The future of logistics company DHL Global Forwarding Finland Oy (DGF) is now looking brighter, after some changes. DGF carried out structural changes and cooperation negotiations last year and is now in a better position to face competition in its industry. The company is growing again.
Veli-Matti Qvintus started as the company’s Managing Director in April 2015 and soon realised that the company he had known for quite some time was now facing major changes. Qvintus had worked at DGF from 2001 to 2009, when the company was making a good profit and the employees were more motivated.
Last year, the situation was different.
Robotic Process Automation enhances the productivity and competitiveness of organisations. Well-trained employees can more easily focus on their core competencies when repetitive and mechanical tasks are eliminated from their work.
The automation of knowledge work is now a hot topic in working life. Robotic Process Automation is a future megatrend that will have a radical impact on the content of knowledge work. With a proactive and responsible personnel policy, the threats related to automation can be turned into opportunities.
According to estimates by the McKinsey Global Institute, up to 47 per cent of the workforce in the United States can be replaced by robots in the next 10 to 20 years. Robotic Process Automation (RPA) will transform one industry after another, as mechanical and repetitive work routines can be automated using robots.
With disruption to labour markets and business models on an international scale, there is an emergence of ambiguity that impacts the workforce strategy of employers and correspondingly the nature of work for employees. Exploring elements below from a business leaders’ perspective provides background to these drivers of change.
Outplacement in the media usually focuses on the benefit it brings to employees. The benefit is easily proven through clients’ feedback which tends to include two major aspects: landing or success rate and process evaluation.
It is, however, far more difficult to prove the economic benefit outplacement contributes as equally qualified groups would have to be observed in the transition situation and their decision as to whether they make use of outplacement services or not.
Another aspect to be considered in the assessment of outplacement consulting is the reason why employers contract outplacement providers. The Outplacement Division of the BDU (Association of German Consulting Firms) conducted a survey among more than 600 HR decision makers in Germany. 16.5% participated in the survey and provided comprehensive feedback.
What if the codes that lead to success were changing? Do today’s leaders have the same profile as the leaders of GenY? Perhaps not!
Management patterns are influenced by the inevitable transformation of most corporate companies, digital or not. Now, we’re entering the CO-era: CO-llaborative, CO-construction, CO-working, CO-llective intelligence. And the discussion of well-being rather than psychosocial risks is becoming more and more relevant within HR departments. More and more companies are concerned about their latest Great Place to Work ranking so that they can convey a more positive image.