About Melanie_Eckermann

This author has not yet filled in any details.
So far Melanie_Eckermann has created 148 blog entries.

10/03/2020 | Being There is What Counts

By |2020-03-09T15:06:35+01:00March 10th, 2020|Newsletter ENG|

The Client: A medium-sized company in the semiconductor manufacturing segment.
The Challenge: Dissatisfied employees because commutes from all directions involved bottlenecks, making journey times to work long and stressful (construction sites, replacement buses for trains, etc.).
The Global DiVision Solution: Trust-based working hours and workplaces, requiring specific measures such as more frequent working from home.
The Client Benefit: Less fluctuation and lower sickness rates due to happier, more motivated employees.

The key parameter used by most companies to calculate pay is still the amount of time employees were present on the premises. More recent legislation regulating how working time is recorded has meant that employers and employees are having to focus more on the number of hours worked.

A medium-sized company in the semiconductor manufacturing segment came to Global Division with a very specific problem. The employees were becoming more and more dissatisfied and stressed. Road construction sites and replacement buses for trains were making their commutes, that had always involved bottlenecks no matter which direction they came from, even harder and longer.

The solution to the problem was actually really simple and certainly not a revolutionary new idea. The introduction of more frequent days working from home resulted in greater flexibility and less stress for the employees, thus generating a higher level of satisfaction. Many managers, however, still have misgivings when it comes to flexible working places and times for employees. We provide some food for thought on this topic, outlining possible solutions below:

Working without a Commute
For many people, not having to travel to get to their job would be an invaluable benefit in terms of quality of life. It is not uncommon for workers to spend an hour or more commuting each way to or from their place of work. Furthermore, in this era of climate consciousness there are also environmental aspects to consider.
Despite all of this, working from home is still often viewed as being equivalent to playing hooky. This is where companies’ executive managers come into play. Work performance should not be judged by the number of hours spent at the office but by its outcome. Unambiguous agreements, targets, and regular meetings to discuss results can help to ensure that both sides have a clear understanding of what is expected. Because employees who work flexibly also need assistance if they are to make the best use of this option

Work that Never Ends
Obviously, there are also risks to the concept. Motivated, ambitious workers in particular are in danger of working all hours if there is no distinct separation between their jobs and private lives. The opportunities, however, outweigh the risks. Your child is sent home from school early? No problem. The work that you miss as a result can be finished later when he or she is doing homework.

Problems Caused by a Control Mentality
Many bosses still want to monitor what their employees are doing. Ideally, while they are working. The fear of losing control is, however, greater than the risk that the employees won’t carry out their tasks. A cooperative working relationship that is independent of place and time can only be successful if the manager stops seeing themselves as a controlling authority, instead becoming a leader. This will make both sides happier.

If you also want to revise your working time models, we will be happy to support you here…

03/03/2020 | When The Bonus Causes Illness

By |2020-03-03T09:13:54+01:00March 3rd, 2020|Newsletter ENG|

Nobody really bet on this: Actually, it was exactly the sickness rates that should have been reduced through bonus payments, which according to the objectives are supposedly no longer a problem. First of all, Global DiVision had to clarify with its customer why more and more employees were causing production outages with him of all things.

The answer was actually quite simple: Anyone who drags himself to work despite a runny nose so that he can collect his year-end bonus, infects his colleagues. Mistakes are made and there is a risk of trouble, because during sales, not even the bare necessities were said. One year after the introduction of the new system, everything was worse than at the beginning. Then came Global DiVision…

Naturally, the thing that the team leader now refers to as a “small miracle” didn’t come overnight. So far, it has taken 18 months. After a revision of the system by the consultants from Global DiVision, the same bonuses are no longer linked to short-term success. Rather, the company has its eyes on long-term and above all transparent objectives that can also be achieved without spending sick days at the desk. The result: Clear objectives, clear requirements from management – and the bonus flows into a satisfied and above all healthy team.

