Lucerne-based software provider Opacc again posted double-digit growth last year and has largely full order books. So there is little sign of a slowing Corona effect. However, the dried-up personnel market is experienced as a major challenge.

Thanks to recruitment campaign to needed specialists

Opacc launched a recruitment campaign that created 29 new positions at its sites in Rothenburg and Münchenstein. In addition, internal training programs are also strongly emphasized. Walter Dettling, the head of OpaccAcademy in Rothenburg states: "Opacc is aware of the challenging circumstances on the personnel market and therefore relies on its own initiative. We have continued our training during the pandemic, both for our customers and internally for our employees. Already in the first wave of the 2020 pandemic, we immediately switched product training to online and intensified it for our own employees. Later, we digitized training for our customers as well." The demand from Opacc customers was high and at the same time a challenge for the instructors, he said. A lot of valuable things were learned in the process, Dettling adds.

9 apprentices in the occupations of EFZ Media Technician EFZ Computer Technician EFZ Platform Development

The company invests in its own specialists as well as in vocational training for media technicians and, as a new addition, IT specialists EFZ platform development. Opacc has been committed to promoting young talent for many years. For Marco Stuber, who is responsible for apprenticeships, the effort pays off: "Training young people in ICT professions is enormously important to counter the shortage of skilled workers." This also includes the long-standing cooperation with the ICT Berufsbildung Zentralschweiz professional association.

OpaccTaster days - despite pandemic

Every year in spring, the Opacc Software AG apprentices in Rothenburg organize the Opacc taster days. The young professionals launched the "Online Taster Day" so that they could also have a look during Corona. The apprentices themselves are responsible for planning, implementation and review. Opacc has had very good experience with this in recent years. Marco Stuber: "The apprentices have to think about how they want to introduce young people to the ICT profession of mediamatician EFZ and how the taster days should proceed in detail. This includes the application in the social media channels, the welcome, the presentation of the company and, of course, a few motivating ideas, such as a virtual scavenger hunt in the sales office." The concept received a great response and two exciting taster days were recently held, each with 15 young people.

Source: Opacc Software

The IST, Höhere Fachschule für Tourismus was extensively renovated and reopened under the overarching motto "IST reloaded". All rooms now appear open, bright and spacious. The modern and flexibly furnished classrooms meet the hybrid teaching and learning standards of tomorrow. Multifunctional workstations and meeting zones offer staff, lecturers and students space for exchange and also for concentrated work. In the corridors, large screens display "on time" information from the world of tourism.

Prestigious investment of the College of Tourism

A larger six-figure sum was invested in the renovation. "The contemporary infrastructure will accommodate the needs of the students in the best possible way," says Heinz Sommer, Group CEO of the Vantage Education Group, to which IST belongs. "For all those who want to pursue further education in tourism, the renovation and the associated investment are a strong signal. We believe in the future of tourism in Switzerland and in the need to contribute to the industry as an education provider through competent and well-trained people," Sommer said.

Charm offensive for the #Tourism future

Parallel to the reopening, the social media campaign #Tourismuszukunft was launched. Eight well-known personalities from tourism, business and politics as well as three IST alumni share their enthusiasm for tourism via video and send their tips and recommendations for the tourism profession throughout Switzerland. They include Nik Hartmann (TV presenter & producer), Martin Nydegger (CEO Switzerland Tourism), Andrea Gmür (Member of the Council of States), André Lüthi (VRP Globetrotter Group), Berno Stoffel (CEO Cable Cars Switzerland), Stéphanie Portmann (owner Fred Tschanz Group) and Frédéric Füssenich (CEO Rigi Bahnen AG). "At the moment, we sense a slight uncertainty among young people about choosing a career in the tourism industry. We want to counteract this so that there is no vacuum of qualified tourism specialists in the industry in the medium term," says Nicole Diermeier, Managing Director and Overall Head of School at IST, explaining the background to the charm offensive. www.ist-edu.ch

New alumni program strengthens the network

More than ever, networking in the industry is crucial for the professional future. That is why the IST - where to date 1730 students have graduated as "Tourismus-Fachfrau/mann HF" - has now founded its own alumni association. It is intended to provide a platform for networking, excursions and after-work events for students, former students and the trainers from German- and French-speaking Switzerland. Santino Fischli, IST alumnus, Lead Operations Sales at Vögele Reisen AG and president of the association: "To build, establish and maintain a network is an absolute privilege. Our alumni association offers exactly this opportunity and we will experience many unforgettable moments together. I am glad to be able to constantly expand my knowledge and network as part of this community."

