**Three strategic measures to handle the shortage of skilled workers**



In the coming years, the shortage of skilled workers will be one of the key challenges facing medium-sized companies. Many companies are already feeling the effects of this; filling demanding positions has become much more difficult and the expectations of candidates have changed. This is the conclusion of the [SME survey](https://kup.id/article/know-your-priorities) conducted by K'UP.



We find that medium-sized companies are not taking sufficient measures to assert themselves on the labor market. Many of the companies we surveyed would like to invest in employer branding and personnel marketing measures to cope with the shortage of skilled workers. But this alone will not solve the problem. 




**We therefore recommend action in three areas:**




**1.	Investing in the attractiveness of the workplace:**


It is not enough to invest only in the attractiveness of the employer to the outside world, because ever since Kununu and Glasdoor came into existence, candidates have been able to find out how things really are at the company. It is now common practice among graduates to approach employees directly and ask them for information about their potential employer. Only those who invest in an attractive employee experience have an advantage on the job market. In the past, mid-sized companies scored points with a secure job, a competitive salary package, canteen and pension plan; today, much more is required.

In addition to a meaningful corporate purpose and lived values, employees expect above all professional and personal development. They want to work together to achieve motivating goals and be supported by their managers in doing so. HR and management improve their employer attractiveness by developing the corporate culture along corporate values, introducing relevant HR tools and establishing coaching as a management tool.




**2. Align HR policy with workforce planning:**


Even well-positioned employers must learn to adapt to the dynamic conditions of the labor market. Their HR policies must deal with higher turnover, shorter retention periods and flexible staffing options (including freelance, external employees if necessary). Personnel processes, especially in recruiting, talent management and onboarding, must be geared to this. Companies that are resistant to the crisis in skilled labor will on the one hand target suitable candidates. At the same time, they also make the most of increased fluctuation, for example by generating external knowledge.




**3. Shaping the future through education initiatives:**


Medium-sized companies should not rely solely on government measures to identify and promote talent. They must identify talent themselves at an early stage and actively close widespread gaps in education. They can do this, for example, by supporting (non-profit) education initiatives. In the process, they also become better acquainted with the local labor market and its players. Scholarships, internships and other activities simultaneously attract talent to the company.




**We would be happy to discuss the findings of this article in more detail in a personal meeting. Please contact our resilience expert [Juliane](https://kup.id/shoulders/juliane-hueppe-1).**

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Three measures against the shortage of skilled workers

### Challenge

Waste management, street cleaning, green maintenance, road construction: With more than 750 employees - 23 of them of different nationalities - at more than 18 locations, the **[Aachen Council](https://aachen.de)** performs central tasks of public service for the city of Aachen. In order to break down silos, manage the complexity of the multi-layered organization and motivate and retain employees, we were tasked with developing a mission statement with shared values.

### Strategy

We have developed a mission statement that clearly encapsulates the strengths of the Aachen Council. In doing so, we not only want to create identity and joy, but also a framework for action that forms a common platform for the heterogeneous organization. For the activation, we have developed three concrete phases that the Aachen Council can also use to develop its organization, its ecological footprint and its digital tools. A mixed team of Change Ambassadors accompanied the process with a lot of joy and trust and established itself as a permanent dialog tool for the management.

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A mission statement for new strength and togetherness

The Aachen Council - A mission statement for new strength and togetherness

We know that the challenges are big and the demands are increasing: Shortage of skilled workers, pressure to innovate and change, digitalisation, a backlog of professionalisation.

 **Is your organisation up to the task?**

Although HR work has many answers to current crises, HR departments in small and medium-sized enterprises often reach their limits - especially when it comes to asserting themselves as a fully-fledged strategic partner in everyday administrative and operational work.

The reasons for this are clear: HR work has often not yet benefited from digitalisation. Efficiency has not been increased, and the corporate strategy has not been implemented. HR professionals have had to demonstrate social rather than business skills. 

 **How can new requirements be reconciled with the old range of services?**

HR departments need a tailor-made strategy and appreciation for HR professionals. Only in this way can they be sustainably transformed and create real added value.

Our clients undertake the transformation in four steps: 

We survey the status quo. 
We jointly develop the content-related priorities, the organisational set-up of the HR department and the necessary role profiles. 
We condense our findings into a simple strategy paper with an implementation plan. 
We support the actual implementation, usually in the context of development measures. 

 **What concrete measures make HR departments really effective?**

**Define clear roles.** Clarifying roles between management and HR leadership (e.g. employee focus vs. business focus), is the first step in developing together.

**Set a strategic focus.** Priorities need to be defined together with management along strategic goals. Programmes that are not priorities need to be radically cut or outsourced. 

**Make talent acquisition a priority.** A good HR department must have complete mastery of the spectrum of recruitment. This includes Strategic Workforce Planning and Employer Branding. 

**Work with data.** HR analytics can be used to translate HR-related insights into strategic decisions. Regular capacity building is essential in this process. 


 The time for change is now.
 **Strengthen your HR department and make it a true strategic partner in the company.**

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The Transformative Power of an Effective HR Department

How do you help your HR departments solve the challenges?

**Where do I come from?**

I couldn't imagine a career as a lawyer; instead 'something with people' ,so I started in HR, where I worked passionately for over 15 years in various - operational and strategic - roles. In my last role as EMEA Head of Human Resources and Organizational Development at Olympus, I introduced numerous modern HR tools with the goal of improving the Employee Experience and organizational effectiveness and developing the company culture. With a systemic coaching training, I learned an additional perspective with new methods and developed as a consultant.


**What drives me?**

Work should be fun and offer room for personal development! I firmly believe in that. That’s what I want to work for - creating impact. So - I joined K'UP as a partner in January 2021 and started building up the organizational development area; I advise our clients on how to create effective organizational design and a resilient corporate culture and make companies a "great place to work". Corporate and brand strategy cannot be effective without cultural and organizational development; in turn, an inspiring workplace can only be developed in the context of corporate strategy and brand. What else drives me? Creating value together with a great team. Bringing inspiring people together.

I love living in Berlin, love the mountains and like to eat well, fat and a lot!


**What is my strategy?**

My strategy is: listen, understand, get inspired, inspire, get going, have fun!

### Vita

- Partner Organisational Strategy, K‘UP
- EMEA Head of Organizational & Personal Development and CSR, Olympus Europa SE & CO. KG
- HR Business Partner, De Lage Landen 
- Human Resources Lawyer, E.ON Energy Trading SE
- Lawyer admission

Juliane Hüppe

Vita

When are you coming over?