REGROW - "Recruiting the Young Generation Workforce: Innovative HR Management" E-Book

Christian Wildt

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 308

Veröffentlichungsjahr: 2023

Beschreibung

ABOUT THIS PUBLICATION In many EU countries there is a severe shortage of young skilled workers, especially in SMEs, which has a negative impact on their growth prospects and competitiveness. Even countries such as Germany, with its dual vocational training system, which has traditional strengths in attracting young talent, are having increasing difficulties in meeting the shortage of young skilled workers. There is a need of renewing the HR-Management in many SMEs to better attract and integrate young talent and to provide owners and employees with the necessary knowledge and skills. This project has collected best practices and developed a SME centred HR-concept including digital models, as well as various training programmes with different measures for SME managers leading to the implementation of a modern and holistic human resource management. Vocational Training Providers are equipped with the necessary materials and training programs to qualify their staff and SMEs and their employees in their sphere of influence. This publication contains the relevant curricula, application notes and experiences as a result of the project REGROW with the following partners: Hanse-Parlament (DE), Berufsakademie Hamburg (DE), Chamber of Crafts Opole (PL), Chamber of Crafts Poznan(PL), Estonian Chamber of Commerce and Industry (EE), IBC International Business College Kolding (DK) and Arbeit und Zukunft e.V. (DE).

Leseprobe

Content

Introduction: The importance of innovative HR-Management for SMEs in the European Union

1.1 | Why do KMU need to implement innovative HR-Management?

1.2 | Objectives and Outputs

1.3 | Participating project countries and partners

Creating a Finding Model „Innovative HR Management

2.1 | Background of the finding model

2.2 | Self-analysis “Innovative HR-Management” for SMEs

2.2.1 | The five most important key challenges for HR-Management

2.2.2 | Systematic Approach

2.2.3 | In-depth analysis of companies / Quick-Check

2.2.4 | Links to project results

Good Practices and Digitisation Concept to Support Human Resource Policy and Personnel Management in SMEs

3.1 | Innovative HR Management as subject of the REGROW project

3.2 | Personnel Management and the Generation Z

3.3 | Personnel Management

3.3.1 | Personnel Management Strategy

3.3.2 | Personnel Management Processes

3.4 | Recruiting, Hiring, Onboarding and Personnel Planning

3.4.1 | Advertising

3.4.2 | Pursue Diversity

3.4.3 | Innovative Recruitment Processes

3.4.4 | Target Group and Job Market Overview

3.4.5 | Attractive Employer Branding

3.4.6 | Onboarding and Induction Program

3.4.7 | Including the Staff in the Recruitment Process

3.4.8 | Develop some “tasks to do” for applicants

3.4.9 | Electronic Handbooks

3.4.10 | Best Practice Example from Johs. Møllers Maskiner A/S

3.5 | Renumeration Management

3.5.1 | Audit Salaries for Bias

3.5.2 | Payroll Automation

3.6 | Benefits Management

3.6.1 | Create a Benefit Management Plan

3.6.2 | Best Practice Example from an Automotive Centrum in Poznań

3.7 | Performance Management

3.7.1 | Weekly Feedback Round

3.7.2 | Performance Management Checklist

3.7.3 | Regular Functional Meetings

3.7.4 | AI and Chatbots

3.8 | Professional Development and Training

3.8.1 | Invest in Critical Skills

3.8.2 | Educational Leave

3.8.3 | Relief from age-critical burdens

3.8.4 | Best Practice Example

3.9 | Corporate Culture and Relationships between leaders and managers and their employees

3.9.1 | Employee Surveys

3.9.2 | Employee-centric Organizational Culture

3.9.3 | Best Practice Example from a craft bakery in Mosina

3.9.4 | Best Practice Example Employee Survey on Work Ability and Well-being at Work