Source and further information: www.ist-edu.ch

According to a McKinsey study with more than 500 CEOs, only 11 percent of companies are confident that their leadership development initiatives are producing the desired results. The study "Revamping Leadership Development" by Skillsoft and HR.com confirms this finding. Only one-fifth of employees surveyed said their managers or leaders lead effectively. But how can you tell that it's time to rethink leadership development in your company? Seven tips on what to look for when designing a new program.

1) Lack of results in innovation and business growth.

In today's increasingly digital, fast-paced and competitive business environment, companies are unable to grow or gain competitive advantage without a leadership development plan. Leadership development and learning programs must be aligned with the company's strategy and goals, and ensure that new leaders are prepared to meet the demands and changes.

Tip: Look for courses, programs, learning content, and resources that enable leaders to continuously develop competencies in managing change processes. This should include topics with a focus on innovation, agility, resilience and emotional intelligence.

2) Management newcomers have a hard time

A manager taking on management tasks for the first time is under enormous pressure. Without the right preparation and coaching, she is likely to fail. This, in turn, affects performance goals, employee engagement, productivity and the culture of the work group.

Tip: Don't wait until employees advance to management to build them up as leaders. Developing junior staff is an important factor in retaining employees and equipping them for future roles. Building skills in the context of employee development, teaching responsibilities, entrepreneurial execution, and leveraging emotional intelligence, are critical to the development and success of a rookie manager.

3) Hierarchical structure with command and control

Studies show that there is a shift in leadership competencies in companies and that leadership responsibility is being extended to more employees. Companies are flattening their hierarchies from top to bottom with the help of highly collaborative and cross-functional teams to drive innovation.

Tip: Managers come in many forms. They either preside over a functional area, a team, or just a one-off project in your organization. Empower leaders with learning opportunities that cover qualities like agile working, humility, leading teams, and customer-centric leadership.

4) Leadership development only for a very small group.

An old-school manager who makes all the decisions alone is no longer contemporary or effective. Modern companies are agile and team-oriented. However, leadership training in the past was often very comprehensive, costly, and not related to the context of the learner. Today, the environment in which leadership development takes place has become very transformed and democratized. As a result, future leaders can be supported at different levels of their career journey.

Tip: Provide learning content that supports managers throughout their career path and is specifically tailored to the needs of different leadership types: Novice managers, project managers or subject matter experts, mid-level and senior managers. Making leadership learning content available to all interested individuals democratizes learning and supports an inclusive, continuous learning culture.

5) Customer satisfaction declines (CSAT scores)

Managers in a customer-centric corporate culture recognize the special demands and needs of their clientele, understand customer processes and treat them with appreciation. For them, the customer always comes first. When your employees interact with customers, it is an experience for the customer that impacts your company's brand, reputation and revenue. If your employees are ill-prepared or act unhappily in their role, their interactions with customers can be unproductive or even damaging.

Tip: Empower your leaders to listen and deliver the best customer service. Learning solutions on emotional intelligence, coaching, employee development and empathy can mean that leaders who deal directly with customers can lead teams better and increase customer satisfaction.

6) No succession planning

A lack of succession planning can put your company at risk if, for example, one or more managers fail to perform, retire or suddenly leave the company. Successful companies evaluate these plans at regular intervals, train their employees across the board and develop their leadership skills, entrepreneurial knowledge and a holistic understanding of the company.

Tip: Provide a broad-based leadership development training program to develop employees with leadership potential and address any leadership challenges that may arise.

7) Trainings are put on hold

Even during times when business is good, training can be put on hold due to budget constraints, lack of availability of training managers, changing business needs, and more. However, simply switching from classroom training to online instruction is usually not helpful. Rather, the key is to tailor learning content more specifically to target groups and their needs.

Tip: Seek out leadership training that is specifically designed for a digital experience and is appropriate to complement the activities offered by training leaders. Digital leadership content should be able to be integrated multimodally and include hands-on, scenario-based learning.

Democratize leadership development

"With an agile mindset, leaders can build the competencies in their teams to quickly respond to changing situations and requirements, overcome obstacles and thus successfully develop the company even in turbulent times," explains Andreas Rothkamp, VP DACH region at Skillsoft. "To do this, it is essential to democratize leadership development and build competencies among an expanded employee base. Today's digital offerings enable training content to be tailored precisely to the relevant target group and its needs in short, hands-on units."

