Work Life Balance in the War for Talents
Corporations lack the magical skills of understanding: how to keep expensively
bought in talent and then how to turn those talents into revenue for the
company. So they struggle along with every kind of tool and system invented
by “People Management” experts; about heart, brain and hand.
But do they want to be managed? The latest magic mantra is “Work
Life Balance”. But, put simply, there’s a big risk that what
“Work Life Balance” programmes are supposed to cure will make
them worse. A small amount of fun is supposed to counterbalance a lot
of frustration. Free acupuncture to soothe away the daily grind. Strengthen
your backbone with daily aerobics, or a laundry service for shirts and
blouses. Incentives should generate loyalty. A ski week-end in the Swiss
Alps may be well intended, but first the boss wants to be thanked for
the goodies, and secondly he’s taking away from those invited precisely
what they need the most: two days of peace, and relaxation, which just
everybody wants to enjoy on their own, or with friends, or with spouse
and family. And they need to enjoy it, or the atmosphere at home will
get even worse. The balance that’s targeted pitches even more onto
the side of corporate life. Behind that pretty idea of Work Life Balance
doesn’t there lurk a corporate ambition to define everything in
life, even down to your breakfast choice? Is a search for corporate welfare
a search for corporate totality? Aren’t these precisely those conditions
in which workaholism and burn-out thrive? What are the best strategies
in the war of talents? How can corporations create a healthy climate and
conditions so that talents flourish, so challenging and encouraging the
atmosphere for long-term commitment?
Top talents don’t just want to
earn a living. They want to live their lives - and have fun.
Pleasure comes out of performance - not out of dependence,
but from independence winning the inner strength to get the best
out of life. We’re working on those strategies both for corporations
and for top management.
||Establishing a Knowledge Management
In an organisation that operates globally with strong local units
and headquarters in Germany. This process is being managed from a
“change-weary” organisation which is characterised by
cynicism and exhaustion. “Dramaturgy” is central, not
Today’s 30-40 year olds are on the march through today’s
businesses. HR people, Management need to get tuned into their aspirations,
should they want to benefit from their enthusiasm. Gen X’ers
bring new abilities, communicate differently from Baby Boomers and
have other needs and demands in the organisation. What concretely
does this mean for HR, for Executive Training and Communication?
“Total care packages”, “securization”, “staff
transfer”, “new careers” are some key words for
an international firm targeting Gen X.
Study on Gen Y and Consequences for
At the moment we’re working on a study for the next big
Generational wave, that’s to say the 17-30 year olds.
- What are the specific conditions of their socialisation? (Child
obsession, the collapse of the Berlin wall, globalisation, migration,
dotcom/dotgone, very low birth rates etc etc.)
- Consequences on this generation (observations, personality
structures, approaches and attitudes to work/life/society etc)?
- What competences do they bring?
- What requirements and demands do they have in work?
- Significance for leadership and motivation?
- Consequences for HR policy, recruitment, retaining and training
and executive development?
- What are the most important differences relative to Gen X and
Baby Boomers (the above 45 year olds) and the significance for
communication - programmed misunderstandings? - leadership
and collaboration as well as for the development of the corporation.
This study is being financed by several
international corporations (Financial Services, Pharmaceuticals,
High Tech, Media and Machine Tool Manufacturers both in Germany
and in Switzerland.
Wichtige Ergebnisse sind schon da.