3.10 | Job Design

3.10.1 | Employee Development Interview

3.10.2 | Job Rotation

3.10.3 | Best Practice Example Job Rotation

3.11 | Mental Illness Prevention

3.11.1 | Recognize Early Warning Signs

3.11.2 | Talk with your Employee

3.11.3 | Make Mental Health Self-Assessment Tools Available to all Employees

3.11.4 | Host Seminars

3.12 | Occupational Safety and Health

3.12.1 | Appoint an Employee Safety Leader

3.12.2 | Risk Assessment

3.12.3 | Instruction in Occupational Safety and Health

3.12.4 | Additional Insurance for Employees

3.12.5 | Checking the technical condition of machines and equipment frequently

3.12.6 | Best Practice Example

3.13 | Labour Law Compliance and Diversity Management

3.13.1 | Communicate the Corporate Social Responsibility Policies in writing

3.13.2 | Labour Laws and Regulations

3.13.3 | Diversity Management

3.14 | Other Best Practice Examples

Toolbox to identify personal competences and life aspirations and compare them with corporate goals

4.1 | First Stage

4.1.1 | Personal Background

4.1.2 | Professional and educational background

4.1.3 | Skills

4.1.3.1 | Social Skills

4.1.3.2 | Methodological Skills

4.1.3.3 | Personal Skills

4.1.3.4 | Basic Technical Competences

4.1.4 | Looking into the Future

4.1.5 | The Ideal Workplace

4.2 | Second Stage

4.2.1 | Company and Job Facts

4.2.2 | Required Professional and Educational Characteristics

4.2.3 | Required Competencies

4.2.3.1 | Social Skills

4.2.3.2 | Methodological Skills

4.2.3.3 | Personal Skills

4.2.3.4 | Basic Technical Competences

4.2.3.5 | Corporate Culture

4.2.4 | Workplace Conditions

4.3 | Third and Fourth Stage

4.3.1 | Analysis of the questionnaires

4.3.1.1 | Analysis of the first section

4.3.1.2 | Analysis of the second section

4.3.1.3 | Analysis of the third section

4.3.1.4 | Analysis of the fourth section

4.3.1.5 | Analysis of the fifth section

4.3.2 | Personal Interview

4.3.2.1 | Preparation

4.3.2.2 | Interview Implementation

4.3.2.3 | Follow-up

4.4 | Implementation in Opole

4.5 | Implementation in Tallinn

4.6 | Implementation in Poznań

Training program for the training of SME trainers

5.1 | Curriculum

5.2 | Target Groups

5.3 | Teaching and learning objectives

5.4 | Schedule

5.5 | Training Materials

5.6 | Implementation

5.7 | Evaluation

The KAIN Method

6.1 | Classroom Teaching

6.2 | Self-study in own Company/Organization with the Support of Trainers

6.3 | Individual Project Presentation and Reflection

6.4 | Time-organisational setup and competencies of participants

6.5 | Instructions and Requirements for trainers/consultants on planning and using KAIN

Training program for the training of SME trainers

7.1 | Introduction

7.2 | Course and Target Groups

7.3 | Teaching and learning objectives

7.4 | Schedule

7.5 | Completion and Evaluation

7.6 | Content of the Course

7.7 | Materials

7.8 | Fictional Company

7.9 | Evaluation Sheets

7.9.1 | Evaluation Sheets for Lecturers

7.9.2 | Evaluation Sheets for Participants

Further Training Program for SME Managers

8.1 | Course and Target Groups

8.2 | Teaching and Learning Objectives

8.3 | Schedule

8.4 | Completion and Evaluation

8.5 | Content of the Course

8.6 | Materials

8.7 | Fictional Company

8.8 | Examination Regulation

8.8.1 | Official Examination Regulation

8.10 | Structuring and evaluation

8.11 | Implementation in Kolding

8.12 | Implementation in Tallinn I

8.13 | Implementation in Tallinn II

8.14 | Implementation in Poznań

8.15 | Implementation in Opole

Further Training Program for Mentors

9.1 | Course and Target Groups

9.2 | Teaching and Learning Objectives

9.3 | Schedule

9.4 | Completion and Evaluation

9.5 | Content of the Course

9.6 | Materials

9.7 | Implementation in Tallinn

9.8 | Implementation in Kolding

9.9 | Implementation in Opole

9.10 | Implementation in Poznań

Conclusions

Other Publications by the Baltic Sea Academy

Members of the Hanse-Parlament

Members of the Baltic Sea Academy

1 | Introduction: The importance of innovative HR-Management for SMEs in the European Union

1.1 | Why do KMU need to implement innovative HR-Management?