Source: Skillsoft

It is said that there are quite a few people who regretted the change of job on the very first day. The computer was not set up. The office chair was defective. The access card was missing. IT had forgotten to set up an email account and the supervisor was surprised at the new employee. These are the classics of the first day. Yet it only describes the mandatory program, which many companies already fail at. This article is about the free program that begins afterwards and on which depends, for example, how quickly new sales employees are integrated into the new working environment and how productively they can contribute in the future.

Care instead of haste

Companies strive for optimization and efficiency, and this is often reflected in the onboarding process for new employees. The new employee should become productive as quickly as possible. The shortest path then often leads through the ice-cold water into which new employees are pushed, out of thoughtlessness, out of organizational incompetence, or out of the mistaken idea that this is the first reinforcement test. On the first day, a mug with the company logo, a process manual, a brief introduction to the highly complex CRM system, and tightly scheduled interviews with colleagues and key contacts in other departments. On the second day, product training and on the third day, an initial overview of the sales territory. On the fourth day, two customer appointments with a colleague. The week ends with a team meeting and the team leader asking if you've arrived safely and a warm "We're glad to have you on board. Good luck." How close is this description to the practice in many companies?

Companies are highly complex organisms. Sales is a highly complex activity. Customer relationships are also usually complex. Developing the necessary understanding in these three areas requires time and support, diligence rather than haste. Onboarding is not a catalog of tasks to be completed in a week, but a longer and more time-consuming process, which, however, represents an investment that pays off because new employees are more closely tied to the company, are better networked, and have the information, i.e., the prerequisites are met so that they can really make their skills effective for the company and their customers.

New sales employees: Not at the workplace for the time being

They still exist, the lone wolf organizations, with individual goals, racing lists and other competitive elements, where each individual seeks his fortune in his own way. My sales territory, my customer, my commission. But sales in B2B markets is increasingly becoming an interdisciplinary team effort. Providing customers with satisfactory support at the various points of contact with the company requires a division of labor and cooperation. For a new employee, this means that initially he or she does not belong at his or her workplace, but rather in the various departments with which he or she will be working in the future. Salespeople are internal customer project managers who depend on not only knowing who can help, but also mobilizing and coordinating the support they need. He or she must get to know the way his or her teammates work, understand the mechanisms of cross-functional collaboration, establish personal contacts and network. So that later the small official channels work, the assistance on call, and the right contact person is quickly found to solve a problem for a customer.

Many companies cultivate team rhetoric, preach cooperation and demand thinking beyond departmental boundaries. But the forms of internal collaboration are always a product of active design and carefully developed corporate culture. The best way to get there is to first increase mutual understanding. Who does what and how, with what self-image and with what goals? Where do I get what, and how can I help others improve their contribution to the overall process? The best way to learn this is to have once worked in another area. In keeping with the advice of management mastermind Peter Drucker: "To make knowledge productive, we must learn to see both the forest and the individual tree. We must learn to see connections."

This type of networking not only has the advantage that new employees quickly gain an overview, their ability to organize themselves is improved, and they work more independently, but also their loyalty to the company increases because it naturally also creates a wide range of personal relationships within the company. Of course, this takes time, but the path to a culture of cooperation and a structure of smooth knowledge transfer knows no shortcut.

Really getting to know customers

The journey through the departments has another serious advantage: The new sales employee gets to know different perspectives from which customers are viewed. After all, after the company, the customers are the second major topic of the induction: Who are the customers? What are the customers for us? And what are we to our customers? What are the characteristics of our most loyal customers?

It is not so much a matter of communicating what technically distinguishes one's own products, but rather of demonstrating their benefits for the customer and the added value in comparison with competitor products. It is less about presenting the company's own more or less standardized sales process than about explaining how customers proceed in their purchasing process, what questions customers ask that sales must answer, and in what ways the decision-making and purchasing process can be facilitated. It is less about customer segments, into which customers are divided for better structuring of support, than about the idea of personas that are as tangible as possible, with their problem, interests and work contexts, which sales employees encounter with customers.

The most important perspective is, of course, that of the customers themselves, which is why the familiarization phase also includes as many contacts and discussions with customers as possible. In this context, the opportunity to exchange ideas with long-standing customers is particularly important, because they are best able to explain why they buy the products or services from their own company and not from others. Even if new employees come from the same industry or even from a direct competitor, this does not mean that they therefore have a precise understanding of the special interaction between product benefits and customer needs at their new employer.