Health Management with Global DiVision…

25/02/2020 | Business Etiquette: Guidelines for A Successful Meeting

By |2020-02-25T08:58:54+01:00February 25th, 2020|Newsletter ENG|

Do we need “rules of etiquette” for meetings? There are a number of points to remember if you want to ensure that a meeting is good, productive, and efficient:

  • Write an agenda and send it to all participants in good time. And strike the “Other Issues” item. Your agenda should already include all the important topics.
  • Check the technical equipment beforehand. Allow enough time for any missing or defective device that is required to be replaced prior to the meeting.
  • Small snacks and drinks are always a nice gesture and appreciated not only by participants who have had a long trip to get to the meeting.
  • If you are using a moderator, then do it properly. The individual should be factually competent and have a concept for guiding the meeting.
  • A moderator can also ensure that time limits are adhered to. Particularly if the meeting will be followed by others. It should also end with at least a “Who’s doing what by when” agreement. Otherwise it won’t have been a meeting but instead just small talk.
  • Get someone to keep minutes. Even if it’s only some of the participants making their own notes. It is important that everyone is on the same page when the meeting ends. After the meeting, send the minutes to everyone who was there.
  • Rate the success of the meeting afterwards. For yourself or with your team.

18/02/2020 | Sales under Scrutiny

By |2020-02-25T17:01:10+01:00February 18th, 2020|Newsletter ENG|

One of our clients faced a new challenge after the German and many other governments decided to gradually phase out nuclear energy. Our client is a process partner to national and international companies that provide technical services in the fields of systems and energy technology as well as evaluation, testing, and consulting services. The majority are institutions with an increased hazard potential such as nuclear facilities, atomic power plants, medical technology, and industrial installations.

Prior to this, testing services were automatically requested since nuclear facilities in particular are subject to a continuous monitoring obligation. A classic sales organization had thus not been required – until now. Working together with Global DiVision, the client for the first time developed and implemented an international sales strategy.

“When developing such processes,” says Dr. Monika V. Kronbügel (PhD), “it is crucial that senior executives are integrated into the development process from the beginning – i.e. the first analysis. In addition to the actual measures, a communication team was established and participated in a boot camp with the goal of ensuring that the three modules for modern sales methods that had been introduced remained agile in the long term.”

“Our client,” continues Dr. Monika V. Kronbügel (PhD), “is benefitting from newly developed product bundles, improved communications, and harmonized processes. The sales model is being continuously further developed and more precisely defined, both for the national and the international markets.”

Would you like to check your sales structures? Please contact us…

11/02/2020 | From the Field – Agility for Global Players

By |2020-02-25T17:00:01+01:00February 11th, 2020|Newsletter ENG|

Staying agile is a perpetual challenge for globally active companies and large organizations.

If, in addition to this, a company is known to the market as an innovation leader, then its mission is do everything required to stay flexible enough to maintain this role in the long term.

Agile structures must be continuously implemented within the organization and constantly updated. “What is the best way to establish these structures?” is the brief given to the Global DiVision team.

“Our approach,” explains Dr. Monika V. Kronbügel (PhD), “is based on a dual concept used to take into account the client’s particular matrix organization. Special coaches and coaching measures employ customer-specific Scrum and Kanban training methods to facilitate implementation of agility working methods within corporate structures. Parallel to this, we provide further process support using correspondingly modified and developed methods for corporate communications.”

“In addition to clearly measurable results,” says a client’s CEO, “such as a significant reduction in the time to market, one of the major benefits has been that we now have more efficient, effective, and satisfied teams that collaborate worldwide, pooling their knowledge. Our cooperation with Global DiVision has been a comprehensive success for the company and the employees.”

How we can support you in your agile processes can be found here…

04/02/2020 | Tuning for Your Career with Global DiVision

By |2020-02-04T09:21:58+01:00February 4th, 2020|Newsletter ENG|

You can go full throttle from one second to the next. This can be done without any problem driving a fast car. If you are hesitating a split second the calamity is pre-programmed. This is the same with your career:

To perform at a very high level with a lot of pressure you need to have all of your energy available. Many crucial factors need to be playing well together in order to sustain all the pressure of today. You need to be able to endure and sustain this by putting your foot on the gas pedal for an extended time, you need to be resilient and know how to arrive well at your destination. These are a few elements that are key to success for leaders in retail or sales in high-performing teams. You as the leader are the pivotal point for success or failure. Global DiVision is offering programs to train you for such stressful situations. Those programs will get you beyond the stressful situations as the leader in charge. You will learn how to strengthen your mental power to avoid any obstacles or fears. You will know how to digest fallbacks and to identify your goals.

