholders in 2022 in the form of lower premiums. The amount of the premium reduction is defined by the effectively observed cost decrease of the respective risk class. On average, the reimbursements will amount to 7.3 percent of net premiums in occupational accident insurance and 6.8 percent in non-occupational accident insurance.

Positive operating result leads to historically low premiums

While the average net premium rates for non-occupational accident insurance will increase slightly in 2022 due to the claims experience, the average net premium rates for occupational accident insurance can be kept stable. However, depending on the claims experience, there are very different developments in the individual risk classes, both in terms of net premium adjustments and Covid 19 reimbursements.

With the reimbursement of surpluses due to the Covid 19 pandemic and investment income totaling CHF 779 million, or 22 percent of net premiums, the average premium burden on policyholders will be historically low in 2022 for both workers' compensation and non-workers' compensation insurance.

Source: Suva

Now things are finally set to get going again, the corona-related ban on major events is gradually being lifted. And you can feel it not only in the MICE industry: The audience is craving for live events with personal contacts on site and is oversaturated with virtual webinars and conferences. Oliver Stoldt of MICE Service Group Switzerland did not remain idle during the "ice age" for events, however. His ambition was to be among the first to come up with major national events again as soon as conditions allowed. Together with Janine Heukamp, he started planning "The Circle Conference". But there is no "Plan B" and there never was for Oliver Stoldt, as he recently told the "Advertising Week" explained. He and Janine Heukamp believe in the new start of the industry.

The Circle Conference makes itself the subject

On July 1, 2021, the time will come: The first major trade show after the outbreak of the Covid pandemic one and a half years ago with an audience will take place in the newly opened "The Circle Convention Center" at Zurich Airport and will immediately make itself the topic under the title "The Circle Conference". In addition to well-known speakers on current topics, experienced representatives from the Meetings, Incentives, Conventions & Events (MICE) sector will discuss the future direction of the congress and event business, which has been completely shaken up by the crisis. These include event professional Schoscho Rufener, jazz festival organizer and St. Moritz community president Christian Jott Jenny, and Claudio Kaul, Vice President Group Operations & Team Lead Event Management Swiss Re.

Exceptional program, networking and exhibition

In addition, "The Circle Conference" on July 1 offers an exceptionally broad program with selected speakers, innovative workshops, expert discussions and stage talks. In a novel, interactive trade fair concept, destinations, conference hotels, incentive providers, event locations & meeting places will come into direct contact with visitors. "Networking is a significant component of our trade fair," explains Oliver Stoldt. "The direct exchange with industry representatives was missing in the Corona year. We notice that clearly in the already sold tickets and registrations of the exhibitors. The interest is huge in the restart of the industry, the future prospects and shows us impressively how great the need is."

Exciting presentations

The program of the "Circle Conference" is packed with exciting personalities and topics. Among others, the audience can expect solar researcher Bertrand Piccard, ex-Mr. Corona Daniel Koch and the honorary president of FC Basel, Bernhard Heusler. International experts Sita Mazumder, German Ramirez and Reto Wampfler will speak on digitalization, innovation, social selling and change management. On acute topics such as new work, new working worlds, communication, leadership and mobility, the auditorium will hear the latest insights from expert Leonie Müller, ex-FIFA referee Urs Meier, pilot group #clearedtoland, professional pilot Philip Keil and Cirque du Soleil "King of the Pickpockets" superstar Christian Lindemann. The "Circle Conference" will be moderated by business journalist and China expert Martina Fuchs and SRF presenter Florian Inhauser.

The Circle Conference thrives on genuine exchange

The organizers Janin Heukamp and Oliver Stoldt worked on the event planning with the hosting partners Flughafen Zürich AG, The Circle Convention Center, Hyatt Regency Zurich Airport The Circle and Hyatt Place Zurich Airport The Circle. For Janin Heukamp, it was clear from the start: "The trade fair thrives on genuine exchange and real encounters. Either the fair can physically take place or it will be cancelled." Due to the current situation and the conscientious preparation, the authorities then granted permission for the fair to take place in compliance with a strict protection concept and with a limited number of visitors. Between 800 and 1,000 visitors are expected. Admission is free of charge.