The tandem for new sales employees

Getting a foothold in a new company is not always easy. An employee should not be left alone, but ideally be assigned a mentor. The mentor does not necessarily have to have already celebrated 10 years with the company in order to have sufficient experience, in-depth knowledge of informal structures and a widespread network. It can also make sense to recruit employees for this task whose own induction was not so long ago and who therefore still know quite freshly and from their own experience what is important and what problems and challenges can arise. Even more important, however, are their attitudes and communication skills. Mentors should be people who embody the corporate culture that is to be conveyed, who are interested in sharing their experience, passing on their knowledge, taking time to listen, and who can perhaps even take on the role of a coach. A mentor is a guide, advisor, confidant and sparring partner. But he should not be a supervisor. In a way, he fulfills the same tasks as a salesperson in accompanying customers on their buying journey.

Onboarding as a mutual learning process

An onboarding process therefore needs a structure, time and defined roles, such as a mentor and area managers who take on new employees for a period of time, as well as the actual supervisor who seeks regular exchange with the newcomers and closely monitors the progress and development during the onboarding process. However, there is still one important aspect missing and that relates to the expectations and goals associated with the onboarding process. It makes a difference whether the induction process is seen mainly as an unproductive transitional period and a cost factor, where the aim is to make new employees productive as quickly as possible - whatever that means exactly. Mostly, this means the impression of being able to assign them specific tasks and impose goals.

In contrast, the induction process can also be viewed as a parallel employee and corporate development process. The starting point would then not be the question: What can this person not yet do and what information still needs to be provided? Although that is certainly one component of the onboarding process. However, it becomes more interesting when the question is also turned around: What can I learn from new employees? An onboarding process is always also a test for a company, with new employees as testers. How convincing is the sales strategy? How good are the processes? Are there elaborated personas? Is there a clear and consistent understanding of the customer value of products? How open and team-oriented are other departments? How customer-oriented is the company from an external perspective? A new employee is therefore an important source of information from day one, as long as companies are able to use it, encourage critical thinking, personal responsibility and customer orientation from the start and ask for their feedback. You can start with onboarding itself, which, like any other success-critical process, should be continuously improved.

Author:
Dr. Udo Kords is a lecturer in sales management at the FOM - Hochschule für Oekonomie und Management, Hamburg.

The Kursaal Bern Group is a traditional Swiss company with three business segments: Congress Center, Hotel & Catering and Casino. The versatile offer consists of professional congress services with state-of-the-art digital technology incl. streaming studio and 28 flexibly usable rooms for presence events up to 1,500 persons as well as online events. Furthermore, the group has the newly designed Swissôtel Kursaal Bern (4-star superior) with 171 rooms and suites, which is integrated into the international Accor Group.

Annual General Meeting approves IPO

The Annual General Meeting of Kursaal Bern AG on June 7, 2021 approved all proposals of the Board of Directors. In particular, the total revision of the Articles of Association and the creation of authorized capital were approved. Following the General Meeting, the Board of Directors of Kursaal Bern AG decided to carry out the authorized capital increase and to issue a maximum of 40,781 registered shares of Kursaal Bern AG with a nominal value of CHF 50.00 each. The new shares carry full voting and dividend rights as of the 2021 financial year and are equal in all respects to the existing registered shares.

40,781 registered shares on offer

The offer consists of a subscription right for existing shareholders and a public offer in Switzerland. It comprises a maximum of 40,781 new registered shares. The price range has been set at CHF 350 to CHF 380 per registered share. Assuming an offer price in the middle of the offer price range, the Company expects net proceeds from the issuance of the new registered shares to amount to approximately CHF 13.8 million. This amount is based on the assumption that shareholders either exercise their subscription rights in full or that all offered new registered shares for which subscription rights have not been exercised are placed with shareholders and/or investors. The so-called bookbuilding process will start on June 11, 2021 and end on June 25, 2021 at 12:00 noon CEST. The final offer price is expected to be published on June 28, 2021. The listing of the registered shares of Kursaal Bern AG on BX Swiss and the first trading day are planned for June 29, 2021.

Kursaal Bern AG wants to grow further

The net proceeds from the sale of the new registered shares are to be used to strengthen the market position of the Kursaal Bern Group and to promote its expansion into a major Swiss congress, hotel & gastronomy and casino group, as well as to realize further organic and external development opportunities in the longer term. The Board of Directors, the Executive Board as well as the anchor shareholders of the company welcome the transaction and are by a large majority prepared to exercise their subscription rights as well as to partially subscribe for the shares.
to subscribe for additional new registered shares which are not subscribed by existing shareholders. In addition, other well-known investors have declared their willingness to purchase a significant number of unsubscribed new registered shares. In connection with the IPO, a lock-up period of twelve months after the first trading day for the Company and members of the Board of Directors and the Executive Board and six months after the first trading day for the Company and members of the Board of Directors and the Executive Board has been agreed.
trading day agreed for certain anchor shareholders.