In many EU countries there is a severe shortage of young skilled workers, especially in SMEs. This has a negative impact on the growth prospects and competitiveness of SMEs. Even countries such as Germany, with its dual vocational training system, which has traditional strengths in attracting young talent, are having increasing difficulties in meeting the shortage of young skilled workers. At the same time, many SMEs also have problems integrating the new recruits they have acquired into the company properly and building a relationship based on mutual satisfaction. The fact that this is increasingly not achieved on both sides is shown by both surveys on employee satisfaction and employer surveys. The high prevalence of mental illness, such as burnout and depression among young people, which is the reason for 50% of all dismissals in Millennials and 75% in Generation Z, is also worrying. The overall aim of this project is to improve the situation described above, taking into account both the employer and the employee side.

In the past, it was often enough for SMEs to entrust an employee or the owner with payroll and vacation planning, and HR management was complete. However, since the struggle for skilled workers is becoming increasingly intense, SMEs in particular need to make their HR management more strategic and future-oriented with regard to the needs of Millennials and Generation Z. They often lack the necessary know-how for this. Our vocational training measures develop this know-how and bring it into the companies by providing owners and managers with intensive professional training. The special focus here is on the holistic orientation of human resources management. SME entrepreneurs and managers are to learn how they can better reach the representatives of the Millennials and Generation Z generation in terms of human resources management and how they can better satisfy them personally. At the same time, better understanding between the representatives of the generations is a central concern and content of the educational measures. This includes intergenerational cooperation and understanding in the company, in addition to reconciling employees' competencies and ideas about life with the company's goals. In this way, conflicts in companies are actively prevented and a contribution is made to one of the major current social challenges. In addition, the project aims to provide SMEs with the tailor-made modern tools that have been lacking in many cases up to now and that are indispensable for the realization of effective, modern human resources management. SME consultants and teachers will be enabled in the project to qualify and advise SMEs accordingly.

The project is carried out by 6 partners from Germany, Poland, Denmark and Estonia. The internationally active Lead Partner is particularly experienced in the training and support of SMEs as well as in the implementation of complex educational projects. Partners are one NGO, two experienced vocational education centres and three chambers, which are responsible for vocational education and operate own inter-company training centres.

1.2 | Objectives and Outputs

An improvement in competences is only possible if the educational institutions and the teachers and trainers working there have a specialisation and deep knowledge of innovative HR-Management and its required training. Such specialisation with comprehensive, up-to-date knowledge is also a decisive prerequisite for being a training partner for SMEs and for realizing an intensive and successful cooperation between businesses, especially SMEs, and vocational education providers.

For this reason, extensive research on the status quo, the needs and the challenges of SMEs in implementing innovative HR-Management practices and recruiting young professionals builds the foundation of a concept, specifically designed to fulfil the needs of SMEs in renewing their HR-Management. This research and the resulting concept are also the basis for educational training. Another objective is to support SMEs in their recruiting efforts by developing a method that allows to include personal competencies and ideas about life of the employees and applicants and to set them in context with company goals. This helps to support a holistic personnel management in SMEs and is strengthening the position of SMEs and young applicants on the job market.

This knowledge can only be transported to the SMEs by qualified staff through highquality further education trainings. The qualification of business support organization’s staff is another key objective of this project and builds the foundation of the two other fundamental further education programs of this project as there are the HR-Management training for SMEs and the Mentoring Training for SMEs. The development, in close cooperation with representatives of higher education institutions and business support organizations, to include both, the academic side and the business side, in these further education programs has proofed its value through various implementations in different European countries. Resulting not only in transferable holistic training programs and learning and teaching materials, but also in numerous reports of successful implementations and improvements in SMEs HR-Management systems already through the duration of this project.