More information: www.circle-conference.com

Finding good skilled workers is not easy these days. In some sectors, the market is virtually empty. Some are even facing a real shortage of skilled workers. If you want to remain competitive, you can't avoid proactively approaching candidates. According to a recruiting study by the job placement platform Monster, one in ten positions is now filled via active sourcing. This article explains how this recruiting method works, what advantages it offers and what needs to be considered.

The concept: actively approaching potential candidates

Active sourcing turns the current recruiting model on its head: it is not the job seeker who applies to a company, but the employer who actively recruits qualified candidates. This approach is not new. Long before the advent of digital media and social networks, companies were gathering information about university graduates and identifying potential employees through headhunters.

The new media have multiplied the possibilities for active personnel acquisition. Offline has been supplemented by online. There are now a large number of channels through which companies themselves actively search for suitable candidates, approach them specifically and establish a personal relationship with potential employees. According to a study by the Institute of German Business, more than half (52 percent) of the companies surveyed use active sourcing to recruit sought-after specialists. Among SMEs, active sourcing is even the second most common recruiting method, with a usage rate of 49 percent (1). Instead of simply placing job ads and waiting for applications to arrive, HR managers approach suitable candidates in a targeted manner in order to win them over for the company.

The "Active Sourcing" Toolbox

Active sourcing basically takes place in two phases. The first phase is primarily concerned with the targeted search for candidates by compiling profiles with suitable qualifications. Once suitable candidates have been identified, the second phase involves establishing contact with the aim of arousing the candidate's interest in the vacant position. The preferred channels and methods vary depending on the size of the company, but also on the industry.

Personal networks

Personal networks are often a first approach to start active sourcing. Every company has contact with potential employees. It is worthwhile to group them together in so-called talent pools. Candidate databases are ideal for active sourcing. The advantage: You already know each other. Talent pools contain, for example, the profiles of former interns, working students, or even applicants who did not make the cut when a previous position was awarded. But even a well-filled talent pool is not inexhaustible.

Therefore, the direct contacts of employees are also a valuable source for active sourcing. Referral sourcing involves acquiring similarly highly qualified contacts for one's own company. This can also be supported by employee-recruitment programs.

Personal contact

Personal contact in active sourcing requires a lot of time and resources, but often leads to promising contract conclusions. In non-pandemic times, therefore, career events for students and recruitment fairs are among the most important active sourcing channels for corporations and large companies. Sympathy for the company is best expressed through the personal contact and establish targeted communication. Visitors to such events are also interested in professional topics and are usually looking for a job. Recruiters can quickly find out people's skills and interests in personal conversations and establish relationships.

Address on the Internet

Furthermore, in the mobile age, direct addressing on the internet is indispensable. Companies are making widespread use of the social media career networks Xing and Linkedin to actively search for candidates. This is because they encounter a particularly large number of potential employees here. The business networks offer the option of filtering user profiles by position, location, industry or specific qualifications. While many HR managers still search for suitable talent manually, active sourcing can also be automated using HR software. The degree of automation is still low, with an upward trend.

Another way to search for suitable candidates is to scour resume databases such as StepStone, Monster or Indeed. An open search via search engines such as Google can also be helpful. Depending on which professionals an employer is looking for, Facebook, hashtag searches on Twitter or, for attracting young people, Snapchat or TikTok platforms are also suitable for contacting potential employees. Messenger channels such as Slack or WhatsApp can also play a role in active recruitment.

Advantages and disadvantages of active sourcing

These are the advantages:

• Active recruitment focuses on the entire market - employees who are looking and employees who may be looking in the future. It makes it possible to address desired candidates directly.
• It binds potential employees and puts the company in the spotlight in the long term. The company can thus fill vacancies more quickly and respond immediately to staff shortages.
• Active sourcing reduces the time and cost of recruiting in the medium term.

These are the disadvantages:

• In order to find the right active sourcing channels for the relevant target group, it first takes a lot of time and research.
• Active sourcers should be trained and educated to ensure the most objective pre-selection and personal approach possible.
• Candidates can also be annoyed by active sourcing if the personal connection and an individual approach are missing, the job to be placed does not match the candidate's qualifications or they are contacted too frequently.