Source and more Information

Higher technical colleges (HE) have an important key position in Switzerland due to our education system. The higher professional examination enjoys great popularity, and the numbers have increased significantly. Comparing Switzerland with Europe, our country is clearly in the lead here. By 2045, the current proportion of about 35 percent could rise to 60 percent. But: the participation costs for a higher technical college are relatively high - for example in comparison to the Bachelor, the internationality of the degrees is not recognized, the federal title and the visa or the logo from the federal government are missing on the diplomas. The individual courses are recognized, but not the HF as an institution. The brand "HF" is therefore unprotected - this must change.

What will the teaching of the future look like?

Added to this tension of economic or "economic perspectives" and the question of the future of continuing vocational training in general are new developments triggered by the Corona pandemic. It has become clear that "Internet teaching" in education is trend-setting. It is particularly noticeable in the tertiary sector and increasingly demands new competencies for teaching. Learners are becoming increasingly flexible and independent. They increasingly decide where, when and how often they devote themselves to the learning material. The sfb symposium on September 15, 2021 is intended to highlight current, economic and educational policy requirements for the teaching of the future, in the competitive environment of the CH education landscape.

Renowned expert speakers at the sfb Symposium

The sfb Symposium is aimed at companies (SMEs), alumni and other interested parties; at educational institutions and political bodies such as professional associations, schools (Sek II/Tertiär B), ODAS, the SERI and cooperation partners of the sfb. The conference venue is the Gottlieb Duttweiler Institute (GDI) in 8803 Rüschlikon (ZH). Speakers will include Robert Heinzer, head of HR at Victorinox AG, Dr. David Bosshart, CEO of the GDI, Prof. Dr. Andreas Frey, rector of the HdBA - University of Applied Sciences of the Federal Employment Agency Mannheim, and Chantal Galladé, educationalist and politician. The event will be moderated by Hugo Bigi.

Registrations until July 31, 2021 at sfb.ch/symposium

During the Corona crisis, demands for digital skills by employers have become louder, as more and more jobs require sound digital skills and know-how. The targeted qualification and further training of the workforce represent decisive factors for a future-oriented, sustainably resilient Swiss economy, as the Avenir-Suisse study "Further training, but in a targeted manner - answers to structural change in the labor market" from April of this year. Demand for workers in high-growth industries where successful digitization is essential is expected to continue to rise in the future.

Need for new skills

For these reasons, Google launches the training offer in Switzerland Google Career Certificates. In cooperation with local partners, such as the Regional Placement Centers (RAV) of the Office for Economy and Labor of the Canton of Zurich (AWA Zurich) and the Impact Hub Switzerlandand the non-profit organizations INCO Academy and Jobs4refugees, free access to Google's IT-related online courses will be distributed to applicants in Switzerland selected by the partners. "We are launching this additional offer for certified professional qualifications with a clear goal: to further strengthen Switzerland on the global labor market and as an IT location," says Patrick Warnking, Country Director of Google Switzerland.

Edgar Spieler, Head of Labor Market at the Office for Economy and Labor of the Canton of Zurich, adds: "Promoting digital skills, new forms of learning and lifelong learning are also key objectives for the RAV. In Google, we have found a strong, innovative partner who supports us in this and strengthens the opportunities of our job seekers in the labor market." Luzia Schuler, Managing Director Programs & Partnerships at Impact Hub Zurich, is also positive about Google's commitment as a partner: "The Google Scholarships for Coursera enable entrepreneurs from our network throughout Switzerland to receive targeted digital training. We would particularly like to give participants who work in the sustainability sector, as well as people from marginalized groups or those who benefit from a career change, access to this interesting offer. Especially for people without a tech background, the courses are an interesting opportunity for professional development - not least against the backdrop of the current pandemic - and without fixed schedules and attendance requirements."

Teaching digital skills online

The online courses are designed to help participants acquire the necessary professional skills in the four high-demand areas of IT support, project management, data analysis, and UX design. The courses are available via the learning platform Coursera.org available online and are completed in self-study. No university education or relevant work experience is required. Upon successful completion of the course, which can be achieved in less than 6 months, the participant receives a course certificate that can be shared on LinkedIn or listed on a resume and other relevant documents.