Output 1 Digitalization concept to support human resources management

The digitization concept for HR management in SMEs is the first intellectual output (IO) of this project. It includes analysis and preparation of best practices on modern HR management and the use of digital technologies. Furthermore, a clear and target group-oriented presentation of human resource management digitalization potentials in SMEs with information and application notes on digitalization elements, based on the latest research in the field of digital technologies in the human resource management of SMEs. As well as tools and a holistic concept for a new modern human resource management in SMEs with usage instructions and guides. The results of this output are extremely relevant for all further IOs, as they will always refer to the elaborated basics of this IO.

First, a status analysis of widespread human resource management approaches in SMEs will be conducted. This will be based on a survey of owners and managers on the design of their human resource management. Existing needs assessments by researchers and affiliated research institutions will also be included in the needs analysis. Finally, a separate problem analysis of widespread human resource management approaches in SMEs will be conducted, which is essential to highlight the actual need. Various digitalization elements of the latest generation are mentioned. In particular, the use of software and modern communication tools is addressed. Furthermore, the formulated strategy for the digitalization of HR management in SMEs is also highly innovative. All contents are based on the latest research on modern human resource management systems in SMEs.

This IO provides the conceptual basis for more modern HR management in SMEs. The developed tools, digital concepts and best practices are used in continuing education programs, increase their attractiveness and quality and make them an important SME promotion and transferred to SMEs and implemented there, so that modern human resource management in SMEs is realized. The concepts provide SME owners and managers with a sound decision-making basis for changes in their human resources management. The modernization effects relate to better recruitment of skilled workers, promotion of health and job satisfaction, and the associated strengthening of the productivity and competitiveness of SMEs.

Output 2 Toolbox to identify personal competences and life aspirations and compare them with corporate goals

Within the framework of this IO, a toolbox was developed consisting of different tools to identify personal competences, skills and life aspirations on the one hand and company goals and conditions on the other. These tools are designed in such a way that they can be used by career starters, trainees and students as well as by more experienced workers. To this end, various scientific approaches, such as the Big 5 personality traits, ability tests based on assessment centres and also the personal, social and methodological competences developed will be incorporated into the design of the tools. At the same time, the existing personal contacts of all project partners will be used to incorporate further experience from theory and practice into the design of the tools. Based on this, another tool will be created to match personal competences and life expectations with company goals and required competences. On the one hand, this is intended to improve the matchmaking skills of SMEs and, on the other hand, to ensure the personal development and professional satisfaction of each participant.

It has already been identified that many SMEs do not have access to the systems and processes of large companies for individual competence and skill identification. From this, we have identified a need for freely accessible tools specifically geared to SME needs, which we will develop in order to compensate for the disadvantage of SMEs in comparison with large companies on the one hand, and on the other hand to also give employees of SMEs the same opportunities for competence and skills assessment as employees of large companies have. The needs analysis will also include an evaluation of methods and tools that may already be available at the participating project partners or of which the project partners are aware.

The toolbox has particularly positive effects for applicants/trainees/students. They are enabled by the toolbox to become clear about their own competences and ideas about life and can thus orientate themselves accordingly in the long term. This leads to a higher level of satisfaction with the job or the choice of job. This can lead to less psychological stress, more satisfaction and higher productivity of the individual. Very positive effects can also be expected for SMEs. The use of this toolbox strengthens their competitiveness in comparison with large companies and enables them to fill vacancies more appropriately. Furthermore, this toolbox is suitable for a company to better respond to its employees. This IO flows into the design of the train the trainer programme for teachers and advisors of SMEs, the further training programme for SME managers and the training programme for mentors. This significantly increases the quality and success of these training programmes.