If you want to convince talent as a recruiter, you have to prepare well and address the candidate individually. This starts with the right salutation and the right name, but also with providing all necessary and helpful information. Recruiters should signal genuine interest, be authentic, and if the candidate doesn't get back to them, follow up promptly. Otherwise, potential employees will jump ship and keep the company in bad memory.

For whom is Active Sourcing worthwhile?

If you want to reach passive candidates who are not currently looking for a job, you should supplement your recruiting with active sourcing activities. Active sourcing offers the opportunity to identify and approach qualified and talented personnel at an early stage. Especially when a position is difficult to fill, it is advisable to use active sourcing to search for a suitable candidate. In this way, companies not only increase the number of applicants, but also improve the quality.

In summary: Active sourcing can be a valuable addition to the recruiting strategy for companies. It is an efficient method that ideally complements traditional recruitment. At the same time, the requirements in active sourcing are constantly changing. Therefore, there is no universal procedure with regard to the design of active sourcing. No matter which channels and methods recruiters choose to contact a candidate, the decisive factor is the individual and personal approach. But here, too, caution is called for! Are you still moving within the legal framework with regard to competition law and data protection, for example? Therefore, always observe the data protection guidelines and avoid private networks.

(1) Stippler, Sibylle; Burstedde, Alexander; Hering, Annina T.; Jansen,Anika; Pierenkemper, Sarah (2019) : Wie Unternehmen trotz Fachkräftemangel Mitarbeiterfinden, KOFA-Studie, No. 1/2019, Institut der deutschen Wirtschaft (IW), KompetenzzentrumFachkräftesicherung (KOFA), Cologne, p. 24.

Editor's note: In a previous article we referred to a white paper by Careerplus, which compiles important points of Active Sourcing.

 

Author:
Matthias Höfer is Managing Director of CLEVIS GmbH. For more than 10 years, he has been advising companies in the DACH region on HR digitization, HR strategy and transformation. www.clevis.de

 

Even in times of the Corona pandemic, the importance of active process management has continued to grow. A recent process management study by the management consultancies BearingPoint and BPM&O shows the importance of process management in companies. Most of the respondents were companies from Switzerland, Germany and Austria. The study also shows what has changed in the assessment and the associated goals compared to the previous studies in 2012, 2015 and 2017.

83 percent confirm the high importance of process management

The continuing high importance of process management is again confirmed by the companies. Since 2012, the proportion of organizations that consider process management to be very important has actually almost doubled from 19% to 35%. The preoccupation with process management is driven primarily by the continuing focus on cost optimization and efficiency improvements (48 percent) and coping with digital transformation (40 percent). Other drivers such as quality assurance, legal changes and changing customer requirements also play a role, but these vary greatly according to company size and industry.

Matthias Roeser, Partner at BearingPoint: "Process management has gained importance across all industries in Switzerland over the last two years. The focus of process management changed from cost optimization to the realization of digital transformations. Our study shows, for example, that compared to 2012, three times as many companies are satisfied with the digitalization of processes achieved through process management."

Process management study shows reasons why targets are so rarely achieved

In terms of the achievement of objectives through process management, the study notes a clearly positive trend compared with previous surveys, but the targeted cost savings in particular still fall short of expectations. According to the study authors, this is due on the one hand to overly high expectations on the part of the companies with regard to possible cost savings, and on the other hand to a lack of expertise in identifying, quantifying and implementing suitable measures to reduce costs and increase efficiency.

Sven Schnägelberger, Managing Director at BPM&O: "The competence requirements on the topic of process management have changed significantly in recent years. Whereas ten years ago the focus was on process documentation and isolated process optimizations, today process management teams have to deal with organizational development, strategic process management, process controlling, LOW code process automation, robotic process automation and process mining technologies. Therefore, the (further) development of competencies is essential to be able to achieve the set goals."

