It's back in vogue: appreciation in corporate culture and employee management. However, it's not just about making employees feel good. Appreciative behavior, even toward "hard-nosed" colleagues, leads to higher motivation. But that's not the end of the chain of positive things—it's just the beginning. Those who are motivated are willing to do more. Perhaps working overtime when they would otherwise have hidden behind the rules. Taking less sick leave and voluntarily committing to their company. Thinking for themselves instead of letting others do it for them.
Now, a boss might say that our employees have it good with us. They shouldn't complain, after all, they receive a secure salary every month. But does the workforce see it the same way? It's worth taking a look behind the façade of the employees to see whether their good intentions are being received in the same way.
The reason is quite simple: we are living in a time of demographic change. The baby boomers born between 1960 and 1970 will remain available to the labor market for a good 10 years, and many industries are already experiencing a noticeable shortage of skilled workers. What does this have to do with appreciation? Those who can choose where they work are more likely to choose an employer who shows appreciation for their people. Where the boss recognizes their work, where they can feel the full meaning of praise. Where communication of appreciation is cultivated between managers, employees, and business partners. Where they look forward to walking through the company door again on Monday morning and feel sad on Friday afternoon that their work will now be interrupted for the weekend. Where staff turnover is lower because people feel that they are treated well.
No manager should think that the corporate culture—whether it's "strict" or appreciative—goes unnoticed by the outside world. Many companies are rated by applicants and current employees on internet portals such askununu.de. And word of mouth still counts for a lot, especially in a regional environment. This gives potential employees a realistic picture of what to expect. If it is appealing, the workforce will come running to you. If it is off-putting, you will have to chase after applicants. The degree of appreciation in the corporate culture is a key factor in determining which way the pendulum swings.
About the author
Andreas Otterbach is an expert in excellence in human resources and corporate management. His focus is on human resources and organizational development, particularly in the development of an appreciative leadership culture. He also supports specialists and managers in individual coaching sessions.
As a professor of business administration and corporate management at Stuttgart Media University, Andreas Otterbach's research focuses on the success factors of hidden champions, particularly in human resources management. This research provides many insights that can also benefit small and medium-sized enterprises. His book "Führend durch Wertschätzung" (Leading through Appreciation, 2017) provides a good insight into this topic.
Andreas Otterbach is a business trainer and systemic coach, certified by the German Association for Coaching and Training (DVCT). These skills enable him to work with his clients in a very personal and goal-oriented manner.
Further stages in his education include a degree in business administration and a doctorate from the University of Bamberg. He also holds a degree in banking and finance.
Mr. Otterbach supports HR Consult Group AG in the area of "leadership through appreciation." Based on hidden champion research, he helps companies and their managers implement an appreciative corporate and leadership culture. The group of "small global market leaders" demonstrates exceptional characteristics in these core elements, which have also led to extraordinary business success. And our customers benefit from this knowledge!