Through the partners Impact Hub Switzerland and AWA-RAV, several hundred Google scholarships are to be awarded to applicants in Switzerland, thus providing assistance with professional reorientation or retraining. The aim is to strengthen individual profiles and increase their chances on the labor market by providing them with in-depth skills in the course focus areas. Further Google.org scholarships are also available through the non-profit organizations INCO Academy and Jobs4refugees awarded to people who have more difficult access to education and the labor market.

The course offerings at a glance

• IT Support - This course introduces the field of IT in general. Graduates of the course will acquire knowledge of various aspects of IT, including the basics of modern network technologies and protocols, the use of the most common operating systems or systems management.
• Project Management - The course focuses on the fundamentals of traditional project management, but also introduces agile project management, as innovative techniques originated in software development and are now used in a variety of industries and functions.
• Data Analysis - The course aims to teach the skills of effective data analysis. Data analysts know how to ask questions correctly, prepare and analyze data in order to make concrete recommendations based on this information. Graduates of the course develop their skills in using various data analysis tools and platforms through hands-on assignments and projects.
• UX Design - UX designers focus on user interaction with products such as websites, applications, and physical objects. Graduates of the course learn about the world of UX design through hands-on exercises developed by Google.

Source: Google Switzerland

The latest Randstad Labor Barometer - which collected data in 34 countries - shows that while most respondents are resilient, they are also concerned about the uncertainty surrounding the pandemic and their future.

Great emotional support of the employees

Worldwide, a clear majority (71 %) feel emotionally supported by their employer during the pandemic. In contrast, only 66 % of employees in Switzerland say that they receive emotional support from their company. Taco de Vries, CEO Randstad (Switzerland) AG, sees two main reasons for this result: "On the one hand, employers in Switzerland probably play a much less central role in the lives of employees than, for example, in the Asian region. On the other hand, it seems to me that the emotional attachment to the employer is deeper in stable labor markets than in uncertain markets."

In just one year, the balance of power has shifted from workers who had low unemployment rates prior to COVID-19 to employers who now have a larger pool of active job seekers to choose from. Even among those who currently have a job, there is concern about being laid off. These fears are not likely to go away anytime soon. Many of the problems disrupting the global labor market will remain for months to come as the global economy tries to recover during an uncertain time.

Ability to adapt to digitization is not a question of technology

Globally, 79 % of employees feel that they have the necessary equipment and technology to adapt to digitization. In Switzerland, this figure is only slightly lower at 77 %. At the same time, however, a global average of 40 % say they have difficulty learning the skills required in this new digital age. Employees in Switzerland find this somewhat easier. Only 36 % say they have difficulty learning new, digital skills.

The rapid introduction of new technologies has led to employees becoming more concerned about their employability. This - along with the pandemic - is another important reason why job security is top of mind for many. In order to remain employed in their company, 30 % worldwide say they would be willing to accept a different role in the company. In Switzerland, the number is as high as 33 % who would be willing to accept a new orientation within the company. A reorientation within the company is the preferred option for employees in Europe in order to secure their jobs, followed by a temporary reduction in working hours. Employees outside Europe, on the other hand, show a greater willingness to work more without a salary increase.

Requirement for jobs according to COVID-19

While job security is undoubtedly important during Corona, Randstad's data interestingly shows that workers are not overly concerned about their jobs in the future. That's because only one-third of respondents said they wanted more job security after the pandemic.

Many workers believe that companies may still struggle to find the right talent, even in times of higher unemployment. What is certain is that many of the skills that companies needed before the pandemic are still in high demand. Some talents will become even more important because of the digitalization accelerated by the pandemic.

Source: Randstad

Just under a year ago, in July 2020, the first Future Work Barometer benchmark measurement was available. A survey conducted by the Future Work Group GmbH short study conducted at regular intervals in collaboration with the FHNW School of Business and ORGANISATOR. The intention behind this is to make it possible to understand the development in companies with regard to the digitalization of their working environment since the beginning of the pandemic. Now the measurement carried out in April 2021 has been evaluated, in which 272 companies participated. The Future Work Barometer is based on the major Swiss study published jointly by the Future Work Group and the FHNW in the fall of 2019. "Working world 4.0".

Investments in the working world 4.0 reach record levels

With percentage increases of 10 to 20 %, investments in the three dimensions show peak values in the FW Barometer 2021-1. Looking at the time series of the three short studies conducted since July 2020, it is apparent that companies are gradually reaching a level of maturity that indicates the sustainable design of a modern working world in which the home office or blended working plays a central role. More than half of the companies surveyed said they planned to invest in technology (52 percent), work location (59 percent), but only 39 percent in the "people" area. However, this figure is higher than a year ago (July 2020: 32 percent).

