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Die vollständige Liste der besten Arbeitgeber Deutschlands

Die vollständige Liste der besten Arbeitgeber Deutschlands
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2012 - Great Place to Work® Institute Contact Us Share Home Best Workplaces Europe Germany Best Workplaces in Germany Best Workplaces in Germany Best WorkplacesAbout Applying to Our ListsWorld’s Best MultinationalsBest Workplaces in Latin AmericaBest Workplaces in EuropeSearch Best CompaniesAfrica, Asia and OceaniaEuropeEuropeAustriaBelgiumDenmarkFinlandFranceGermanyGreeceIrelandItalyLuxembourgNetherlandsNorwayPolandPortugalSpainSwedenSwitzerlandTurkeyUnited KingdomLatin AmericaNorth America Want to see your company on our lists? Blog & News Company Wellness Programs Don't Really Save Money - Al Lewis by Al Lewis | 10:00 AM March 8, 2013 If you run a large organization or its human resources department, you are probably starting to wonder if your financial commitment to wellness programs makes sense. Your consultants and vendors assure you that they save lots of money. The answer matters, because these programs constitute an expensive combination of surveys, screens, and additional doctor visits and tests (all on company time) — plus incentives to encourage participation that now average $521 per employee. Just asking your benefits consultants three simple questions will solve this conundrum. 1. A wellness program can reduce health spending only by avoiding wellness-sensitive medical events such as heart attacks. However, even though your company may be spending close to $1,000 per employee to avoid these events, don’t be surprised if nobody knows how they are trending or how much you shell out for them. 2. Then there’s the issue of whether HRAs really do offer much insight. 3.

Stop Requiring College Degrees - Andrew McAfee by Andrew McAfee | 7:00 AM February 26, 2013 If you’re an employer, there are lots of signals about a young person’s suitability for the job you’re offering. If you’re looking for someone who can write, do they have a blog, or are they a prolific Wikipedia editor? For programmers, what are their TopCoder or GitHub scores? For salespeople, what have they sold before? If you want general hustle, do they have a track record of entrepreneurship, or at least holding a series of jobs? These days, there are also a range of tests you can administer to prospective employees to see if they’re right for the job. And there’s been a recent explosion in MOOCs — massive, open, online courses, many of them free — on a wide range of subjects. You’ve noticed by now that ‘a college degree’ is not in this list of signals. Unfortunately, employers are doing exactly the opposite — they’re putting more emphasis over time on old-school degrees, not less. There are two huge problems with this approach.

Case Study: The Unmanageable Star Performer - Abhishek Goel “Did you see the report from the India office?” “I’m just opening it now,” Caroline said on the other end of the line. Stefan Konrad and Caroline Dougherty went way back. They had started at Leman Highlander & Company together more than 20 years before, as fresh graduates from business school. Now Stefan was the head of the consultancy’s South Asia and Middle East business, and Caroline was its global human resources director. Their offices at Leman’s New York headquarters were just a few doors away from each other. Caroline continued, “The numbers look good. “For sure — keep reading,” Stefan said. (Editor’s Note: This fictionalized case study will appear in a forthcoming issue of Harvard Business Review, along with commentary from experts and readers. He waited, and then Caroline’s tone changed. “Again!” “That’s right,” he said. “He’s never been one to care about the soft side of things,” Caroline said. Stefan had been worried about the Mumbai office for a while. “I’m not sure.” “Mumbai.

Is HR ready for analytics? I’ve spent that last decade building people-centric analytics solutions for a broad spectrum of industries; from intelligence & law enforcement (where they are looking to characterize criminals) to healthcare & pharma (where they are looking to characterize patients). Recently I’ve been interested in the challenge of the Smarter Workforce; specifically investigating analytics approaches that would allow companies to characterize skills, expertise, influence, sentiment, needs, desires, relationships, connectivity, or any patterns that would help them to better engage, develop, and maximize the value of their diverse and often globally distributed workforce, and allow employees to have more fulfilled careers that leverage their skills to the fullest. Now its hard to consider analytics for social business without considering the role of HR in this new Smarter Workforce. A few weeks ago I wrote a blog post entitled “Could HR become the analytics powerhouse of the enterprise?” Like this:

Does Money Really Affect Motivation? A Review of the Research - Tomas Chamorro-Premuzic How much should people earn? Even if resources were unlimited, it would be difficult to stipulate your ideal salary. Intuitively, one would think that higher pay should produce better results, but scientific evidence indicates that the link between compensation, motivation and performance is much more complex. In fact, research suggests that even if we let people decide how much they should earn, they would probably not enjoy their job more. Even those who highlight the motivational effects of money accept that pay alone is not sufficient. The results indicate that the association between salary and job satisfaction is very weak. In addition, a cross-cultural comparison revealed that the relationship of pay with both job and pay satisfaction is pretty much the same everywhere (for example, there are no significant differences between the U.S., India, Australia, Britain, and Taiwan). But that doesn’t answer the question: does money actually demotivate? But one size does not fit all.