Output 3 Training program for the training of SME trainers

This output consists of an extensive training programme for teachers, career counsellors and SME advisors to acquire digital competences. With the training programme, teachers and counsellors are comprehensively qualified so that they can qualify SMEs and their staff in further education programmes and counselling and support them in implementations to properly apply the developed methods, digital technologies and especially the toolbox. The institutions and consultants are in direct contact with the users, transfer the best practices, methods, toolbox, etc. to SMEs in the context of further training and consultations and promote implementations here. In order to carry out these important tasks in a high-quality manner, the teachers and advisors themselves must be extensively trained. This training programme is developed on the basis of the latest pedagogical concepts in order to achieve the greatest possible impact. Special attention will be given to the correct evaluation and interpretation of the results. This is the only way to ensure that the correct conclusions are drawn from the results, in addition to the correct use of the toolbox.

In carrying out these qualification and advisory tasks for SMEs, the vast majority of teachers and advisors will have to tread largely new ground and will themselves require comprehensive qualifications and preparation. In particular, the newly developed toolbox requires the contents and application to be prepared within the framework of a training programme, to be designed in such a way that it can be imparted, and to be trained in the implementation of corresponding qualification and counselling measures for SMEs. Teachers and advisors of chambers, other SME promoters and other vocational training institutions thus acquire the competences to carry out these promotions for SMEs in a high-quality and effective manner. Of course, national and institutional specifics are also to be included in the training programme, to which the participation of all partners contributes fundamentally.

This output contributes significantly to the success of the project and ensures that teachers, trainers, SME advisors and vocational counsellors can be trained in the application and teaching of the digital methods, best practices and the toolbox. With this training, it is achieved that SMEs successfully realise modern human resource management through sound counselling and qualification.

Output 4 Further training programme for SME managers

In this output, a comprehensive further training programme for SME owners, managers and personnel managers is developed. Users of the further training programme are chambers and other institutions of vocational education and training, which use teachers and advisors who have been comprehensively prepared and qualified for this purpose for the ongoing implementation. Within the framework of this further training programme, the SMEs are qualified in the application and implementation of the previously developed digitalisation concept, best practices and the toolbox. These include a wide range of methods, projects and contents for the digitalisation of human resources management in SMEs. Another essential component of the programme is the teaching of the toolbox. The use of the toolbox in the operational environment can only be ensured if the SME decision-makers are familiar with it. This task falls to the teachers and is sufficiently considered in the design of this IO. In addition to classroom teaching, the training programme includes long phases of on-the-job learning and practice involving employees at all levels of the company. During these operational phases, projects are carried out in each participating SME to realise modern human resource management using the developed digital models, toolbox, etc. These operational learning and implementation phases will be accompanied and supported in an advisory capacity by the teaching staff and SME advisors. A coaching programme and a digital learning platform are being developed separately to carry out these tasks.

With the help of the further training programme, teachers and consultants convey the contents of the best practice concept and the toolbox to SME managers and promote their implementation. SME managers are put in a position to implement these contents in the company and to realise modern human resource management. This promotes health and job satisfaction, increases the attractiveness of SMEs for people of the Millennial generation and Generation Z, makes a strong contribution to overcoming the shortage of skilled workers and strengthens the productivity and competitiveness of SMEs.

Output 5 Further training programme for mentors

This output consists of an in-depth training programme for mentors in SMEs, to be delivered by teachers from chambers, other SME promoters and other VET institutions. The qualification programme for mentors is an important complement to the other IOs. Output 1 and Output 4 in particular address the importance of mentoring programmes in the context of career entry for young people. At the same time, the positive impact of mentoring activities on older, more experienced employees is also sufficiently considered and led to the design of the training programme. This programme will provide participants with specific knowledge and skills for mentoring activities in SMEs, which is considered a component of a modern human resource management approach as developed under Output 1. This IO will be another important component of the overall project, as it complements the IOs already presented, making it a relevant and interesting component for the counsellors and teachers in their teaching and counselling activities in the context of holistic human resource management. Furthermore, this IO is deliberately aimed at older employees. This means that the new human resource management approach also reaches and involves older employees and thus includes all employees and company levels.

Output 6 Manual with all project results, application notes and FAQ

Output 6 is this manual with all results, concepts, curricula, module manuals, evaluation results and instructions for use and implementation of the project results. By distributing the book in bookstores and on the internet, a wide dissemination of the project results is achieved, and all documents, materials, curricula and application notes are made available for the implementation and other uses in a comprehensive form. An innovative finding system increases its use for SMEs directly.