Added value through process management - increased pressure for measurable results

The pressure to demonstrate measurable results with process management is increasing, the study emphasizes. Qualitative added value, such as greater transparency, better collaboration and a clear understanding of roles and tasks, is usually no longer sufficient to justify the necessary investments. Rather, the added value must be regularly demonstrable through measurable results. According to the study, two-thirds of the survey participants have already recognized the importance of benefit measurement and can usually demonstrate clear benefits. According to the study, 39 percent of the companies see the biggest hurdle for the introduction of benefit measurement of process management in "enforceability in the organization."

Process mining is the trend, but only a few companies dare to use it operationally.

Process mining is currently being promoted on the market as a new innovative option for process analysis, optimization and, in some cases, process automation. According to the study, the vast majority of companies have already dealt with the topic of process mining, but many companies are still in the discovery or evaluation phase in this area. Only a few organizations dare to take the next step toward operational use (18 percent). One reason for this is that many companies are deterred by the high initial investment and cannot yet see the great added value that process mining promises to offer. However, the high level of satisfaction among companies that are already using process mining illustrates the high added value potential of this innovative method.

Source: Bearing Point Switzerland

Without suspecting what the new technology could change in the future, many people had their first point of contact with augmented reality with the advent of the cell phone game "Pokémon Go". In the Pokémon game, cell phone users could catch virtual monsters. Viewed through the smartphone, it appeared as if the characters were in the real environment. The cult game has long since left its hype behind, but a lot has happened in the meantime. Today, augmented reality is not only used in gaming, there are also more and more use cases in marketing, medicine or retail.

Why augmented reality will prevail

Augmented reality applications enrich the user's current environment with virtual information and thus increase his or her scope of action. Simply described, it is a virtual image superimposed on the real world. Augmented reality is often mentioned in the same breath as virtual reality, a related technology. However, virtual reality is a completely virtual image. In order to experience this, equipment such as virtual reality glasses and very powerful servers are required. Experts therefore agree that augmented reality will prevail as a technology for the time being - at least outside the gaming industry.

In purchasing on the part of companies, technology can make significant contributions. For example, it offers the possibility of facilitating product searches. In addition, the technology can be used in the maintenance and repair of machines.

Augmented reality supports the product search

Today, corporate buyers increasingly search for suitable products online, comparing prices, features and ratings. The procurement process is extremely complex, especially for highly specific and technical products. It can be significantly simplified by means of augmented reality applications. One example: Amazon's "Augmented Reality View" app functionality allows potential buyers to project furnishings, electronic devices and much more directly into the real environment via the app. Prospective buyers can thus assess whether the desired item will fit in the home. A similar function is, of course, also conceivable in the B2B sector.

Buyers from companies can benefit from augmented reality if they can get an idea in advance of how a product will later integrate into the real environment. Including all relevant product information such as size or functionalities. In this way, a time and location-independent examination of highly complex procurement objects becomes possible. These applications can develop their full potential in combination with a video-based consultation. Individual functionalities of machines or other products can be demonstrated or explained in detail. Individual product requirements can also be discussed and specified directly on the object. This type of technical support allows buyers to make fully informed purchasing decisions. It thus has the potential to spare buyers many unpleasant surprises in the future that they may previously have experienced when ordering from catalogs.

Digital product presentation combined with online marketing

Professional buyers today have to work efficiently and cost-effectively. That's why online research is playing an increasingly important role. Suppliers who want to use the new possibilities of digital product presentation must thus also always invest in online marketing. What good is the best 3D animation, the most beautiful 360-degree video or the most advanced augmented reality application if the product in question cannot even be found online? Gone are the days when professionally researching procurement professionals pored through catalog books and traveled from trade show to trade show. Trade show trips abroad, which may involve overnight stays, often fall victim to the savings game today.

The Corona pandemic is giving online marketing an additional boost. Because rows of trade shows had to be canceled because of Covid-19, their importance has additionally decreased. During the pandemic, even more people than before have become accustomed to making their purchases online. Private shopping behavior naturally also influences the habits of professional buyers. They want to be able to research and compare appealing product information with easy-to-understand texts, detailed specifications and images on the Internet. In the future, they will be able to view products in a virtual reality display or have them projected into the room by a clever augmented reality application to get a better idea.