Sustainability Matters in the Battle for Talent - Jenny Davis-Peccoud Employees at semiconductor-chip-maker Intel recently devised a new chemistry process that reduced chemical waste by 900,000 gallons, saving $45 million annually. Another team developed a plan to reuse and optimize networking systems in offices, which cut energy costs by $22 million. The projects produced financial and environmental benefits, of course. Bain & Company recently surveyed about 750 employees across industries in Brazil, China, India, Germany, the UK, and the U.S. Employees expect employers to step up and nurture this growing interest. They also want to be involved in developing sustainability strategy. Yet many companies are missing the opportunity to fully engage their employees on this issue. Leaders in this area, by contrast, do a few things differently. They push employees to put sustainability at the heart of the business. Ideas for improvements or for entirely new initiatives bubble up from all corners of the organization. They hold their employees accountable.

Pressemeldung: Karriereseiten in sozialen Netzwerken werden bislang nur wenig genutzt Umfrage: Karriereseiten in sozialen Netzwerken werden bislang nur wenig genutzt Köln, 06.06.2013. Das Thema Social Media ist schon seit langem in aller Munde, doch wenn es um Karriere geht, werden soziale Netzwerke nur wenig genutzt: Lediglich neun Prozent der Internetnutzer in Deutschland haben bereits eine Karriereseite eines Unternehmens in einem sozialen Netzwerk besucht. Im Vergleich zum Vorjahr ist das jedoch ein Anstieg um vier Prozentpunkte. Dies ist das Ergebnis einer repräsentativen Umfrage des Marktforschungs- und Beratungsinstituts YouGov, für die 1.002 Internetnutzer vom 15. bis 17. Mai 2013 befragt wurden. Doch die Mitarbeitergewinnung durch Arbeitgeberauftritte in sozialen Netzwerken wie Facebook, Xing und LinkedIn hat durchaus Potenzial. „Web 2.0 wird unter Personalexperten als wichtiges Personalmarketing-Instrument für die Zukunft diskutiert, in der Praxis aber bisher selten genutzt. Weitere Informationen zu unserer Organisationsforschung finden Sie hier. Pressekontakt:

Why a Minimum Wage for Interns May Not be a Reason to Celebrate This week the German Parliament will start the debate on whether to vote into law a minimum wage that would apply to interns who have joined their position voluntarily or for more than six weeks. The draft law in question would set the minimum wage at €8.50 per hour. This means that interns in the startup scene who are accustomed to earning between €400 to €600 per month – or who are unpaid – will now make a gross salary of €1,400 in the case of working 40 hours a week. The German Government’s motivation for the minimum wage is to encourage companies to hire full-time employees instead of using interns for cheap labor. Startups, however, may not be the only ones disappointed with a minimum wage. According to others in the startup scene, internship spots are not the only factor at stake. Image Credit: Some rights reserved by Kārlis Dambrāns Rating: 5.0/5 (1 vote cast) Why a minimum wage for interns may not be a reason to celebrate, 5.0 out of 5 based on 1 rating

Competing for Talent in Every Geography - Raghu Krishnamoorthy by Raghu Krishnamoorthy | 10:00 AM June 24, 2014 In the late 1990s, Steven Hankin of McKinsey provoked a lot of discussion when he coined the phrase “the war for talent.” As the phrase became more popular (and was elaborated in a book), others used it to warn corporations of impending talent shortfalls, advocating that it be considered a strategic business challenge that required attention at the highest levels. The original thesis of the war for talent was predicated on significant demographic shifts, like aging populations in the West. Many countries insist that foreign companies benefit the local community. GE is one of many corporations now confronting these challenges. In the United States, and in West European markets, the challenges center around talent replenishment and knowledge transfer to assure that productivity remains high even as the Baby Boomer population starts to retire.

What is really so disruptive about MOOCs? What is really so disruptive about MOOCs? It’s Time to Retool HR, Not Split It - John Boudreau by John Boudreau | 10:00 AM August 8, 2014 Let’s be clear. Ram Charan’s recommendation is wrong. Wikipedia describes the parable of Solomon from the Bible: “The Judgment of Solomon refers to a story from the Hebrew Bible in which King Solomon of Israel ruled between two women both claiming to be the mother of a child by tricking the parties into revealing their true feelings.” Splitting HR is also dangerous and counterproductive, but proposing it also points to the truth by vividly showing the challenge and importance of making leaders more sophisticated about HR and talent (“talent” includes human-centered capabilities, engagement, motivation, values and organization design). The right question is not whether it’s time to split HR, but rather why are leaders so much less sophisticated about talent than about financial capital? • Retool leadership development using options theory and portfolio risk optimization.

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