1.3 | Participating project countries and partners

The partner countries were selected from the point of view that countries with different experiences and development needs must be represented. With Denmark and, to a lesser extent, Germany, countries are involved in which human resources progress has already partially penetrated to the SME level. Both countries have good training capacities for SMEs; in Denmark, experience in teaching digital skills is particularly pronounced. Poland and Estonia are countries in which modern human resources management can play a larger role in SMEs and where there is a need for further development. In both countries, the willingness to provide further training is expandable and capacities are in progress. Common to all four partner countries is the problem of a shortage of skilled workers and a lack of job satisfaction among young people. In the four countries, the legal and political conditions for the realization of the project are also given. By involving very different countries with different national conditions, experiences and readiness, transfer and implementation of the project results in a larger number of different countries are strongly promoted. This is central for successful transfer and implementations in the 13 associated project countries.

The partners from Germany, Denmark, Poland and Estonia have been chosen in such a way that all the experience and competences required for the implementation of the project are present in the project consortium, both in the development of the toolbox and in the design and development of vocational education programs. Finally, care was taken to include extensive transfer capacity and to be well positioned for widespread dissemination.

1 The lead partner for Germany is Hanse-Parlament, which has extensive prior work and experience in vocational education and training internationally as well as in the implementation of complex international projects. In addition, this partner brings in 68 chambers as well as universities from 13 countries as associated partners, which participate as transfer recipients and implementation partners in the overall project implementation.

2. From Germany, the Berufsakademie Hamburg and the Institut Arbeit & Zukunft are also represented, which have already been able to demonstrate their expertise in the design of further education and study programs in the past through the independent development of a wide variety of curricula, especially for SMEs. The Berufsakademie Hamburg conducts dual Bachelor's degree programs and is particularly experienced in the training and further education of entrepreneurs. The Berufsakademie Hamburg and especially partner Arbeit & Zukunft contribute their vast experience and preliminary work in applied human resources research and development.

3. From Denmark IBC Innovation Factory is involved, which stands out for its experience in linking the latest research results with professional development programs for SMEs. The partner is very experienced on all issues related to digitalization and digital skills, which will be brought into the conceptual work and in the areas of IT and digital media, as well as in the development of the continuing education programs.

4. For Poland two chambers od crafts (Poznań and Opole) are represented with their educational institutions, because now in the framework of the Polish educational reform the second stage "technician training and further education" comes into force and thus there is a great opportunity to bring the project results into the state-supported further education through successful implementations in two large chambers in the framework of the second reform stage. Therefore, both partners are important for the development, testing and implementation of the project's continuing education courses. For this work they bring in the needs of the SMEs as well as their experience and capacities in SME continuing education and consulting.

5. For Estonia the large Chamber of Commerce and Industry is represented, which unites a large part of the Estonian economic power. As a central actor in vocational training in Estonia, this partner will bring SME needs as well as its experience and capacity in SME training and consulting into the work of developing, testing and implementing the training. Furthermore, dissemination of the project results throughout Estonia is ensured by this partner, with its multi-layered contacts.

All project results offer an excellent complement to their existing offers for all partners, so that they implement quickly and permanently. These positive experiences of the project partners are the main reason for further chambers and other educational institutions to implement the project results themselves.

Hanse-Parlament

Christian Wildt

Hannes Ujen

Sandra Hogeforster

Luca Matthias Braun

Berufsakademie Hamburg

Prof. Dr. Joachim von Kiedrowski

Prof. Dr. Uwe Schaumann

Chamber of Crafts Opole

Grażyna Dębicka-Ozorkiewicz

Iwona Kobalczyk

Mariola Boczar

Chamber of Crafts Poznań

Bogumiła Frąckowiak

Tomasz Wika

Dagmara Janiszewska

Estonian Chamber of Commerce and Industry CChhaammbbeerr

Merit Fimberg-Espuch

Piret Potisepp

Kaur Orgusaar

IBC International Business College Kolding

Kirsten Jensen

Anker Meier

Lisbeth Jensen

Arbeit und Zukunft e.V.