Potential that has not yet been tapped is specifically classified in the areas of holistic working environment strategies, forms of work, work processes, IT data security, leadership style and personal competencies.

Future Work Barometer whitepaper and webinar

The Future Work Barometer shows that Covid-19 can help implement Working World 4.0 quickly and successfully. In order to give companies even more practical support in this, there is on the one hand a White Paper with the summarized results is now available free of charge. On the other hand, a webinar will be offered on Thursday, June 24, 2021 from 5:30 p.m. - 7:30 p.m. on the topic "How companies plan for the phase after Covid-19." Participants will learn even more about the creation and implementation of a Working World 4.0 strategy. Information including registration is available here: Working World 4.0: How companies are planning for the post-Covid-19 phase Tickets, Thu, 06/24/2021 at 17:30 | Eventbrite.

Analogous to the previous year, the Annual General Meeting of Bank WIR was held by written ballot. The purely Swiss cooperative bank was able to increase lending volume, customer deposits and profit in the 2020 financial year. At the written general meeting, the cooperative members approved the management report and the annual financial statements, which show a profit of 14.4 million Swiss francs. "Our company is in good health and has a strong capital base," summarized Karin Zahnd Cadoux, Chairman of the Board of Directors. "We exceed the regulatory requirements by far," Zahnd Cadoux continued. The Board of Directors and the Executive Committee were discharged by a large majority.

Dividend of 10.25 francs

The Annual General Meeting also approved the appropriation of profit and dividend proposed by the Board of Directors: The distribution of 10.25 Swiss francs per ordinary share will take the form of an optional dividend ("dividend with reinvestment" or cash dividend) and - calculated on the cash dividend variant - corresponds to a yield of 2.4 percent. If the ordinary shares are held as private assets, the distribution is tax-free. Last year, the share price increased by 8.4 percent (plus dividend payment) - and this year, too, investors seem to have confidence in the security, which is reflected in a further 7.2 percent increase in the share price.

Two new members of the Board of Directors

In the elections, the existing members of the Board of Directors were confirmed: Karin Zahnd Cadoux (Chairwoman), Marc Reimann, Kornel Tinguely and Germann Wiggli for a further two years, Petra Müller for a further year due to the limitation on terms of office. Georg Anthamatten and Jürgen Bletsch, who are retiring this year due to term limits, were replaced on the Board of Directors by Heinz Fuchs and Christoph Lenz. Heinz Fuchs (65) is a business economist and certified public accountant with a national and international network in the banking and finance industry. Christoph Lenz (42) is a qualified trustee and has been working in the real estate sector for 16 years.

Amendment to the Articles of Association for more flexibility

Furthermore, the Annual General Meeting approved, with the necessary two-thirds majority, an amendment to the Articles of Association that allows Bank WIR to introduce participation certificates. "This gives us additional flexibility," says CEO Bruno Stiegeler. "We will continue to seize our opportunities, especially with a view to cooperations and participations."

Source and further information: Bank WE

When it comes to events, there is a clear easing of the situation everywhere. Now the organizers of the IT trade fair topsoft can also hope that it will be held again. Last year the rigorous requirements put a spoke in the exhibition organizers' wheel. "We have been organizing the topsoft trade fair with great passion for many years; personal contact between visitors, speakers and exhibitors is the be-all and end-all - and neither Plexiglas nor face masks or distance rules fit in here," wrote the Topsoft organizers at the time.

Pause for thought used creatively

Today is completely different: "Finally holding a major live event again feels simply fantastic," says trade fair organizer Cyrill Schmid enthusiastically. For almost 30 years, the IT event had been a fixed date in the agenda of leading software vendors and system houses. "Last year's renunciation was not easy for us, although it was the right thing to do. We have used the prescribed pause for reflection creatively and have allowed new impulses to flow into the upcoming trade fair," Cyrill Schmid looks back on the past months. Everyone is clearly looking forward to the event in September. Another motivating factor is that around 60 inquiries have already been received from potential exhibitors.

Re-launch of the IT trade fair topsoft in the "new normal

Despite the positive response, the IT trade fair topsoft remains modest at the moment. The realistic goal is to attract around 50 exhibitors for the restart. "We all have to learn to find our way in the new normal. However, the restrictions of the last few months and the lack of personal contact opportunities have clearly shown how valuable and indispensable live events are," emphasizes topsoft marketing head Christian Bühlmann. The importance of digitalization has increased significantly, especially in recent months. Many SMEs have made concrete experiences with video calls and home office. The best way to find out which areas still have more digital potential is to visit topsoft 2021 live.

