eggs unimedia career model (experience and a view behind the scenes.)
At the end of last year a new career model was introduced at eggs unimedia. In the meantime, the first development discussions have taken place with almost all employees. HR manager Laura-Sophie Brunner takes stock of the situation in an interview with her colleague Andrea Ranzinger. She talks about the creation and development of the model, its special features, and the challenges that had to be overcome at the beginning.
Andrea Ranzinger (AR): The term "personnel development interview" probably does not immediately trigger a cheerful cry from every employee. Nevertheless, the further training and development of personnel is essential, especially with regard to the sustainability of a company. Looking back, what were your experiences with the introduction of the new career model?
Laura-Sophie Brunner (LB): At the beginning, none of us knew what was going to happen, because the program was new and would definitely bring changes. Nevertheless, each team member, together with their career partner, got involved in their career development interview and found individually set learning goals for themselves.
AR: So you can say that the launch of the career model was a success? What challenges did you face in developing a suitable model that would fit and apply to the entire staff of eggs unimedia?
LB: The biggest challenge was to develop a model that would enable career development but not contradict our company philosophy and the flat hierarchy and agile way of working anchored in it. Reconciling this was a great challenge.
In many companies - and especially in large corporations - the career development of an employee is equivalent to the assumption of disciplinary leadership responsibility for teams or entire departments. This approach to career development makes an outdated impression on us. It also no longer corresponds to the reality of our individualised and, above all, digitalised world.
We have therefore decided to develop a model that gives our team members the opportunity to develop individually and in line with their strengths and interests. In addition, it had to be open to change, because - as we know - constant change is the only constant in our lives.
Within the framework of our program, everyone can decide for themselves whether they want to take on team leadership responsibilities (as a mentor) within our agile teams, or whether they want to focus entirely on developing their technical skills.
The "reality check" (or perhaps better, "the stock-taking") with our team members showed that the majority of our colleagues already take on elements of both areas of responsibility anyway. By dealing with the desired learning content and requirements of each area of responsibility, we were able to provide our teams with valuable input and even more opportunities for further education and training.
Our main goal of promoting our team members and developing their technical and professional expertise as well as their personality was successful in the first step.
Now we have to continuously develop our career model as an agile process. I see this as the greatest challenge and I am very much looking forward to it!
AR: Personnel development and career models are always little company secrets - especially when you go into detail. Can you nevertheless briefly summarize what is special about the "eggs model"?
LB: ou got that right. I don't really want to give away our secret. But I can say this: We have succeeded in creating an agile model. This helps us to get to know ourselves better - as a company. What I particularly like about our system is that we can transform our corporate identity into our corporate behavior by using a valuable trick. And this is done through our value model, which is part of the career model and deals with the training and further education of soft skills. The soft skills in turn are based on our corporate values.
Our corporate values are:
AR: You studied sociology and did your master's degree in "Value-based management". By the time you wrote your master's thesis, you had already worked at eggs. Therefore, your master thesis has become the cornerstone and heart of the career model. How did it come about?
LB: That's a good question. When I started at eggs unimedia several years ago, I found an agile company. Then as now, it had to master the challenge of growing fast and at the same time remain agile and free of hierarchy.
In my master's degree I learned how important it is for companies to align their corporate behavior with social values and norms. Through the personnel development project I quickly realized that agile working, self-reflection and value orientation are a good basic triangle for the alignment of our career development. In the course of my master's thesis I was finally able to deal with this topic intensively.
AR: How did you personally experience seeing the "career development" project grow? How do you feel now after the first round and how will it continue?
LB: This was an exciting and thrilling phase, as it brought change. And I am proud of us as a company. As a living HR process, the "Career Development" project - like every project - must undergo a review. This will certainly bring about one or two changes and improvements.