According to a recent study by KfW Research, around 560,000 companies will be facing management and ownership succession by the end of 2026. However, a third of these companies are planning to leave the market without a successor. And this high figure is not surprising. Succession has become a major challenge in many medium-sized companies.
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An essential backbone of manufacturing SMEs are production employees who are proficient in the applications and have the relevant experience. These employees are crucial for the innovation and competitiveness of the company. In order to keep pace with the many changes and transformation processes in the competitive environment and to fully exploit the innovative capacity of the company, it is important to promote and permanently develop the competences of the employees in production. This can be implemented in a focused manner with strategic competence management. Read more
A frequent experience in our customer projects is that our medium-sized customers react to the topic of compliance with the critical question: “And who is going to do that? Of course, a medium-sized company does not have the same resources as a group of companies, where a compliance department with several members deals with the topic. Nevertheless, the same legal framework conditions apply to SMEs and group companies.
Multiple crises, international interdependencies, challenging political developments. The risks for companies tend to increase. The business world is increasingly difficult to assess, more dynamic and more complex. Compliance has become an important basis for SMEs to safeguard the company, protect it from potential risks and thus create a foundation for the long-term success of the company. Good compliance can protect the company in the best possible way and indicate emerging crises and problems at an early stage. For effective implementation of compliance management, it is particularly important in medium-sized companies to use resources wisely and to sensitise everyone in the company to the issue. All too often, compliance is still perceived as a secondary task and the risks that actually exist are massively underestimated.
Competence management is important in a company to ensure that employee resources are used optimally. Through competence management, the skills and competences of employees can be developed and used in a focused way. Competence management is a demanding task. How does the company know what competencies a person has outside their field of work? And how can these competences be used professionally?
In order to solve these and many other challenges in competence management without spending a lot of time and personnel, the use of skill management tools can be a useful method: The right tools ensure that skills management can be implemented efficiently. Digital tools can be used for every step along the employee life cycle and significantly improve the results. The tools start at different points along the employee’s career path. Which tool or mix of tools a company needs depends entirely on individual needs. All-in-one solutions are often very powerful for SMEs. The key question in the selection process is: What requirements should be met by the competence management system?
In recent years, rating portals have become increasingly important for a company’s image – especially as an employer. How employees, former employees and applicants have rated a company as an employer has become an indispensable source of information for potential applicants. The ratings can be submitted anonymously and free of charge and can be accessed worldwide and permanently. Rating portals thus create enormous market transparency and have a considerable influence on whether and how a company is perceived as an attractive employer. The ratings of one’s own company on the various online platforms have a strong signal effect in the environment of potential applicants and customers. Read more
Bianca Selzer is a consultant at THE MAK`ED TEAM. With her focus on HR management, corporate learning and organisational development, she supports both smaller and larger medium-sized companies in their transformation processes. What are her experiences as a woman in the male-dominated consulting industry? Does she perceive inequalities and does she have a vision for the future of the role of women in consulting?
In an interview with consutling.de, she talks about her personal professional experiences as a woman in the consulting industry and provides exciting insights.
Click here for the interview … “In meinen Augen ist die Branche (noch) nicht sehr divers” | CONSULTING.de
In the current economic situation, which is challenging for most companies, we will be devoting ourselves intensively to the question of what makes medium-sized companies resilient at our Event & Dialogue on 19 April 2023. In cooperation with the employee consultancy stg, THE MAK`ED TEAM invites managing directors, executives and HR managers to a joint evening above the rooftops of Nuremberg, which will be dedicated to professional exchange and dialogue. The focus will be on many practical topics related to resilience management. THE MAK`ED TEAM will give an overview of organisational resilience: How can a company develop the right balance between stability and flexibility? We will show management approaches and discuss resilience strategies suitable for SMEs. stg will again look at individual resilience: What can the company do to strengthen the resilience of its employees? The Event & Dialogue “Robust, adaptable, strong: Resilience Management in Practice” offers an intensive professional exchange. The agenda includes:
