What do medium-sized companies offer to find interested parties in the competitive market for skilled workers? In strategy consulting for medium-sized companies, this question comes up more and more frequently. Depending on the sector, location, age and personnel structure, there are very different solutions.
As a strategy consultant, it is important to me to approach this issue with clients from an overall perspective. Because in some cases, technical solutions or changed processes, for example, help to compensate for the shortage of skilled workers. What many underestimate is a good, trusting working environment. Employees who feel at home in their team do not flee to internal resignation, change jobs less frequently and are significantly more motivated to deliver good work.
Here are a few additional ideas that I came across while working as a strategy consultant:
- I recently spoke to a company based in the bacon belt of a big city. Expensive rents, in other words — and the solution here was to buy several larger apartments that new employees could rent at a discounted rate, despite high real estate prices.
- In the service sector and administration, attractive home office solutions and flexible working hours can be combined. For example, working hours can be spread over the day or week and coordinated with childcare, care for relatives, and more.
- Why time recording and monitoring by supervisors? Only the results of projects count, not counting the hours!
- In crafts, it is sometimes possible to offer a 4-day week to attract new professionals. In almost all companies, the contractually agreed weekly hours are then spread over four days instead of five days.
This model often does not work in production, especially not in companies that run their production around the clock. A 4-day week can even exacerbate the shortage of skilled workers. Other concepts must be defined here.
- Very rare specialists in particular can also be attracted by an entry-level bonus. That doesn't always have to be money, this bonus should be discussed individually with the person. Still others can be impressed by flexible working or opening hours.
- The training offer can also be made more attractive so that trainees remain with the company after graduation.
- Continuing education and training opportunities can also provide incentives. For new employees who need to improve their German language skills, for example, some employers pay for language courses and count them into working hours.
- Companies with many older employees have a double problem: Important people and their know-how are at risk of disappearing from the company at the same time. There are two adjustments here: On the one hand, investments in knowledge management, and on the other hand, attractive (part-time) offers beyond retirement age.
- And what can you offer younger people? I recently saw a report about an event agency that regularly organizes parties for its mostly young workforce. It's about making contacts — important for young people who are new to a city and don't know anyone yet.
What ideas do you have for countering the shortage of skilled workers? Feel free to write something in the comment box.