Be present on the right platforms

To enable professional buyers to find products on the Internet, it is advantageous for suppliers to be listed on digital platforms such as wlw ("Who supplies what") or Europages are present. This is because the company profiles and products on these platforms can also be found via Google and other general search engines. The wlw and Europages platforms belong to the parent company Visable, which offers additional opportunities to increase reach on the Internet with its online marketing services.

Online marketing combined with digital product presentations simplifies the buying process. For example, a buyer from South America interested in CNC milling machines finds a machine from a Swiss supplier thanks to corresponding product information on wlw and Europages. Thanks to an app from this supplier, the buyer can view the machine in his office down to the smallest detail. In the future, he can save himself a visit to a trade show in Europe, which involves travel costs of several thousand francs and the time involved.

Thanks to augmented and virtual reality, professional buyers can view a desired product from their workplace with just one click and receive detailed information. Trade shows and personal contacts will not be completely replaced, but purchasing decisions will increasingly be initiated online as a first step. For example, if a company wants to buy a large and expensive machine, an online comparison will be followed by discussions with a sales consultant, engineers and perhaps even the managing director. That's where individual advice and personal contact are still important. But the initial research will increasingly only take place online.

Maintenance work on equipment and machines remotely

In addition to product search, there are many other applications of augmented reality in the B2B sector. For example, maintenance and repair work on devices and machines can also be carried out with augmented reality support. With the help of special glasses, technicians can call up a projection of the specific device and thus have the special features of the device literally in front of their eyes. All of this works regardless of location. In this way, technicians can prepare for a specific job and estimate the time and materials required in advance. This saves installers time and possibly unnecessary trips and minimizes the time during which defective equipment is at a standstill.

Digitization of the product range and sales training

Before augmented reality can be used profitably in companies, a number of prerequisites must be met. For example, in order to support the product search, all catalog data from the manufacturers must be available digitally. In addition, it is necessary to train sales staff to be able to conduct virtual sales talks. Augmented reality-supported maintenance work can also only be implemented if the fitters have special glasses that enable corresponding displays. But certain requirements must also be met on the purchasing side. For example, products can of course only be viewed virtually with the appropriate apps or glasses.

What has been tried and tested and used in the consumer business for some time now is currently only gaining tentative acceptance in the B2B sector. Technologies such as augmented reality and virtual reality have the potential to raise the purchasing behavior of professional buyers to a whole new level. Even if companies are only slowly beginning to address the topics of augmented reality and virtual reality, they should still plan for application possibilities as early as possible and begin to digitize their product catalog. Online platforms such as wlw and EUROPAGES can be used optimally for this purpose thanks to their diverse options for product presentation, while also increasing the online accessibility of products.

 

The present article is published by Visible presents. Visable supports small and medium-sized companies in making their products and services internationally accessible to buyers. As a combination of its own B2B platforms and online marketing services, such as Google Ads and retargeting, tailored specifically to business customers, the company offers a broad digital portfolio for increasing reach on the Internet.

The platforms operated by Visable GmbH include wlw ("Wer liefert was"), today the leading B2B platform in the D-A-CH region with around 620,000 registered companies, and the European B2B platform Europages, on which around 3 million companies are registered. Together, the platforms reach around 4 million B2B buyers a month who are looking for detailed company and product information.

Many companies are currently confronted with the desire of a part of their employees to work in the home office even after the corona-related "lockdown" and are trying to comply with this. As a result, their managers are increasingly faced with the challenge of managing so-called hybrid teams - teams in which one part of the employees continues to work at the company while another part works in the home office or at another location of their choice. That's why the Institute for Executives in the Digital Age (IFIDZ), Frankfurt, decided to dedicate its latest Leadership Trend Barometer to the question: "From your perspective, what are the biggest challenges in leading hybrid teams?" 159 executives took part in the online survey. Already half a year ago, IFIDZ conducted an similar study published, which highlighted changes in leadership culture in the wake of the Corona Pandemei.