Source and further information: www.topsoft.ch

The new stock corporation law has been in force since the beginning of 2021. Among other things, it requires that both genders be represented by at least 30 percent on the boards of directors of listed companies and by at least 20 percent on executive boards. A total of around 200 companies are affected in Switzerland. If the gender benchmarks are not met, the companies concerned must state their reasons in the compensation report and explain what measures they intend to take to improve the situation. However, they do not have to fear any sanctions - and this is criticized in particular by feminists.

Ten largest companies with an exemplary function

But what is the actual situation regarding gender equality in listed Swiss companies? This has been investigated by the Diversity Report Switzerland, published for the second time. The full survey, published by GetDiversity GmbH with the support of EXPERTsuisse and the magazine Swiss Ladies Drive, compiled the composition of 231 executive boards and 7656 boards of directors.

This time, special attention was paid to Switzerland's ten largest companies, which, with a total of over one million employees, also serve as role models in terms of human resources policy. With over 30 % of women on the Board of Directors, over 20 % on the Executive Board and over 30 % among authorized signatories, Zurich Insurance Group tops the list of the top ten. Other top-ranked companies include UBS and Nestlé, also with 30 % women on their boards, and Lafarge Holcim, ABB and Roche, with over 20 % women on their executive boards. This means that all of them together are already close to the legal requirements.

Where the gender benchmarks are met

This compares with 83 of the 231 companies listed on Swiss stock exchanges (36 %) with all-male boards of directors, 134 (58 %) without a single woman on the executive board and 51 (22%) with no women at all as authorized signatories. So there is still work to be done for the 231 listed companies before they meet the legal requirements. The same applies to the entirety of the companies analyzed. Of the 7,656 stock corporations analyzed, 4,908 (64 %) have no women on their board of directors. On the positive side, however, 1,495 (20 %) of the companies already comply with the gender guidelines for boards of directors of listed companies.

It's not just about gender guidelines alone

However, the gender benchmarks do not only refer to the proportion of women on management boards and boards of directors. They also apply equally to men. Dr. Marius Klauser, Managing Director of EXPERTsuisse, makes this clear in an interview. The authors of the Diversity Report Switzerland, Esther-Mirjam de Boer and Carla Kaufmann, co-CEOs of GetDiversity, therefore want to counter the misconception that it is always just about promoting women. This association is committed as a know-how ecosystem for equal opportunities and equal rights for all gainfully employed talents in the working world on the basis of their abilities - regardless of gender.

Relying on talent - the Swiss "Diversity Champions

Among the stock corporations evaluated, there are already 267 "diversity champions". They seem to have long understood the principle of "talent before gender". This refers to companies that have a gender representation of 50 % women and 50 % men on the board of directors and among the authorized signatories, which is why the Diversity Report Switzerland 2021 designates them as "Diversity Champions". These companies include

than companies with over 500 employees:

• Peter Steiner Holding AG, Zurich,
• YX Magnetic SA, Sierre

as the oldest companies, registered in HR in 1883:

• Hotel Europe Davos AG, Davos,
• Effingermedien AG, Brugg

than companies with six female board members each and the largest board teams:

• Groupe Médical de Versoix SA, Versoix
• Valmont Group Holding SA, Geneva
• EF Education First AG, Zurich
• Montanstahl SA, Stabio
• Informaticon AG, Frutigen
• Alters- und Pflegezentrum Au AG, Steinenn

Diversity instead of inbreeding

What is the opposite of diversity? Or, put another way: Why these "pull-ups" for good mixing? Why does diversity make companies more competitive and resilient? "In nature, the answer is clear. Here, a lack of diversity is synonymous with monoculture and inbreeding - and that is not a sustainable state. Because it is well known that the exclusion of foreign genetic material makes people weak, short-lived and feeble-minded in the medium to long term," explains Esther-Mirjam de Boer.

According to a Harvard study, the 60-year lifespan of an S&P 500 company predicted as recently as the 1960s has been reduced to 18 years in the meantime. Is this the consequence of a lack of diversity? As de Boer puts it: "In recent decades, the templates for supposedly good employees have become extremely narrow, because people want to play it safe. As a result, many talents outside these standards fall through the cracks, which reduces diversity and promotes blind spots."

Source: GetDiversity GmbH