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Finding employees is not difficult to keep good all the more - could be the motto of many companies. But what do companies do to keep their good employees? And which companies are particularly successful?
LinkedIn co-founder Konstantin Guericke goes unusual ways to get to know employees and business partners better: He wanders."Special experiences while hiking or eating together welds together," says Guericke, who worked in various companies after LinkedIn and is now a partner of the Berlin venture capitalist Earlybird. “It's about building trust,” he explains his philosophy, which could be the credo of employee loyalty - and that is urgently needed in the dynamic IT and digital industry. According to a current study by Bitkom, a total of 41.000 IT specialists are lacking in Germany, with 16.500 vacancies in the ITC industry alone. But frequent fluctuation also hinders growth and innovative strength - for example through constant training or because of the bureaucratic effort. For example, companies are obliged to “archive personnel files for 10 years and keep them available at all times”, as Regina Mühlich, data protection officer at AdOrga Solutions explains.
It is therefore not only important for companies to find good employees, but also to retain them in the long term. According to a study by the Leuphana University of Lüneburg, 37% of the companies surveyed rely on financial incentives for retention management, a further 37% on improving corporate culture, and 13% each pay attention to a positive management culture and take care of work-learn-life integration. The study also shows that employees cannot be retained in the long term only through financial incentives. Those companies in which the employees personally identify strongly with their job are more successful.
Who is better at retaining staff? Startups or long-established family businesses? In my article, I therefore highlight four companies of different sizes and characteristics, which sometimes work with very different strategies for retaining employees:
Feel Good Management is a current trend that should make this possible. The Berlin-based Fonepit AG with 64 employees has hired a Feel Good Manager to take care of the well-being of the employees. It organizes weekly, often self-prepared lunches that everyone eats together, monthly after-work events, employee parties, joint team building and sports activities and, in cooperation with a health insurance company, also takes care of health management. In order to create additional incentives, there are also rewards for reaching or exceeding the traffic targets, from a daily lunch together to a weekend trip to Mallorca or a new cell phone if a new colleague is successfully recommended.
Because:"It's not easy for us either to find and keep the right employees," explains HR Manager Claudia Schlüns."The demands are becoming more differentiated and we also have to cater to individual requests." That is why there are regular employee surveys and discussions as well as further training opportunities:"We are planning German courses for the many foreign colleagues, a dual course of study would also be conceivable because we have had very good experiences with working students," says Schlüns. According to Monika Kraus-Wildegger, this trend is greatly underestimated. She makes companies with a feelgood work culture visible on Goodplace.org and states: “This is not just about fun and sport, but much more about structural changes in which employees want to participate. But not every company is ready for this."
All employees at one table to strengthen the sense of community while eating is a concept that no longer works for TravelBird. The Amsterdam-based company, whose investors include Oliver and Marc Samwer's Global Founders Capital and Fabian Siegel, grew from 170 to almost 600 employees last year, 70 of them from Germany alone. “Our young employees want to grow with the company; we therefore offer constant opportunities for further development and advancement, ”says Ingrid Leonhardt, who, as one of 14 international recruiters, mainly looks after the German employees and explains:“ The aim is that every employee works in the best place for them. ”
That is why there is a referral program in which employees can find suitable new colleagues - if they prove themselves, there is a bonus. And with its own academy, TravelBird offers leadership or sales training, technical training and creative workshops."For this we employ five coaches who come from the field and develop tailor-made training courses that can be consulted at any time," explains Leonhardt. On the other hand, the cooperation with universities is still in its infancy at TravelBird: “We work together for events with universities, have already organized hackathons or our employees give lectures”, says the recruiter and adds: “In the long term, however, there are sure to