Let’s find out together which program is accelerating you…

28/01/2020 | Business Etiquette: What Should You Do with Your Hands?

By |2020-01-28T09:08:51+01:00January 28th, 2020|Newsletter ENG|

Does this sound familiar? Whenever you have to present yourself to others – during a lecture; on a stage; or during a photo shoot – you suddenly don’t know what to do with your hands.

Arms and hands are generally not a problem in everyday life – they perform important tasks and we rarely stop to think about them. We simply use, care for, or shake them. But when we have to stand in front of others; present ourselves; or are looked at, we suddenly don’t know what to do with them. Fold them behind our backs or across our bellies? Put them in our pants’ pockets? Or even arrange them in German Chancellor Angela Merkel’s famous diamond shape?

The solution is to stay cool and follow a few simple rules. Don’t gesticulate wildly with your hands when giving a lecture or during a conversation. Don’t scratch your head, even if it itches. It is more likely to make you look nervous and insecure than it is to help your lecture. Pants’ pockets are an absolute no-go! Move your hands “across your belly”. No higher but also no lower. If you do make gestures, then your palms should face upwards. This will emphasize what you are saying without appearing aggressive or untrustworthy. And yes, the diamond and similar variations are a viable option if you’re not sure what to do with your hands.

And by the way, there are also a few things you should bear in mind when you are the listener. Keep your hands above the table – in our digital era you otherwise run the risk of immediately being suspected of using your smartphone instead of listening.

21/01/2020 | WEConnect Awards Global DiVision “Women-Owned Business” Certification

By |2020-01-15T09:46:20+01:00January 21st, 2020|Newsletter ENG|

WEConnect International is a global network that connects women-owned businesses to potential clients and qualified buyers around the world. The organization certifies companies that are at least 51% owned, as well as managed and controlled, by one or more women. An important development for women in business.
Global DiVision joined the network on November 25 and is WEConnect International “Women-Owned Business” certified. This allows corporate buyers to see at a glance that they are purchasing products and/or services from a women-managed enterprise that has already been assessed for risks and creditworthiness. We are proud to be part of such an important network.

We would be happy to talk to you about what makes Global DiVision special

14/01/2020 | Human to Human

By |2020-01-28T09:28:00+01:00January 14th, 2020|Newsletter ENG|

Now available via New-York based Swiss national Susanne Mueller’s podcast – the interview with our company founder, Dr. Monika V. Kronbügel (Ph.D.), on Global DiVision’s international strategy; Education 4.0, a topic close to her heart; the misunderstandings around Bologna; and the education multiverse’s influence on this.

To hear the entire podcast (in German), click here

07/01/2019 | Well-Meaning…

By |2020-01-13T11:09:37+01:00January 7th, 2020|Newsletter ENG|

International experience is an important success building block for many employees and companies – however, it also has unseen risks. If the employer gives employees the opportunity to gain experience abroad, it is important to set up a process that integrates the stay abroad in a meaningful way and at the same time prepares the return well. In this way, the company avoids frustrating or even losing skilled workers.

Movement to the competition – a case from the customer base of Global DiVision. A company in the logistics industry lost employees, who had gained international experience with subsidiaries, to competitors over many years. This was a loss from a financial perspective, and also meant an outflow of important know-how.

The GDIC-Solution-Approach: Global DiVision found out that the root cause was a process that made it difficult for employees to return instead of tying them up. The prerequisite for the foreign experience at a subsidiary was the termination of the employment contract. The employees had to conclude a contract directly with the subsidiary, there was no solution to gain experience abroad with a subsidiary with the existing employment contract. To make matters worse, a new application process was initiated at the parent company upon return.

In order to simplify these processes and thus the return of employees, the system for expats, i.e. for employees who go abroad, has been reorganized and introduced. A good 18 months later, the group enables stays abroad with more attractive framework conditions: Among other things, the position of the employees after their return and the duration of their assignment are defined and determined. Terminations and new contracts are a thing of the past.

This is what our customer says about the new process: “Since we have changed our system, not only the interest in secondments has increased, but the first returnees have also come “home”. In addition, we have become more attractive to new applicants,” said the group’s Global Senior Vice President Human Resources.

More useful information for intercultural competence you find here…

Load More Posts