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The crisis in the financial and business markets is clearly gripping the economy. However, crises not only hold dangers, they always present opportunities, too:
Opportunities, for example, to develop employees as the central pillars in a strategically oriented personnel development scheme. If run anti-cyclically, this will lead to a decisive competitive advantage in the mid to long term. Since recruiting personnel is always more expensive than training them further, now is the time to invest in your employees' knowledge, creativity and social expertise.
We will be happy to supervise and support you with our 2009 programme for training, personnel and organisational development, which has now been specifically enhanced in certain key areas of expertise.
Yours,
Volker Maschmeyer
phone: 0049 511 9 69 68 21, mail v.maschmeyer@contur-online.de
Topics of this Newsletter:
- The new CONTUR trainings programme 2009
- Leadership – an extra challenge in difficult times
- Mentoring: keeping key people and developing talents
- Challenging HR when starting production in Eastern Europe
- Series of articles "Culture in Organizations" - part 2
The new CONTUR trainings programme 2009
In addition to developing new, demand-oriented seminar topics and seminar forms, our strength lies in being at the cutting edge. Keeping an ear open to customer needs, we have added new trends to our portfolio and brought it up to date; with the "Developing strategic management expertise" topic, for example. Seminars such as "Change Management" or "Strategic Development" support management teams in building up areas of development. We have gained two strong new co-operation partners: the Bundesverband Materialwirtschaft, Einkauf und Logistik e.V. (Association of Materials Management, Purchasing and Logistics) in the field of "Purchasing and Logistics", and G.I.T. in the area of targeted intensive English seminars.
You can find our programme at a glance here.
Claudia Belter
phone: 0049 511 9 69 68 33, mail c.belter@contur-online.de
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Leadership – an extra challenge in difficult times
These are uncertain times: the financial crisis and global economic developments are throwing up inescapable question marks. Internal company problems add to the explosive mix. We are experiencing an alarming number of situations where managers do not even known where they are in the current organisational chart.
We can differentiate between three types of reaction: managers who decide to wait it out ("ostriches"), those who become unsettled ("scaredy cats") or those who take up the reins ("knights"). It is soon clear to employees which category their boss is in.
Our advice to managers: don't let yourself get rattled and don't wait and see. Now is precisely the time to identify the coordinates of a target on the horizon and to steer consistently towards it. more...
Dr Peter Belker
phone: 0049 69 7890 19 67, mail p.belker@contur-online.de
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Mentoring: keeping key people and developing talents
Difficult times lead to increased unsecurity with regard to a focused personal development and identification with the company - if not, at the end, the loss of talents and key performer is the threat ... Satz übernehmen ....The general benefit of a mentoring-relationship, a fruitful exchange of experience, concepts, attitudes in the area of management and leadership, serves in this situation to create additional chances to learn. At the same time, mentors learn together with the mentee to reflect upon and question their experiences. Three criteria are key to success for mentoring: 1. a qualified selection and intense preparation of mentors, 2. a perfect matching of mentors and mentees as well as 3. a professional support of the process of exchange and development within a mentoring program. Such a program could be set up company-internally as well as cross-company. more...
Petra Kniesburges
phone: 0049 511 9 69 68 36, mail p.kniesburges@contur-online.de
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Challenging HR when starting production in Eastern Europe
Ramping up huge production plants in a leading cost country, efficient Western multinational companies face additional difficulties: employees lacking technical and soft skills are not willing to take responsibility or having difficulties to cope with fixed schedules and internal regulations. Furthermore, (young) leaders often show the same behavior. CONTUR Romania works, e.g. with Kromberg & Schubert, INA Schaeffler, Marquardt Schaltsysteme, Somarest, … to support the people development: We establish a platform to reflect the impact of their own behaviour on their workplace, support them to understand the contribution of the individual to the company’s success, define the importance of self-responsibility and finally improve communication between staff and executive enhanced by more transparency. more...
 
Alexandra Brebenel & Daniela Butscher
phone: 0040 269 206 583 & 0049 511 9 69 68 38
mail a.brebenel@contur-online.de & b.butscher@contur-online.de
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Series of articles "Culture in Organizations" - part 2
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CONTUR GmbH Training, Coaching & Consulting
Hannover, Frankfurt, Regensburg, Sibiu, Timisoara
phone 0511 9 69 68 0
fax 0511 9 69 68 50
mail: mail@contur-online.de
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Upshot of the 7th German AC congress:
The great potential validity of ACs is far too rarely utilised to the full.
- Using multiple methods is the key to improved quality.
- ACs with integrated personality tests and versatile short exercises are significantly more valid.
- All too often, ACs produce more of the same rather than qualitatively new knowledge.
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| It's the same every year ...
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Even in turbulent times, one thing stays constant: Christmas comes sooner than you think... We wish you a happy holiday and look forward to working with you and supporting you again in 2009.
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