Alexander Frevel

2 | Creating a Finding Model „Innovative HR Management1

2.1 | Background of the finding model

According to the EU definition, around 99% of all companies are small and medium-sized enterprises (SMEs), offering a wide and colorful diversity. During the implementation of the project, it was considered necessary to develop prototypes with comparable conditions for a supportive HR-policy to support these SMEs. The underlying objective was to use a “search-model” to enable individual SMEs to (quickly) identify a suitable type for them and thus determine which ways for recruiting the young generation workforce and HR-Policy approach are particularly important and beneficial for them, later on being able to implement these.

Analysis of the economic structures as well as the identification of the conditions and qualification needs showed, however, that SMEs in the various sectors or areas of activity do not differ structurally. Of course, there exist differentiating influencing external factors such as school education and vocational training as well as legal framework conditions (labor and social law), and regional aspects (localization of the company in urban agglomerations or in rural areas). But these differences occur in every country and influence only marginally in terms of HR-policy and their realization conditions.

In every company, "mandatory tasks" are generally valid, essentially independent of the industry and the size of the enterprise. All statutory tasks for safe work-place design must be fulfilled.

In every company, the basic requirements for personnel policy are to be fulfilled, i.e. hiring people, creating the right fit between work requirements and work ability, health, qualification capacities (coping possibilities), training and further training and giving the employees opportunities for personal development in the work-life-course.

If anything, there are clearer differences between smaller and larger enterprises, especially due to the existence of specialized employees in thus fields of action. Ownermanaged small enterprises have the same need for suitable working conditions as larger enterprises. As the number of employees increases, so does the amount of work involved in standardization, administrative regulations and differentiated management using specialized staff, e.g. for systematic personnel development, for planning and implementing further training, for planning work processes, etc. But planning, preparing, designing well, involving people in the development of the company is what every company does – more or less.

So – what are the differences between the companies with regard to the design of working conditions and personnel policy?

The biggest variation is based on differences in the way the company is managed. The socio-cultural characteristics (values, attitudes, behavior) shape the corporate culture. This includes the manner and scope of autonomy of action in work, the degree of participation in work design and change processes, the frequency and quality of product and process innovations, the degree of (authoritarian, functional vs. participatory) leadership vs. management etc.

In our opinion, there are no suitable (discriminatory) criteria for a differentiation of companies in the fields of HR-policy which allow a clear, unambiguous systematic structuring in the sense of a typology. For this, the characteristics are too diverse and occur simultaneously in different graduations.

A serious difference can only be found in the financial opportunities and the human resources to transfer good ideas into target-oriented innovations. But: not every idea has to be expensive, and innovations are realized when the benefits outweigh the costs.

On the one hand, the respective national/regional socio-cultural context must be taken into account. On the other hand, a sustainable HR policy requires innovations that are oriented towards ideal-typical criteria of good work design and personnel policy.

In this respect, as an intermediate step it is helpful to have some aspects of "good" HR policy and "good" Workplace Innovations as inspiration.

What is "good" HR policy?

Ideally speaking, a personnel policy is "good" if the employees' ability to work (see "Model/Concept of Work Ability") and productivity can be maintained at a sufficiently high level throughout the entire period of the employment phase, i.e. if they can enter the profession well, if there are favorable development opportunities and if they can retire healthily.

What is "good" work design?

A job that is oriented at the same time to the needs of the company and the possibilities of the people should fulfil the principles of humane work design.

Work should be feasible and not harmful. Accident prevention and ergonomic workplace equipment are required.

Work should be bearable in the long term and should not impair health.

Work should be reasonable. Social norms and values of groups must be observed as well as changing needs in different phases of life in order to maintain mental and psychological well-being.

Work should promote personality and contribute to satisfaction. This happens when the work is comprehensible, manageable and meaningful ("Sense of Coherence"

2

according to Antonovsky

3

) and thus creates a task orientation and a motivation arising from the task and the requirements themselves. The concept of work psychology is based on the fact that people also realize themselves in their work activity and that well-designed work is a means of developing personality. For this reason, the humane design of work also includes consideration of gender, age, culture and life situations.