Only 16 percent of executives fear loss of control

The first striking aspect of the survey results is that the majority of executives apparently do not fear that team performance will suffer as a result of working in hybrid teams. For example, only 15 percent see a risk that employee motivation will decline as a result, and only 13 percent see a risk that goal orientation at work will suffer as a result. And only 9 percent fear or have experienced that this will have a negative impact on the quality of work. According to Barbara Liebermeister, head of the IFIDZ, most managers seem to be relaxed about the final decision on the extent to which their employees will work in the company or at home in the future - at least when it comes to the performance of their department. This assessment is supported, among other things, by the fact that only 16 percent of executives fear a loss of control when working in hybrid teams.

Leadership trend barometer highlights challenges of hybrid work

At the same time, however, it is striking that - presumably also due to the experiences of the past year - the majority of managers do not see working in hybrid teams through "rose-colored glasses" at all. Rather, according to Liebermeister, they see the two sides of the coin. Thus, only 9 percent agree with the statement "I see no dangers, only opportunities" in working in hybrid teams. For almost two-thirds of the executives surveyed, this form of collaboration poses the risk, for example, that individual employees will feel isolated. In addition, 54 percent see a risk that identification with the team will decline. One-third of those surveyed can also imagine that a certain front formation will develop in their team between the office and home office employees. In the opinion of the managers, these risks must be counteracted. Communication and mutual information obviously play a central role here, as around half of those surveyed are convinced that working in hybrid teams is definitely associated with the risk of "insufficient communication" (53 percent) and an "insufficient flow of information" (47 percent). This is where they see the greatest need for change.

For more information on the results of the latest IFIDZ Leadership Trendbarometer, please visit the IFIDZ website (www.ifidz.de) in the studies section.

Just a few weeks after the Award of the Prix SVC Central Switzerland 2020 the award ceremony and the presentation of the finalists of the Prix SVC Suisse Romande took place on June 7, organized by the Swiss Venture Club SVC. The event was held at the Swiss Tech Convention Center of EPFL and live streamed.

Willemin-Macodel from Delsberg wins the Prix SVC Suisse Romande 2020

The winning company this year comes from the canton of Jura. Thanks to its technological know-how, Willemin-Macodel offers cutting-edge customized machining solutions for complex parts with high added value, as well as innovative services. Founded in 1974 and still based in Delémont, the family-owned company is present in Switzerland, Europe, the United States and Asia. It is active in the watch, jewelry, medical, dental, aerospace, micromechanical and industrial mold industries. The president of the jury, Isabelle Harsch, was pleased to note: "The real strength of this company is its ability to develop and offer to end users cutting-edge turnkey production solutions, configured and adapted to their requirements."

Richard Mille Group and Infomaniak also on the podium

The second prize went to the Richard Mille Watch Group, founded in 2001 by Richard Mille and Dominique Guenat, owners of Valgine watches in Les Breuleux. Thanks to its innovative, highly technical and exclusive models, this new brand has very quickly established itself in the world of watchmaking.

The third prize winner is Infomaniak, founded in Geneva in 1994. Over the years, the company has specialized in domain name registration and website hosting and has become number one in French-speaking Switzerland. With its know-how and technological independence, the company aims to be a real Swiss alternative to GAFA by already offering its own storage and data transfer services.

Diploma ranks for Groupe Boschung and IMTF

Two other nominees for the Prix SVC Suisse Romande took fourth place: the Boschung Group in Payerne, founded in 1947. The company is a world leader in cleaning and snow removal systems for airports and in electric sweepers. The company also specializes in the construction of snow plows, spreaders, de-icing equipment, multi-purpose vehicles, as well as ice early warning systems and automatic spraying systems. Finally, Givisiez-based IMFT, founded in 1987, develops, distributes and implements software for the financial sector worldwide. The focus is on compliance solutions, anti-money laundering and the automated management of processes and documents.

Examples of the innovative SME world in western Switzerland

"The five finalists of this 9th edition were once again an example of the fantastic know-how of companies in Western Switzerland and their diversity. Often leaders in their field, constantly adapting to new market demands, these companies are the spearhead of our economy. They deserve our recognition and admiration," said Jean-Marie Salina and Michael Willimann, SVC managers for Western Switzerland.

Source: Swiss Venture Club