Based on these principles, there cannot be a prototypical categorization of criteria for a differentiation of SMEs. Therefore, a way must be found to cut a path through the thicket of different forms of HR policy and ways for recruiting the young generation workforce and at the same time to provide orientation for desired / required and possible / feasible changes.

Accordingly, human resource-specific prototypes for SMEs cannot be created and cannot provide actual facilitation for the implementation work of individual SMEs.

The participatory form of a self-determined description chosen here is not intended to prescribe, but to provide indications of possibilities. The companies should have the opportunity to reflect on their current status and to develop goals for their desired development.

Nonetheless, to provide the individual SMEs with effective support for recruiting the young generation workforce and ideas for supportive HR-Policy, an SME-specific "finding-model" was developed instead of a prototype-based "search-model". With this instrument, SMEs can easily analyze the status quo of their company and quickly find out which type of Workplace Innovation and HR-policy activities are particularly important for the respective company. Based on the particularly relevant Workplace Innovations found in this way, the individual SMEs can then use the corresponding best practices and support measures of the project (or also additional good practices in their countries) for realizations in their company.

The self-analysis tool for SMEs to find the relevant HR-Policy Innovation areas of their enterprise consists of three analysis charts which the SMEs can use in paper form or online. The results may be used by the company itself or as basic information for consulting processes. The instrument is also available for free on the project website https://re-grow.eu/uploads/.

The tool is also very well suited for consultants to make an initial assessment together with an SME. The self-analysis tool has proven to be very useful during trials by the companies involved in the project as well as by consultants from project partners when working with other SMEs.

2.2 | Self-analysis “Innovative HR-Management” for SMEs

An increasing number of organizations are becoming aware of the challenges and concrete effects of demographic change, especially regarding the need for creating innovations in age- and gender-adjusted workplaces and in life-course oriented human resource development.

This questionnaire contains a Quick-Check which allows an initial self-assessment of the human resource policy in your company, looking at essential structural characteristics such as age, gender, competence, health, corporate culture etc.

The analysis will give you a clearer picture of the status quo and needs of your SME regarding human resource policy.

Please answer the following statements regarding the most important organizational structure and processes to help shape the HR policy in your organization.

There may be a need for action in those aspects you have answered in low-value ranges (<5). It may be necessary to look more closely at the issues involved to determine what you can do concretely, for example by carrying out an in-depth analysis of the age and qualification structure, or a comprehensive risk assessment.

Individual solutions for single persons are helpful for the person concerned, but often do not help to install collective solutions. It makes sense to develop a pro-active strategy for coping with the consequences of demographic change, changes in the labour market, dynamic market developments and technological innovations. That requires clearance in goals and actions, for example, for ageing-appropriate working life and for promoting workability of the employees. The measures should be coordinated with each other. Regular monitoring of successes helps to optimize in continuous improvement processes.

2.2.1 | The five most important key challenges for HR-Management

What do you see as being the five most important key challenges for HR-policy in your company? Please prioritize the topics according to their importance with numbers from 1 (most important) to 5 (less important).

Range

Recruitment in general

Recruitment and vocational training of apprentices

Recruitment of young generation workforce

Training on the job / building routines

Onboarding, mentoring and organisational socialization of newcomers

Career development / further training for professional development

Retain (qualified) existing employees

(Systematic) Knowledge Management

Personnel deployment appropriate to age/aging

Job design and work arrangements appropriate to age/aging

Life-course oriented employment and work assignment

Measures for supporting life-course balance (fitting of work and private life)

Competent and attentive superiors and managers

Transition to retirement

Health and safety management

Employee benefits, rewarding models

Generational conflicts

Annual performance/development discussions; appreciative dialogues between executives and employees

Employer branding

Digitisation Concept to Support Personnel Management

Others, namely:

2.2.3 | In-depth analysis of companies / Quick-Check